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Strategy and Communication for Innovation : Integrative Perspectives on Innovation in the Digital Economy.

Av: Medverkande: Materialtyp: TextUtgivningsuppgift: Cham : Springer International Publishing AG, 2017Datum för upphovsrätt: ©2017Utgåva: 3rd edBeskrivning: 1 online resource (433 pages)Innehållstyp:
  • text
Medietyp:
  • computer
Bärartyp:
  • online resource
ISBN:
  • 9783319495422
Ämnen: Genre/form: DDK-klassifikation:
  • 338.064
Onlineresurser:
Innehåll:
Intro -- Foreword -- Acknowledgments -- Contents -- Editors and Contributors -- Strategic Perspectives on Innovation -- 1 The Importance of Connecting Open Innovation to Strategy -- Abstract -- 1.1 Introduction -- 1.2 Potential Inroads to Connect -- 1.2.1 The Unrealized/Deliberate/Emergent Strategy Typology -- 1.2.2 The Induced/Autonomous Strategy Process -- 1.2.3 The Open Strategy Framework -- 1.3 Open Innovation as a Strategizing Process with Partners -- 1.3.1 Scientific Advisory Boards -- 1.3.2 Ecosystem Building with Research Organizations -- 1.3.3 Tapping into the Venture Capital Community -- 1.4 Conclusions -- Bibliography -- 2 Setting the Stage for Creativity: Upstream, Mid-stream, and Downstream -- Abstract -- 2.1 Introduction -- 2.1.1 Social Loafing -- 2.1.2 Conformity -- 2.1.3 Production Blocking -- 2.1.4 Performance Matching -- 2.1.5 Set Norms -- 2.1.6 Enforce Rules -- 2.1.7 Keep the Group Small -- 2.1.8 Select a Diverse Team -- 2.1.9 Don't Waste Your Time Trying to Recruit "Creative" People -- 2.1.10 Start with the Right Question -- 2.1.11 Look at the Calendar -- 2.2 Mid-stream Creativity -- 2.3 Conclusion -- Bibliography -- 3 When Business Model Meets Open Innovation -- Abstract -- 3.1 Introduction -- 3.2 What Is Open Innovation -- 3.2.1 Plummeting Transaction Costs -- 3.2.2 Enabling Tool: Modularity and Decontextualization -- 3.2.3 What Motivates Participation? -- 3.3 Conclusions: Beyond the "Not Invented Here" Syndrome -- Bibliography -- 4 Classic Root Causes of Innovation Failures-Things We All Know but Sometimes Forget -- Abstract -- 4.1 Introduction -- 4.2 Neglected Strategy Rule: Anticipating and Reacting Fast to External Changes -- 4.2.1 Root Cause N°1: Management Inward-Looking Attitude -- 4.2.2 Root Cause N°2: Overconfident Leaders, in Love with Their Technology and Concepts.
4.3 Neglected Execution Rule: Mapping and Integrating the Process -- 4.3.1 Root Cause N°1: Leaders Unaware of the Importance of Integrated Roadmapping -- 4.3.2 Root Cause N°2: Poor Functional Interface in the Specification Phase -- 4.4 Other Neglected Rule: Not Recognizing What It Takes in Combination to Succeed -- 4.5 Addressing Issues in Achieving Technology Leadership -- 4.5.1 Being Unclear Regarding the Timing and Impact of Disruptive Technologies -- 4.5.2 Ignoring or Downplaying Customers' Perception of Technology Value -- 4.6 Addressing Issues in Achieving Product Leadership -- 4.6.1 Accepting an Ill-defined Product Concept and/or Value Proposition -- 4.6.2 Investing in the Wrong Product Design, Attribute or Feature -- 4.7 Addressing Issues in Getting Access to the Market -- 4.7.1 Neglecting to Seek Acceptance by All Parties in the Value Chain -- 4.7.2 Seeing Acceptance by Early Adopters as a Market Green Light -- 4.8 Conclusion -- Bibliography -- 5 The Evolution of Strategic Options, Actors, Tools and Tensions in Open Innovation -- Abstract -- 5.1 Towards Open Innovation -- 5.2 Actors in Open Innovation -- 5.3 Tools for Open Innovation -- 5.3.1 Innovation Contests -- 5.3.2 Innovation Markets -- 5.3.3 Innovation Communities -- 5.3.4 Innovations Toolkits -- 5.3.5 Innovation Technologies -- 5.4 Tensions of Open Innovation -- Acknowledgments -- Bibliography -- 6 Cognitive Diversity of Top Management Teams as a Competence-Based Driver of Innovation Capability -- Abstract -- 6.1 Introduction: Strategizing in a World of Variety and Change -- 6.2 Locked Organizations: Limitations to Rationality-Based Decision-Making in Strategic Management -- 6.3 Organizational Flexibility by Competence-Based Management -- 6.4 Design of Cognitive Diversity of TMT-A Key Issue of Strategic Organization? -- 6.5 Conclusions -- Bibliography.
