book

Open Innovation

by Pascal Latouche

April 2019

Intermediate to advanced

240 pages

7h 10m

English

Wiley-ISTE

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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

8CI Example B: Money doesn’t make you happy

The manager of the corporate incubator CI B has been involved in the group for several years. Moreover, he founded a start-up before joining the group, and the digital world is highly familiar to him. His understanding of this dual large group/start-up environment is far from anecdotal. Indeed, at first sight, this offers our interviewee an aptitude and a management expertise for a CI structure that straddles two worlds. However, we will see in this section that in spite of these resources and professional assets, which are useful for deciphering the two worlds, the CI manager still encounters significant difficulties in implementation.

You must be aware that for this manager, “the prime objective of a large group is to increase both turnover and innovation”. This aspect informs us of one of the incubator manager’s beliefs. This belief has certain similarities to a background element, which serves as a basis for examining the subject. How should a CI be operated? The analysis that follows highlights how this belief influences motivation, recruitment and mobilization approaches managed by the CI B manager as part of his managerial work.

8.1. The corporate context of CI B

The group, made up of a multitude of subsidiaries, is a French multispecialism company with influence at the international level. It occupies a leading position in several of its specialisms, but is subject to exceedingly harsh competition.

We immediately note that ...