رهبری و مدیریت آفرینندگان، مخترعان و نوآوران: هنر، دانش و فن پرورش خلاقیت، تحریک نوآوری و تسریع نوپدیدآوری ۲۰۰۷
Leading and Managing Creators, Inventors, and Innovators: The Art, Science, and Craft of Fostering Creativity, Triggering Invention, and Catalyzing Innovation 2007

1. CONTENTS

2. Tables and Figures

3. Preface

4. Introduction and Chapter Summaries

1 Strategic Knowledge Serendipity and Arbitrage in Action: The Case of M&A Automation and Valchemy Corporation

2 Innovation Dynamics and the Technology S-Curve

3 The Knowledge of Culture and the Culture of Knowledge from Low Tech to High Tech: The Global Intangible Cultural Heritage and Consulting on Peer Consultation across Cultures and Disciplines

4 Impediments to the Transfer of Knowledge in Innovative Communities

5 Anticipation at the Early Stages of Technological Innovation

6 Pricing Innovation: State-of-the-Art and Automotive Applications

7 Optimally Managing Creativity in Organizations

8 A Contribution to a Multilevel Theory of Creativity

9 Organizational Structure and Competence Development in R&D Project Careers

10 Descartes + Mayoism + Confucius + Taoism = Ideas about Managing Creative Employees

11 Creative Stories: A Framework for Discovering Generative Narratives and New Ideas

12 Coproduction of Service Innovations and Regional Development: The Growing Role of Public Lead UsersŽ—Cases from the French Experience

13 R&D Organization and Management: Practices and Lessons Learned from Three European Auto Manufacturers

14 Sources of Knowledge Acquisition by Indian Managers: An Empirical Analysis

15 Fostering Entrepreneurship and Innovation in the Greek Labor Market and Education System

20. Index

21. About the Editors and Contributors

22. Table 1-1 Typology of Organizational Knowledge Dynamics and SKSC3

23. Table 1-2 Typology of Organizational Knowledge

24. Table 1-3 Sample Improvements and Metrics: Operational, Tactical, and Strategic

25. Table 1-4 Typology of Knowledge Dynamics and SKSC3 in M&A

26. Table 1-5 SKSC3 Implications for M&A

27. Table 2-1 Types of S-Curves

28. Table 3-1 Organizational Life Cycle Knowledge Maturity

29. Table 5-1 Synthesis of the Main Anticipation Streams

30. Table 5-2 Technological Roadmap toward Polytronic

31. Table 5-3 Partners’ Interests in PEGS

32. Table 5-4 AAT Anticipative Items about Its Future Market

33. Table 6-1 The Cost of Motoring

34. Table 6-2 Some Examples of Prices for Navigation Systems in France in July 2004 (euro)

35. Table 6-3 Prices (in Yen) of ITS Devices for the Toyota Crown Majesta

36. Table 11-1 Narrative Typology

37. Table 12-1 Synthetic Presentation of the Cases

38. Table 13-1 R&D Expenditures per Division in 2000–2004

39. Table 13-2 Share in Fuel Cells–Related Joint Ventures and Share in Ballard Power Systems

40. Table 13-3 Fiat Group’s R&D Expenditures (in millions of euros)

41. Table 13-4 Constraints on Fiat’s Research Projects

42. Table 13-5 Fiat’s Prototype A Evaluation Items

43. Table 14-1 Mean Frequencies of Use for Nine Information Sources

44. Table 14-2 Correlations between Information Source Use and Accessibility and Complexity

45. Table 14-3 Regression Results to Describe Source Use Based on Accessibility and Task Complexity

46. Table 14-4 Regression Results to Describe Source Use Based on Accessibility and Task Complexity

47. Table 14-5 Mean Differences between Line and Staff Employees for Use of Information Sources in Manufacturing Organizations

48. Table 14-6 Mean Differences between Line and Staff Employees for Use of Information Sources in Service Organizations

49. Figure 1-1 Analyzing Knowledge Impact on M&A Benefits by Time Frame

50. Figure 1-2 The Concept of Heterogeneity

51. Figure 1-3 Heterogeneity Dynamics (IPO)

52. Figure 1-4 Input-Process-Output: Macro Level, Meso Level, Micro Level

53. Figure 1-5 Heterogeneity Level III

54. Figure 1-6 Creation/Destruction: Performance per Unit Cost

55. Figure 1-7 Feedback Loops: Operational, Tactical, and Strategic Technological Learning

56. Figure 1-8 Indicators of Operational, Tactical, and Strategic Technological Learning

57. Figure 1-9 A Strategic Scorecard

58. Figure 1-10 The Key Value Drivers Must Be Understood

59. Figure 1-11 Knowledge Benefits by Integration of Teams

60. Figure 1-12 Sample Framework for Knowledge Benefits

61. Figure 2-1 Process and Product Innovation Curves

62. Figure 2-2 Innovation Model and Framework

63. Figure 3-1 Cognitive Ergonomics

64. Figure 3-2 Communities of Culture and Practice

65. Figure 3-3 Knowledge Management Value Chain

66. Figure 3-4 Three Dimensions of Embodiment

67. Figure 3-5 The Fusion of ICH Embodiment

68. Figure 3-6 Primary Entities and Functions in the Collaborative Network

69. Figure 3-7 Safeguarding Intangible Culture Heritage

70. Figure 4-1 Knowledge Transfer in Innovative Communities

71. Figure 4-2 Impediments for the Free Transfer of Knowledge

72. Figure 4-3 Types of Subcommunities in an Overall Community System

73. Figure 5-1 A Conceptual Framework to Match Innovation and Anticipation

74. Figure 5-2 A View of the Early Stages of the Technological Innovation Process

75. Figure 5-3 Components of an Opportunity

76. Figure 5-4 A Refined View of the Conceptual Framework Linking Innovation and Anticipation

77. Figure 6-1 Price and Timing of Adoption

78. Figure 6-2 A Multi-rationale Managerial Decision Making Process

79. Figure 6-3 ABS Equipment Rate (in % of Models Available on the Swiss Market)

80. Figure 6-4 Optional Price of ABS System on the Swiss Market

81. Figure 6-5 Synchronized Phenomena

82. Figure 6-6 Sales of Navigation Systems in Japan

83. Figure 6-7 Investing in Safety

84. Figure 6-8 Which Level of Investment in Safety?

85. Figure 6-9 Automobile Software Development and Upgrading

86. Figure 6-10 The Telephone Syndrome

87. Figure 7-1 Creativity in an Organizational Context

88. Figure 7-2 Creativity Spectrum

89. Figure 7-3 Hypothetical Relationships between an Employee’s Performance and Creativity

90. Figure 7-4 Model of an Employee’s Performance Dependence on Wage with Two Levels of Creativity

91. Figure 7-5 Basadur Circular Model of the Creative Problem-Solving Process

92. Figure 7-6 Basadur Creative Problem-Solving Profile

93. Figure 9-1 Case Study Research Model

94. Figure 10-1 A Historical Evolution of Creativity Culture Pockets

95. Figure 10-2 Employee Creative Talking Values

96. Figure 10-3 Cycle of Creativity Sources in Economic History

97. Figure 13-1 Brand and Innovation Strategy

98. Figure 13-2 The PSA Design Process

99. Figure 13-3 Fiat Research Center’s Positioning

100. Figure 13-4 Fiat Research Center Planning Process

101. Figure 14-1 Knowledge Management Framework