Communicative Perspectives on Innovation -- 7 Pairwise Communication for Innovation at Work -- Abstract -- 7.1 Introduction: The Overlooked Potential of Pairs for Creativity and Innovation -- 7.2 Typology of Creative Pairs -- 7.2.1 The Dreamer and the Doer -- 7.2.2 The Mentor and the Mentee -- 7.2.3 The Hero and the Sidekick -- 7.2.4 The Rivals -- 7.2.5 The Paradox Pair -- 7.2.6 The Leader and the Manager -- 7.3 Guidelines for Communication in Creative Pairs -- 7.4 A Strategy for Transitioning Pairs from Creativity to Innovation -- 7.5 A Personal Strategy for Pairwork -- 7.5.1 The Dreamer and the Doer -- 7.5.2 The Mentor and the Mentee -- 7.5.3 The Hero and the Sidekick -- 7.5.4 The Rivals -- 7.5.5 The Paradox Pair -- 7.5.6 The Leader and the Manager -- 7.6 Conclusion and Outlook for Future Research on Dyadic Communication for Innovation -- Bibliography -- 8 Communication Model Design Innovation-Authentic Open Innovation-Culture -- Abstract -- 8.1 Introduction -- 8.2 Communication Planning -- 8.2.1 Innovation Communication Management: A Theoretical View -- 8.2.2 Communication Planning: A Practical View -- 8.2.2.1 Strategy-Communication Approach -- 8.2.2.2 Communication Plan -- 8.2.2.3 Agile Communication Planning Method -- 8.3 Authentic Open Innovation-Culture -- 8.4 Conclusion -- Bibliography -- 9 Open Innovation: Enhancing Theory and Practice by Integrating the Role of Innovation Communication -- Abstract -- 9.1 Introduction -- 9.2 Innovation Communication -- 9.3 Open Innovation Visibility -- 9.4 Strategic Relevance of Innovation Communication -- 9.5 Methodology and Data -- 9.6 Case Studies -- 9.6.1 MANN+HUMMEL Group-Visibility by Using Innovation Communication -- 9.6.2 T-Systems Multimedia Solutions-"Ambidextrous Innovation" as Guiding Principle -- 9.6.3 Outfittery GmbH-Personal Networks Instead of Institutional Ties -- 9.7 Results.
9.7.1 Communication Channels to Enhance Open Innovation Visibility -- 9.7.2 Addressees of Innovation Communication -- 9.7.3 Innovation Communication and Open Innovation Visibility -- 9.8 Discussion -- 9.9 Conclusion -- Bibliography -- 10 Scanalyse-A Case Study of the Role of Social Capital, Strategic Networking, and Word of Mouth Communication in the Diffusion of an Innovation -- Abstract -- 10.1 Introduction -- 10.2 Commercialization, Social Capital, Strategic Networks, and WOM -- 10.3 Methodology -- 10.3.1 Case Selection and Data Collection -- 10.3.2 Coding and Analysis -- 10.4 Analysis of the Case -- 10.4.1 Initial Assessment of the Anticipated (Potential) Innovation Rent -- 10.4.2 Market Insertion of the Innovation and Feedback from Customers and Competitors -- 10.4.3 Assessment of the Residual (Quasi) Rent -- 10.4.4 Review of the Firm's Resource Configuration -- 10.4.5 Assessing the Strategies for Capturing the Value of the Appropriable Rent -- 10.5 Discussion -- 10.5.1 A Model of Entrepreneurial Innovation Value (EIV) -- 10.6 Conclusion -- Bibliography -- 11 Managing Emotions Matters-A Balanced Framework for Communicating Innovations in Companies -- Abstract -- 11.1 Introduction -- 11.2 Creating a Communication Strategy for Innovations -- 11.3 Success Factors of Strategic Communication of Innovations -- 11.4 Transferring Experiences from Change Communication -- 11.4.1 Success Factor 1 -- 11.4.2 Success Factor 2 -- 11.4.3 Success Factor 3 -- 11.5 Innovation Communication in a Changing Media Landscape -- Bibliography -- 12 The Role of Communicators in Innovation Clusters -- Abstract -- 12.1 Introduction -- 12.2 Economic and Sociological Cluster Theories -- 12.3 Communication Studies -- 12.3.1 Journalists -- 12.3.2 Public Relations Consultants -- 12.4 Innovation Communication -- 12.5 Conceptual Approach -- 12.5.1 Theoretical Foundation.
