The new wave of organizational innovations involves new types of arrangements between individuals and corporations. It is likely to continue to produce new organizational forms, spanning the entire range of combinations of markets and hierarchies and involving complex, sometimes protracted negotiation processes between individuals and corporate identities. Such negotiation processes, we believe, will be an increasingly pervasive aspect of corporate life and an important mechanism for facilitating the new integration of individualism and big business through corporate entrepreneurship.
The new wave of organizational innovations involves new types of arrangements between individuals and corporations. It is likely to continue to produce new organizational forms, spanning the entire range of combinations of markets and hierarchies and involving complex, sometimes protracted negotiation processes between individuals and corporate identities. Such negotiation processes, we believe, will be an increasingly pervasive aspect of corporate life and an important mechanism for facilitating the new integration of individualism and big business through corporate entrepreneurship.
Robert A. Burgelman is the Edmund W. Littlefield Professor of Management and the Executive Director of the Stanford Executive Program. He joined the Stanford Business School as an Assistant Professor in 1981. He obtained a Licentiate degree in Applied Economics from Antwerp University, an MA in Sociology, and a PhD in Management of Organizations from Columbia University. He has published articles in leading academic and professional journals, and his books include Inside Corporate Innovation: Strategy, Structure, and Managerial Skills, Research of Technological Innovation, Management and Policy, Strategy Is Destiny: How Strategy-Making Shapes a Company’s Future, Strategic Dynamics: Concepts and Cases, and Strategic Management of Technology and Innovation.
Inhaltsangabe
Contents Preface Acknowledgments 1 Internal Corporate Venturing 2 Can Exploratory Research Be Planned? 3 Transforming Invention into Innovation 4 Conceiving New Business Opportunities 5 Transforming Projects into Ventures 6 Establishing a One-Product Business 7 From a One-Product to a Multiline Business 8 The New-Venture Division in the Corporate Context 9 An Overview of Internal Corporate Venturing 10 Management Strategies That Improve the Odds 11 The Role of Corporate Entrepreneurship in Established Firms Epilogue: A New Organizational Revolution in the Making? Appendix: Methodology and Research Design Notes Index
Contents Preface Acknowledgments 1 Internal Corporate Venturing 2 Can Exploratory Research Be Planned? 3 Transforming Invention into Innovation 4 Conceiving New Business Opportunities 5 Transforming Projects into Ventures 6 Establishing a One-Product Business 7 From a One-Product to a Multiline Business 8 The New-Venture Division in the Corporate Context 9 An Overview of Internal Corporate Venturing 10 Management Strategies That Improve the Odds 11 The Role of Corporate Entrepreneurship in Established Firms Epilogue: A New Organizational Revolution in the Making? Appendix: Methodology and Research Design Notes Index
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