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Innovation Leaders Should be Controlled Schizophrenics
11 references·5 citing·37 second hop
Innovation Leaders Should be Controlled Schizophrenics (2007)Innovation Leaders Should be Controlled S…A change of masters (2020)A change of mastersProviding Clarity and A Common Language to the “Fuzzy Front End” (2001)Providing Clarity and A Commo…The Innovation Journey (1999)The Innovation JourneyProduct design: fundamentals and methods (1996)Product design: fundamentals …Creative problem solving and opportunity finding (1995)Creative problem solving and …The Management of Innovation (1994)The Management of InnovationExploration and Exploitation in Organizational Learning (1991)Exploration and Exploitation …The new product process: A decision guide for management (1988)The new product process: A de…Managing Innovation: Controlled Chaos (1985)Managing Innovation: Controll…Problem Solving Through Creative Analysis (1975)Problem Solving Through Creat…Process Consultation : Its Role in Organization Development (1969)Process Consultation : Its Ro…From ‘if only’ to ‘what if’: An ethnographic study into design thinking and organizational change (2023)From ‘if only’ to ‘what if’: …The co-creation of value for pursuing a sustainable happiness: The analysis of an Italian prison community (2020)The co-creation of value for …Innovating the innovation process: an organisational experiment in global pharma pursuing radical innovation (2014)Innovating the innovation pro…Assessing the performance of open innovation practices: A case study of a community of innovation (2014)Assessing the performance of …Leadership of scientists and engineers: A three‐vector model (2011)Leadership of scientists and …An Investigation into the New Product Process: Steps, Deficiencies, and Impact (1986)New Products: What Separates Winners from Losers? (1987)PRODUCT DEVELOPMENT: PAST RESEARCH, PRESENT FINDINGS, AND FUTURE DIRECTIONS (1995)Managing innovation beyond the steady state (2005)Integration of market pull and technology push in the corporate front end and innovation management—Insights from the German software industry (2008)Where Do Good Innovation Ideas Come From? Exploring the Influence of Network Connectivity on Innovation Idea Quality (2009)The Dimensions of Industrial New Product Success and Failure (1979)New Products: What Distinguishes the Winners? (1990)Innovation Strategies Under Uncertainty: A Contingency Approach for New Product Development (1998)The value of a ‘failed’ R&D project: an emerging evaluation framework for building innovative capabilities1 (2009)A BEHAVIORAL MODEL OF RATIONAL CHOICE (1955)Prospect theory: An analysis of decision under risk (1988)Toward a knowledge‐based theory of the firm (1996)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)The Theory of Economic Development (2003)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)THE LAST PLANNER SYSTEM OF PRODUCTION CONTROL (2000)Service Engineering: a novel engineering discipline for producers to increase value combining service and product (2006)Using AHP and TOPSIS approaches in customer-driven product design process (2007)An Empirically Derived Model for the Adoption of Customer‐based Interorganizational Systems* (1993)Cultural influences on national rates of innovation (1993)Innovation Speed: A Conceptual Model of Context, Antecedents, and Outcomes (1996)Systems thinking and organizational learning: Acting locally and thinking globally in the organization of the future (1992)The Knowledge, Skill, and Ability Requirements for Teamwork: Implications for Human Resource Management (1994)Interteam Coordination, Project Commitment, and Teamwork in Multiteam R&D Projects: A Longitudinal Study (2004)The routinization of innovation research: a constructively critical review of the state‐of‐the‐science (2004)Innovation: A Guide to the Literature (2009)Declarations for sustainability in higher education: becoming better leaders, through addressing the university system (2011)Core capabilities and core rigidities: A paradox in managing new product development (1992)DETERMINANTS OF INNOVATIVE BEHAVIOR: A PATH MODEL OF INDIVIDUAL INNOVATION IN THE WORKPLACE. (1994)PSYCHOLOGICAL, EMPOWERMENT IN THE WORKPLACE: DIMENSIONS, MEASUREMENT AND VALIDATION. (1995)Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms (1990)A PUBLIC MANAGEMENT FOR ALL SEASONS? (1991)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Enhancing creative thinking within organisations (1998)Information Technology Development Creativity: A Case Study of Attempted Radical Change1 (2000)The effect of stimulus modes and associative distance in individual creativity support systems (2000)
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References

  • 1991Exploration and Exploitation in Organizational Learning21,910 cited
  • 1994The Management of Innovation7,253 cited
  • 2020A change of masters1,958 cited
  • 1999The Innovation Journey1,414 cited
  • 1985Managing Innovation: Controlled Chaos918 cited
  • 1996Product design: fundamentals and methods913 cited
  • 2001Providing Clarity and A Common Language to the “Fuzzy Front End”798 cited
  • 1969Process Consultation : Its Role in Organization Development754 cited
  • 1995Creative problem solving and opportunity finding206 cited
  • 1988The new product process: A decision guide for management199 cited
  • 1975Problem Solving Through Creative Analysis85 cited

Cited by

  • 2014Innovating the innovation process: an organisational experiment in global pharma pursuing radical innovation63 cited
  • 2011Leadership of scientists and engineers: A three‐vector model51 cited
  • 2014Assessing the performance of open innovation practices: A case study of a community of innovation41 cited
  • 2023From ‘if only’ to ‘what if’: An ethnographic study into design thinking and organizational change14 cited

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  • 2020The co-creation of value for pursuing a sustainable happiness: The analysis of an Italian prison community13 cited