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Joseph V. Sinfield and Freddy Solis
High-impact innovations have built-in uncertainty — but careful strategizing can reduce the risk.
Edivandro Carlos Conforto et al.
There are positive correlations between improvisation in product development and team performance.
We are on the cusp of a major breakthrough in how organizations collect, analyze, and act on knowledge.
Innovation starts with great ideas. Open access to these three MIT Sloan Management Review articles about the idea-generation process is provided courtesy of PwC.
Salvatore Parise et al.
There’s a link between the amount of diversity in employees’ Twitter networks and the quality of their ideas.
Joseph V. Sinfield et al.
Managers can’t afford to rely on haphazard, hit-or-miss approaches to idea generation.
Generating good innovation proposals from within the ranks of the organization is only the beginning. The more difficult part is creating a selection process that identifies which ideas to implement.
Joseph Byrum and Alpheus Bingham
Open-innovation platforms, used thoughtfully, can expand a company’s access to analytics talent.
Deborah L. Roberts and Frank T. Piller
Social media provides a game-changing opportunity to support innovation and new product development.
By Andrew King and Karim R. Lakhani
Which parts of your innovation processes should you open up to the wider world?
Martha E. Mangelsdorf
What if traditional views of the innovation process are flawed? Thoughts from MIT’s Eric von Hippel.
Companies often don’t focus enough on understanding how customers decide what to purchase.
Jielin Dong and Yanli Zhang
Smartphone maker Xiaomi cultivates user pride through user-centered and open innovation.
Yun Mi Antorini et al.
For the Lego Group, a close bond with user communities is not a pipe dream but a reality.
James C. Anderson and Marc Wouters
Getting ideas from customers is a norm; some companies get ideas from customers’ customers, too.
Algorithms are fundamentally redefining the roles of worker and manager.
Robert D. Austin and Thorkil Sonne
People who are “different,” behaviorally or neurologically, can add significant value to companies.
Daniel M. Cable et al.
Employee orientation practices that focus on individual identity can lower employee turnover.
May 30, 2015 | MIT Sloan Management Review
Companies can participate in “collaborative consumption” through creative new approaches to defining and reusing their resources. So write Kurt Matzler, Viktoria Veider and Wolfgang Kathan, all of University of Innsbruck. For instance, LiquidSpace, based in Palo Alto, California, connects organizations that have unused office space with temporarily renters. It has been called the “Airbnb of work spaces” and is extending the idea of sharing unused capacities to companies that aren’t totally built around the collaborative model.