Search results

Innovation is at the top of many CEO’s agendas. To increase the odds of success, leaders need to understand why they should collaborate with outsiders and how to do it effectively. There are two major benefits of engaging “outsiders”: they challenge company‐internal assumptions, and they bring a new body of knowledge to the party. The theory that external collaboration is linked to radical innovation is supported by recent research findings cited in the article. Innovation most often happens when some previously unconnected bodies of knowledge converge. So for companies that want to stretch the business boundaries and innovate around markets and business models, external collaboration with other firms and customers is critical. The author lays out practices that leaders can use to make collaboration work and pitfalls to avoid.

The purpose of this paper is to investigate the importance of leadership in an innovative organization.

The paper looks at how leaders can support innovation with the organization.

The paper suggests that there are three phases of the innovation process.

The paper provides useful suggestions for the leadership of innovation in organizations.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

It is not everyone who wants or needs a lemon squeezer. But many people do, so it goes without saying that other people earn money making and selling them and that before all this commercial and customer activity happens, somebody has been paid to design them.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

This paper aims to examine the challenges experienced by Russian research and development (R&D) organisations in international technology collaboration in the global innovation arena.

A total of 33 Russian R&D organisations were selected from a sample of 138 potential participating organisations from the Central, Nord‐Western and Volga Federal Districts of Russia to take part in a qualitative interview study. Organisations were selected based on their responses to a questionnaire which measured the extent and nature of their experience in international technology collaborations. Participants were interviewed about their experiences of engaging in international technology collaboration under two different modes of collaboration: short term customer‐supplier relationships vs longer‐term strategic alliances. The semi‐structured interviews focused on 15 different issues which had been derived from the previously published literature on international technology collaboration and a thematic analysis was conducted on the resultant data.

The analysis indicates which of the issues reported as problematic in the literature were pertinent to the Russian organisations in the sample under each mode of collaboration. The findings also provide some evidence that Russian R&D organisations have made progress in the transition from the command to the market economy and are adjusting to the new environment, albeit gradually in some cases.

The paper presents interpretive, qualitative findings, which were analysed from a Russian perspective in three out of seven Federal Districts of Russia. The research sample does not include non‐Russian counterparts and the analysis is restricted to those variables which have previously been identified as exerting an influence over international technology collaborations.

The study reveals a broad range of insights into the types of issues which warrant close managerial attention from both Russian managers and their international partners in engaging in international technology collaborations with contemporary Russian R&D organisations.

The research suggests that different sets of challenges emerge for organisations engaged in different modes of international collaboration and provides insight into the unique context of Russia, challenging some of the previously published analyses of the influence of Russian business and managerial practices on the innovativeness of contemporary Russian organisations.

The purpose of this paper was to determine whether innovativeness is a personal attribute that enhances entrepreneurial success and to obtain external validation for the Valuable Novelty Theory of innovation and the Innovator Mindset (IM) instrument for measuring personal innovativeness.

This is the final paper in a series of three articles. The first article, Valuable Novelty: A Proposed General Theory of Innovation and Innovativeness, laid out the Valuable Novelty Theory and the Innovation Cycle. The second article Evaluating Mindset as a Means of Measuring Personal Innovativeness explained the design of the IM instrument. For this study, some 300 entrepreneurs were given the IM assessment and asked to provide data on their ventures’ recent performance. The data were then analyzed to see whether differing IM scores reflected different business outcomes. Due to the heavily skewed nature of the business performance data, this required the development of a non-traditional approach to data analysis that combined Rasch measurement, segmentation of the data into quantiles and hypothesis testing using simulations.

The findings were that there is a robust relationship between personal innovativeness and multiple measures of value creation. An unexpected finding was a Value Creation Curve, a non-linear pattern that appears to characterize the relationship between innovativeness and value creation regardless of the specific type of value.

Key limitations of this study were that it was retrospective and focused on value creation in a particular endeavor – the launching of a new business. A longitudinal study with a control group would further clarify the relationship between innovativeness and value creation. Research in other settings is needed to explore the relevance of innovativeness to other types of value creation.

This is the first study to demonstrate and measure a relationship between personal innovativeness and entrepreneurial value creation, with effect sizes that appear to exceed any previously studied personal attributes. It confirms the role innovativeness plays in creating value, demonstrates the utility of the IM assessment as a research instrument and provides a tool that entrepreneurs and investors can use to more accurately predict the likely outcomes of business ventures.

This study aims to explore the experience of eight international companies, focusing on their strategies in sustainable innovations in China.

This investigation is accomplished using a case study methodology. The research is based on the companies' secondary data and 47 semi-structured face-to-face interviews carried out in Chinese (Mandarin) between September 2010 and March 2012. Access to the selected companies was supported by WWF China.

The findings of this study are summarised in a theoretical framework suggesting four different levels of multinational corporations' (MNCs') sustainability-driven innovations in China.

The paper is based on the research population of MNCs being WWF Climate Savers partners in China. The research sample has no Chinese-only companies.

From the academic perspective this research is a qualitative analysis of the best practices in sustainable innovation of MNCs in China and an attempt to map them to a theoretical framework. From a policy-making perspective, this paper is a report on existing practices and positive experience in responsible industry leadership. For practitioners this study shows how to create profitable growth in harmony with environmental sustainability and good corporate citizenship.