12.5.2 Creation of a Conceptual Framework -- 12.5.2.1 Individual Level -- 12.5.2.2 Organization Level -- 12.5.2.3 Cluster Level -- 12.5.2.4 Context -- 12.6 Conclusions -- Bibliography -- 13 Integrated Communication in the Innovation Process-An Approach to Integrated Innovation Communication -- Abstract -- 13.1 New Challenges for Communicating Innovations -- 13.1.1 From Closed Innovation to Open Innovation -- 13.1.2 Consequences for Innovation Communication -- 13.2 The Concept of Integrated Communication as the Basis for Integrated Communication in the Innovation Process -- 13.3 Integrated Innovation Communication in the Development Process -- 13.4 Integrated Innovation Communication in the Implementation Process -- 13.5 Elements of Strategic Communication as Joining Brackets -- Bibliography -- Integrated Perspectives on Innovation -- 14 Innovation Implementation: Leading from the Middle Out -- Abstract -- 14.1 Introduction -- 14.2 Adaptive Versus Unadaptive Organizations -- 14.3 Innovation from Everywhere -- 14.4 Outside-In and Inside-Out Perspectives -- 14.5 Leading Ambidextrously: The Role of Middle Managers -- 14.6 High-Impact Middle Managers -- 14.7 Conclusion -- References -- 15 Innovation, Leadership, and Communication Intelligence -- Abstract -- 15.1 Introduction -- 15.2 Innovation, Creativity, and Work -- 15.3 Innovation, Leadership Approaches, and Communication -- 15.3.1 Organic, Transformational, and Charismatic Leadership -- 15.3.2 Leadership, Motivating Language, and Framing -- 15.4 Innovation Leadership and Communication Intelligence -- 15.5 INVOLVE-Fair Process Leadership and Communication -- 15.6 Conclusion -- Bibliography -- 16 Redefining Collaborative Innovation in the Digital Economy -- Abstract -- 16.1 Introduction -- 16.2 The Rise of Collaborative Innovation.
16.3 The Impact of the Digital Economy on Collaboration in the Inbound Innovation Phase.
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Intro -- Foreword -- Acknowledgments -- Contents -- Editors and Contributors -- Strategic Perspectives on Innovation -- 1 The Importance of Connecting Open Innovation to Strategy -- Abstract -- 1.1 Introduction -- 1.2 Potential Inroads to Connect -- 1.2.1 The Unrealized/Deliberate/Emergent Strategy Typology -- 1.2.2 The Induced/Autonomous Strategy Process -- 1.2.3 The Open Strategy Framework -- 1.3 Open Innovation as a Strategizing Process with Partners -- 1.3.1 Scientific Advisory Boards -- 1.3.2 Ecosystem Building with Research Organizations -- 1.3.3 Tapping into the Venture Capital Community -- 1.4 Conclusions -- Bibliography -- 2 Setting the Stage for Creativity: Upstream, Mid-stream, and Downstream -- Abstract -- 2.1 Introduction -- 2.1.1 Social Loafing -- 2.1.2 Conformity -- 2.1.3 Production Blocking -- 2.1.4 Performance Matching -- 2.1.5 Set Norms -- 2.1.6 Enforce Rules -- 2.1.7 Keep the Group Small -- 2.1.8 Select a Diverse Team -- 2.1.9 Don't Waste Your Time Trying to Recruit "Creative" People -- 2.1.10 Start with the Right Question -- 2.1.11 Look at the Calendar -- 2.2 Mid-stream Creativity -- 2.3 Conclusion -- Bibliography -- 3 When Business Model Meets Open Innovation -- Abstract -- 3.1 Introduction -- 3.2 What Is Open Innovation -- 3.2.1 Plummeting Transaction Costs -- 3.2.2 Enabling Tool: Modularity and Decontextualization -- 3.2.3 What Motivates Participation? -- 3.3 Conclusions: Beyond the "Not Invented Here" Syndrome -- Bibliography -- 4 Classic Root Causes of Innovation Failures-Things We All Know but Sometimes Forget -- Abstract -- 4.1 Introduction -- 4.2 Neglected Strategy Rule: Anticipating and Reacting Fast to External Changes -- 4.2.1 Root Cause N°1: Management Inward-Looking Attitude -- 4.2.2 Root Cause N°2: Overconfident Leaders, in Love with Their Technology and Concepts.

