- Research Feature
- Read Time: 17 min
When companies collaborate, low trust is detrimental to innovation. But so is very high trust. The optimal level, yielding maximum impact, lies in between.
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Courtesy of BMW.
Continuous innovation is the engine that drives highly successful companies such as Apple, General Electric, Google, Honda, Hewlett-Packard, Microsoft, Procter & Gamble, Sony, Tata group and many others.
If one innovation approach is helpful, you might think using more than one approach to innovation would be even more productive. Not necessarily, write Frank T. Rothaermel and Andrew M. Hess in the new issue of Business Insight, MIT Sloan Management Review’s collaboration with The Wall Street Journal.
Erik Simanis and Stuart Hart offer an interesting perspective on innovation in an article in the the new Summer 2009 issue of MIT Sloan Management Review. In particular, they offer a vision of a world in which businesses and communities are more closely intertwined.
To generate innovative ideas, companies need to look in areas beyond the familiar -- and often slightly beyond their core, day-to-day businesses. That's one of the messages of "In Search of Innovation," an article that is part of this week's edition of Business Insight.
Innovation consultant Scott D. Anthony, author of a new book called “The Silver Lining: An Innovation Playbook for Uncertain Times,” calls the era we’re in “the great disruption” — a period when competitive advantage is temporary. And “no matter how tough the times, innovation happens,” Anthony observed.
Don’t have all the resources you’d like due to the economic downturn? Fear not: Resource constraints can spark creativity, according to a new article.
Want success for your radical innovation? Think like a community organizer.
That’s one of the messages of Market Rebels: How Activists Make or Break Radical Innovations (Princeton University Press, 2009), a new book by Hayagreeva Rao.
Is there a corporate culture of innovation that transcends national differences? That’s one of the suggestions of a study called “Radical Innovation Across Nations: The Pre-eminence of Corporate Culture” that was published in the January 2009 issue of the Journal of Marketing. Gerard J. Tellis, Jaideep C.
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