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

11CI Example E: the Art of Pivot

The manager of CI E is no stranger to the corporate incubation world or this group. He has worked within the group for several years. He has had a very varied career route, alternating between positions which have been both practical and operational (within the business unit). This manager therefore has an in-depth knowledge of the mysteries of the group and company culture. This knowledge, as I will show you, has enabled this CI manager to implement managerial work appropriate to the environmental circumstances, and therefore he has been fully involved with the CI’s structural characteristics.

11.1. The corporate context of CI E

The company is a French industrial group, with an international footprint. This group operates around the same main core profession which comes in a variety of forms linked to an industrial rationale. According to CI E’s manager, the group has a lack of notoriety with the general public, but he states, “On the other hand, our shareholders have always eagerly held an exchange of views around innovation! Moreover, this explains why the group has reinvented itself several times through the means of technological innovations”. The observation formulated by the CI manager translates into an affirmation (in literature, a “hard fact”) which will in particular be of use within the problematization stage, that is, the reasons which legitimized the CI’s launch and existence, as well as its necessary interactions. In the following, ...