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

9CI Example C: Reducing the Wide Gap

The incubator manager only took up his role after the company structure was implemented, an interesting position as regards discovering what has already been done and so as to position yourself within the market. Doubtless, he accepted this role believing, just as I did, that it would be a fairly simple matter to quickly get things underway. He calmly and selflessly discovered that it was not that simple, and I will explain how he had to set about doing it so as to, all the same, reach the company’s targets.

9.1. The corporate context of CI C

This international group markets both digital products and services (in the broadest sense). Its structure is decentralized, and a very high degree of autonomy is given to different companies within the group, and according to the interviewee, “There are very few synergies at corporate level”. In short, it is a form of what we may describe as a federation of companies, with a central authority (the group) which operates a policy of non-interventionism and allows member companies to flourish. The company that the CI is built upon proves to be one such company. I do not know whether you will react as I did, but on discovering this, I said, here is a group which is at the very least delightful!

Even more delightful, innovation is the international group’s trademark and has significant scope within its history. Innovation is also the corporate reality through which we examine the CI. However, the latter ...