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Strategy innovation processes in hig...

Wood, Robert Chapman.

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Strategy innovation processes in highly entrepreneurial large firms: Innovation routines and their emergence and management.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Strategy innovation processes in highly entrepreneurial large firms: Innovation routines and their emergence and management./
作者:	Wood, Robert Chapman.
面頁冊數:	343 p.
附註:	Adviser: N. Venkatraman.
Contained By:	Dissertation Abstracts International61-08A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9983647
ISBN:	0599897104

Strategy innovation processes in highly entrepreneurial large firms: Innovation routines and their emergence and management.
Wood, Robert Chapman.

Strategy innovation processes in highly entrepreneurial large firms: Innovation routines and their emergence and management. - 343 p.

Adviser: N. Venkatraman.

Thesis (D.B.A.)--Boston University, 2000.

This research suggests that managers who wish to enable their companies to innovate effectively can promote the emergence of continuing innovation through similar three-phase processes followed by similar degrees of formalization.

ISBN: 0599897104Subjects--Topical Terms:

626628
Business Administration, Management.

Strategy innovation processes in highly entrepreneurial large firms: Innovation routines and their emergence and management.
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245 1 0 $a Strategy innovation processes in highly entrepreneurial large firms: Innovation routines and their emergence and management.
300 $a 343 p.
500 $a Adviser: N. Venkatraman.
500 $a Source: Dissertation Abstracts International, Volume: 61-08, Section: A, page: 3281.
502 $a Thesis (D.B.A.)--Boston University, 2000.
520 $a This research suggests that managers who wish to enable their companies to innovate effectively can promote the emergence of continuing innovation through similar three-phase processes followed by similar degrees of formalization.
520 $a The strategy field has suffered from a lack of a theory of strategy creation. Strategy scholars have not ascertained the processes by which value-creating new strategies are most likely to emerge, the preconditions for emergence to take place, and the management actions that can encourage that emergence. In this study, the processes of strategy creation were examined. The focus was on eight firms, six of which had a record of successful new-strategy creation. The methodology described in Eisenhardt (“Building Theories from Case Study Research,” 1989) was used.
520 $a The study produced several key findings. First, organizations that innovate repeatedly do so through routines that specifically support such innovation. In other words, while ways of innovating differ enormously from one organization to the next, each successful innovator innovates through similar processes repeatedly. Appropriate strategy innovation routines are a key precondition for innovation. Second, the most entrepreneurial of the innovators, those who follow a style that the study designates as “Cauldron” innovation, innovate through routines that more closely resemble the routines of improvizational artists (e.g., jazz musicians) than they do the more bureaucratic innovation routines that had previously been reported in the literature. Third, effective strategy innovation routines (SIRs) in each of the highly innovative firms had emerged through a three-phase process: (1) Unfreeze; (2) Begin innovating either through managed organizational change or by encouraging innovation processes to spread from an innovative unit within the firm; (3) evolve reliable innovation routines. The management behaviors required for success in each of these three phases were fairly clear. Fourth, the most successful innovators allowed innovation routines to emerge through the informal three-phase process but then added some formalism so the people of the organization could understand the routines clearly.
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