4.3 Neglected Execution Rule: Mapping and Integrating the Process -- 4.3.1 Root Cause N°1: Leaders Unaware of the Importance of Integrated Roadmapping -- 4.3.2 Root Cause N°2: Poor Functional Interface in the Specification Phase -- 4.4 Other Neglected Rule: Not Recognizing What It Takes in Combination to Succeed -- 4.5 Addressing Issues in Achieving Technology Leadership -- 4.5.1 Being Unclear Regarding the Timing and Impact of Disruptive Technologies -- 4.5.2 Ignoring or Downplaying Customers' Perception of Technology Value -- 4.6 Addressing Issues in Achieving Product Leadership -- 4.6.1 Accepting an Ill-defined Product Concept and/or Value Proposition -- 4.6.2 Investing in the Wrong Product Design, Attribute or Feature -- 4.7 Addressing Issues in Getting Access to the Market -- 4.7.1 Neglecting to Seek Acceptance by All Parties in the Value Chain -- 4.7.2 Seeing Acceptance by Early Adopters as a Market Green Light -- 4.8 Conclusion -- Bibliography -- 5 The Evolution of Strategic Options, Actors, Tools and Tensions in Open Innovation -- Abstract -- 5.1 Towards Open Innovation -- 5.2 Actors in Open Innovation -- 5.3 Tools for Open Innovation -- 5.3.1 Innovation Contests -- 5.3.2 Innovation Markets -- 5.3.3 Innovation Communities -- 5.3.4 Innovations Toolkits -- 5.3.5 Innovation Technologies -- 5.4 Tensions of Open Innovation -- Acknowledgments -- Bibliography -- 6 Cognitive Diversity of Top Management Teams as a Competence-Based Driver of Innovation Capability -- Abstract -- 6.1 Introduction: Strategizing in a World of Variety and Change -- 6.2 Locked Organizations: Limitations to Rationality-Based Decision-Making in Strategic Management -- 6.3 Organizational Flexibility by Competence-Based Management -- 6.4 Design of Cognitive Diversity of TMT-A Key Issue of Strategic Organization? -- 6.5 Conclusions -- Bibliography.

Communicative Perspectives on Innovation -- 7 Pairwise Communication for Innovation at Work -- Abstract -- 7.1 Introduction: The Overlooked Potential of Pairs for Creativity and Innovation -- 7.2 Typology of Creative Pairs -- 7.2.1 The Dreamer and the Doer -- 7.2.2 The Mentor and the Mentee -- 7.2.3 The Hero and the Sidekick -- 7.2.4 The Rivals -- 7.2.5 The Paradox Pair -- 7.2.6 The Leader and the Manager -- 7.3 Guidelines for Communication in Creative Pairs -- 7.4 A Strategy for Transitioning Pairs from Creativity to Innovation -- 7.5 A Personal Strategy for Pairwork -- 7.5.1 The Dreamer and the Doer -- 7.5.2 The Mentor and the Mentee -- 7.5.3 The Hero and the Sidekick -- 7.5.4 The Rivals -- 7.5.5 The Paradox Pair -- 7.5.6 The Leader and the Manager -- 7.6 Conclusion and Outlook for Future Research on Dyadic Communication for Innovation -- Bibliography -- 8 Communication Model Design Innovation-Authentic Open Innovation-Culture -- Abstract -- 8.1 Introduction -- 8.2 Communication Planning -- 8.2.1 Innovation Communication Management: A Theoretical View -- 8.2.2 Communication Planning: A Practical View -- 8.2.2.1 Strategy-Communication Approach -- 8.2.2.2 Communication Plan -- 8.2.2.3 Agile Communication Planning Method -- 8.3 Authentic Open Innovation-Culture -- 8.4 Conclusion -- Bibliography -- 9 Open Innovation: Enhancing Theory and Practice by Integrating the Role of Innovation Communication -- Abstract -- 9.1 Introduction -- 9.2 Innovation Communication -- 9.3 Open Innovation Visibility -- 9.4 Strategic Relevance of Innovation Communication -- 9.5 Methodology and Data -- 9.6 Case Studies -- 9.6.1 MANN+HUMMEL Group-Visibility by Using Innovation Communication -- 9.6.2 T-Systems Multimedia Solutions-"Ambidextrous Innovation" as Guiding Principle -- 9.6.3 Outfittery GmbH-Personal Networks Instead of Institutional Ties -- 9.7 Results.

