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A major economic shift is happening — from the experience economy to the coherence economy.
Dylan Minor et al.
There’s a significant correlation between net profit growth and a corporate culture of innovation.
Nicholas Bloom et al.
While U.S. research efforts are rising substantially, research productivity is sharply declining.
September 12, 2017 | Martin Kupp, Jamie Anderson, and Jörg Reckhenrich
To reach its full potential, the popular innovation methodology must be more closely aligned with the realities and social dynamics of established businesses.
Christian Nielsen and Morten Lund
Many successful companies today leverage business model scalability to achieve profitable growth.
Teppo Felin and Todd Zenger
Innovative strategies depend more on novel, well-reasoned theories than on well-crunched numbers.
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.
Paolo Aversa et al.
Business model diversification requires careful assessments of each model’s strategic contributions.
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.
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.
Market leaders have many advantages when adopting new technologies such as e-business, but they don’t always make the move. Why? It’s partly because new technology can be leveraged along a chain of related companies only if business partners also make the leap to adopt these changes. And research reveals that when large companies are significantly concerned about customer adjustment costs of new innovations, these powerful and otherwise highly capable organizations often resist change.
R. Edward Freeman and Bidhan (Bobby) Parmar
Disrupting the status quo is often valuable, but taken too far, it can lead to ethical crises.
Georg von Krogh et al.
Many manufacturers can benefit from sharing process innovations rather than keeping them secret.
Martin Reeves et al.
Innovation success is the result of a deliberate search using key information signals.
Lars Frølund et al.
Collaborations between companies and universities are critical drivers of the innovation economy. As many corporations look to open innovation to augment their internal R&D efforts, universities have become essential partners. However, companies often struggle to establish and run university partnerships effectively.
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.