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Martin Reeves et al.
Innovation success is the result of a deliberate search using key information signals.
R. Edward Freeman and Bidhan (Bobby) Parmar
Disrupting the status quo is often valuable, but taken too far, it can lead to ethical crises.
Martin Kupp et al.
Design thinking needs better alignment with the dynamics of established businesses.
September 12, 2017 | Bruce Posner and Martha E. Mangelsdorf
Innovation is an ongoing challenge for managers — so MIT SMR has combed through the archives to find 12 essential innovation insights, looking for older articles that today’s MIT SMR readers might have missed but that still retain wide relevance.
Anders Richtnér et al.
Finding the right metrics to track innovation is by no means straightforward. To steer clear of common mistakes, executives need a holistic perspective on their company’s innovation process.
Arvind Malhotra et al.
Internal crowdsourcing, which seeks to channel the ideas and expertise of the company’s own employees, allows employees to interact dynamically with coworkers in other locations, propose new ideas, and suggest new directions to management. Because many large companies have pockets of expertise and knowledge scattered across different locations, harnessing the cognitive diversity within organizations can open up rich new sources of innovation.
Christian Catalini, interviewed by Paul Michelman
The transformative potential of blockchain is real, but so are the challenges to its implementation.
Robert D. Austin
Digital technology makes the creative process faster — and cheaper. And that’s great for business.
AI is expected to be the single most disruptive new capability for companies in the next decade.
Even as multinationals struggle to make inroads in emerging markets, companies from those markets are finding ways to compete in Europe and the U.S. A case in point is Huawei, a Chinese telecommunications company, which has used strategic partnerships to gain ground in Europe. Huawei’s overseas expansion closely resembles the strategy the company used to build its position in China: Start at the perimeter and work toward the center.
Ha Hoang and Frank T. Rothaermel
Companies that lack the resources and knowledge to undertake key strategic growth initiatives often seek partners who can fill in the gaps. The skills that make such alliances work, however, aren’t well understood; executives often make flawed assumptions that prevent the partnership from achieving its goals. An integrative, holistic framework for alliance management helps executives avoid these pitfalls and create value via strategic alliances.
June 13, 2017 | Michael Arena, Rob Cross, Jonathan Sims, and Mary Uhl-Bien
The authors’ research suggests that, rather than leaving the development of innovation to serendipity, executives should create collaborative contexts where innovation is likely to emerge from unpredictable pockets of creativity within an organization. By understanding and tapping the power of employee networks, executives can stimulate the creation of these kinds of collaborative environments.
Paolo Aversa et al.
Business model diversification requires careful assessments of each model’s strategic contributions.
Clayton M. Christensen et al.
Successful business model innovation requires an understanding of how business models evolve.
Richard Schmalensee and David S. Evans, interviewed by Martha E. Mangelsdorf
There’s probably never been a better time for platform businesses. But they aren’t easy to launch.