9.7.1 Communication Channels to Enhance Open Innovation Visibility -- 9.7.2 Addressees of Innovation Communication -- 9.7.3 Innovation Communication and Open Innovation Visibility -- 9.8 Discussion -- 9.9 Conclusion -- Bibliography -- 10 Scanalyse-A Case Study of the Role of Social Capital, Strategic Networking, and Word of Mouth Communication in the Diffusion of an Innovation -- Abstract -- 10.1 Introduction -- 10.2 Commercialization, Social Capital, Strategic Networks, and WOM -- 10.3 Methodology -- 10.3.1 Case Selection and Data Collection -- 10.3.2 Coding and Analysis -- 10.4 Analysis of the Case -- 10.4.1 Initial Assessment of the Anticipated (Potential) Innovation Rent -- 10.4.2 Market Insertion of the Innovation and Feedback from Customers and Competitors -- 10.4.3 Assessment of the Residual (Quasi) Rent -- 10.4.4 Review of the Firm's Resource Configuration -- 10.4.5 Assessing the Strategies for Capturing the Value of the Appropriable Rent -- 10.5 Discussion -- 10.5.1 A Model of Entrepreneurial Innovation Value (EIV) -- 10.6 Conclusion -- Bibliography -- 11 Managing Emotions Matters-A Balanced Framework for Communicating Innovations in Companies -- Abstract -- 11.1 Introduction -- 11.2 Creating a Communication Strategy for Innovations -- 11.3 Success Factors of Strategic Communication of Innovations -- 11.4 Transferring Experiences from Change Communication -- 11.4.1 Success Factor 1 -- 11.4.2 Success Factor 2 -- 11.4.3 Success Factor 3 -- 11.5 Innovation Communication in a Changing Media Landscape -- Bibliography -- 12 The Role of Communicators in Innovation Clusters -- Abstract -- 12.1 Introduction -- 12.2 Economic and Sociological Cluster Theories -- 12.3 Communication Studies -- 12.3.1 Journalists -- 12.3.2 Public Relations Consultants -- 12.4 Innovation Communication -- 12.5 Conceptual Approach -- 12.5.1 Theoretical Foundation.

12.5.2 Creation of a Conceptual Framework -- 12.5.2.1 Individual Level -- 12.5.2.2 Organization Level -- 12.5.2.3 Cluster Level -- 12.5.2.4 Context -- 12.6 Conclusions -- Bibliography -- 13 Integrated Communication in the Innovation Process-An Approach to Integrated Innovation Communication -- Abstract -- 13.1 New Challenges for Communicating Innovations -- 13.1.1 From Closed Innovation to Open Innovation -- 13.1.2 Consequences for Innovation Communication -- 13.2 The Concept of Integrated Communication as the Basis for Integrated Communication in the Innovation Process -- 13.3 Integrated Innovation Communication in the Development Process -- 13.4 Integrated Innovation Communication in the Implementation Process -- 13.5 Elements of Strategic Communication as Joining Brackets -- Bibliography -- Integrated Perspectives on Innovation -- 14 Innovation Implementation: Leading from the Middle Out -- Abstract -- 14.1 Introduction -- 14.2 Adaptive Versus Unadaptive Organizations -- 14.3 Innovation from Everywhere -- 14.4 Outside-In and Inside-Out Perspectives -- 14.5 Leading Ambidextrously: The Role of Middle Managers -- 14.6 High-Impact Middle Managers -- 14.7 Conclusion -- References -- 15 Innovation, Leadership, and Communication Intelligence -- Abstract -- 15.1 Introduction -- 15.2 Innovation, Creativity, and Work -- 15.3 Innovation, Leadership Approaches, and Communication -- 15.3.1 Organic, Transformational, and Charismatic Leadership -- 15.3.2 Leadership, Motivating Language, and Framing -- 15.4 Innovation Leadership and Communication Intelligence -- 15.5 INVOLVE-Fair Process Leadership and Communication -- 15.6 Conclusion -- Bibliography -- 16 Redefining Collaborative Innovation in the Digital Economy -- Abstract -- 16.1 Introduction -- 16.2 The Rise of Collaborative Innovation.

16.3 The Impact of the Digital Economy on Collaboration in the Inbound Innovation Phase.

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