Advertisement

Management Principles for Continuous Innovation

  • Annika Steiber
Chapter
Part of the Management for Professionals book series (MANAGPROF)

Abstract

This section is about global changes—why they are bigger, come more often, and are becoming more difficult to predict. It’s also about what companies have done, and are doing, in order to take advantage of the opportunities and avoid the threats embedded in these ever accelerating changes.

Keywords

Management Innovation Dynamic Capability Productivity Company Management Principle Innovation Capability 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

  1. Antonovsky, A. (2005). Hälsans mysterium (Unraveling the mystery of health). Förlag: Natur & Kultur.Google Scholar
  2. Argyris, C. (1976). Increasing leadership effectiveness. New York: Wiley-Interscience.Google Scholar
  3. Bel, R. (2010). Leadership and innovation: Learning from the best. Global Business and Organizational Excellence, 29(2), 47–60.CrossRefGoogle Scholar
  4. Benner, M. J., & Tushman, M. L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of Management Review, 28(2), 238–256.Google Scholar
  5. Birkinshaw, J. (2010). Reinventing management. Oxford Leadership Journal, 1(3), 1–10.Google Scholar
  6. Brown, S. L., & Eisenhardt, K. M. (1997). The art of continuous change: Linking complexity theory & time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42(1), 1–34.CrossRefGoogle Scholar
  7. Carney, B., & Getz, I. (2009). Freedom, Inc. - Free your employees and let them lead your business to higher productivity, profits, and growth. Crown Publishing Group OR in Swedish published by Bokhus.com.Google Scholar
  8. Chesbrough, H. (2003). Open innovation: The new imperative for creating and profiting from technology. Boston: Harvard Business School Press.Google Scholar
  9. Dallenbach, U. S., McCarthy, A. M., & Schoenecker, T. S. (2002). Commitment to innovation: The impact of top management team characteristics. R&D Management.Google Scholar
  10. Damanpour, F. (1987). The adoption of technological, administrative and ancillary innovations: Impact of organizational factors. Journal of Management, 13, 675–688.CrossRefGoogle Scholar
  11. Hamel, G. (2009). Moon shots for management. Harvard Business Review, 87(2), 91–98.Google Scholar
  12. Hamel, G., & Prahalad, C. K. (1994). Competing for the future—Seizing control of your industry and creating the markets of tomorrow. Boston: Harvard Business School Press.Google Scholar
  13. Høyrup, S. (2008). Employee-driven innovation and workplace learning in small and medium-sized enterprises in Europe: EDI-network-seminar, Copenhagen, 22–24 September 2008.Google Scholar
  14. Isaksen, S., & Tidd, J. (2006). Meeting the innovation challenge—Leadership for transformation and growth. Chichester: Wiley.Google Scholar
  15. Kimberley, J. R., & Evanisko, M. J. (1981). Organizational innovation: The influence of individual, organizational, and contextual factors on hospital adoption of technological and administrative innovations. Academy of Management Journal, 24, 689–713.CrossRefGoogle Scholar
  16. Leifer, R., McDermott, C. M., O’Connor, G. C., Peters, L. S., Rice, M., & Veryzer, R. W. (2000). Radical innovation: How mature companies can outsmart upstarts. Boston: Harvard Business School Press.Google Scholar
  17. Leonard-Barton, D. (1992). Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management Journal, 13, 111–125 [Special Issue: Strategy Process: Managing Corporate. Self-Renewal. (Summer 1992)].CrossRefGoogle Scholar
  18. Nanus, B. (1992). Visionary leadership—Creating a compelling sense of direction for your organization. San Francisco: Jossey Bass.Google Scholar
  19. O’Connor, G. C. (2008). Major innovation as a dynamic capability: A systems approach. Journal of Product Innovation Management, 25, 313–330.CrossRefGoogle Scholar
  20. Penrose, E. T. (1959). The theory of the growth of the firm. New York: Wiley.Google Scholar
  21. Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79–91.Google Scholar
  22. Rogers, E. (2003). Diffusion of innovations (5th ed.). New York: Free Press.Google Scholar
  23. Rosenburg, N., & Steinmueller, W. E. (1988). Why are Americans such poor imitators? The American Economic Review, 78(2), 229–234.Google Scholar
  24. Schumpeter, J. A. (1942). Capitalism, socialism and democracy (5th ed.). London: George Allen & Unwin Limited (1976).Google Scholar
  25. Teece, D., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.CrossRefGoogle Scholar
  26. Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350 [Retrieved 23-05-2012].Google Scholar
  27. Tidd, J., & Bessant, J. (2009). Managing innovation: Integrating technological, market and organizational change (4th ed., p. 135). UK: Wiley.Google Scholar
  28. Tushman, M. L., & O’Reilly, C., III. (1997). Winning through innovation: A practical guide to leading organizational change and renewal. Boston: Harvard Business School Press.Google Scholar
  29. Tushman, M. L., & O’Reilly, C. A., III. (2007). Winning through innovation: A practical guide to leading organizational change and renewal. Boston: Harvard Business School Press.Google Scholar
  30. Zollo, M., & Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13(3), 339–351.CrossRefGoogle Scholar

Copyright information

© Springer International Publishing Switzerland 2014

Authors and Affiliations

  • Annika Steiber
    • 1
  1. 1.Technology Management and EconomicsChalmers University of TechnologyGöteborgSweden

Personalised recommendations