book

Open Innovation

by Pascal Latouche

April 2019

Intermediate to advanced

240 pages

7h 10m

English

Wiley-ISTE

Read now

Unlock full access

The mysteries of CIManager and researcher… and why not?Peers in CICI is a rehash of OIThe problem to be solvedPragmatic markersStructure of the book
1.1. The concept of managerial innovation (MI)1.2. MI in the company1.3. Open innovation (OI)1.4. Conclusion
2.1. Definition(s) and form(s) of incubators2.2. Large groups/start-ups: motivation under pressure!2.3. The entrepreneurial policy of large groups2.4. No research on corporate incubation2.5. Conclusion
3.1. The problematization of the CI3.2. The work of “managerial curation”3.3. The work of “motivation”3.4. The work of “building identity networks”3.5. The work of “changing normative associations”3.6. Grid of strategic access points, in summary
4.1. The characteristics of a structure4.2. Relative advantages4.3. Complexity4.4. Ambiguity4.5. Conclusion
5.1. The role of adaptation5.2. Hard facts and soft facts5.3. “FCE-influencers”5.4. “FCE-products”5.5. Conclusion
6.1. The company microcosm: a determining role in the stage of problematization6.2. Institutional work: a group of systems and practices6.3. Translation, a driver for institutional work6.4. Adaptation or translation in situ6.5. Conceptual links6.6. The institutional adoption pyramid

7.1. Corporate context of CI A7.2. CI A players7.3. The structure of CI A7.4. The tasks and operations of CI A7.5. The tools of CI A7.6. Overview of CI A
8.1. The corporate context of CI B8.2. CI B players8.3. The structure of the CI B8.4. Tasks and missions of the CI B8.5. The tools of the CI B8.6. Summary of the CI B
9.1. The corporate context of CI C9.2. CI C players9.3. The structure of CI C9.4. Tasks and missions of CI C9.5. The tools of CI C9.6. Summary of CI C
10.1. The corporate context of CI D10.2. CI D players10.3. The structure of CI D10.4. Tasks and missions of CI D10.5. The tools of CI D10.6. Summary of CI D
11.1. The corporate context of CI E11.2. CI E players11.3. The structure of CI E11.4. Tasks and missions of CI E11.5. The tools of CI E11.6. Summary of CI E
Acknowledging the issue: the quality of “problem-framing” by the CIWork areas: “try, try and try again!”Awareness of the organizationPerformance indicatorsUnderstanding of the situations and people to perpetuateThe resource-based view: an additional approach and a major issue

Content preview from Open Innovation

7CI Example A: the “Boss’s Thing”

The manager of this CI has spoken little about himself and his development journey. However, a quick look on professional social networks enabled me to note that he is no stranger to the world of start-ups and the world of significantly large businesses. In short, he is someone with a profile and someone who has developed expertise in both worlds. This is no doubt a useful point to explain situations and maximize efficiencies as to what should be implemented to manage a CI. Let us discover it together through the details that I have reproduced below.

7.1. Corporate context of CI A

CI A has the backing of an international large-scale French private corporate group.

Innovation marks the story of this group. Its values are articulated around humanity, reactivity and progress so as to develop a vision resolutely positioned towards business development (specifically profitability) and regular modernization as a means to conduct its business (business model innovation). The group benefits from a good image in terms of innovation. The opinion of the manager of the incubation structure is, “As regards innovation the group has a good image! …It has been driven to reinvent itself several times during the course of its history”. We can legitimately observe that the interviewee put forward the group’s permanent capacity for reinvention as an established practice, that is to say, its “trademark”. It is a term which is in no way misleading (in field publications, ...