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Table Of Contents

‘MANY HANDS MAKE LIGHT WORK!’
1.1 Innovation—A Survival Imperative
1.2 The Range of Innovation
1.3 ‘But That’s Not Really Innovation. . .’
1.4 Managing the Innovation Agenda
1.5 Learning, Knowledge Management and Innovation
1.6 The Innovation Paradox
1.7 From Doing to Thinking Organizations
1.8 High-Involvement Innovation
1.9 What’s in a Name?
1.10 What’s Not in the Book?
1.11 Structure of the Book
References
IS IT WORTH IT?
2.1 Do People Really Matter?
2.2 Learning about the Learning Curve
2.3 Performance Improvement through People
2.4 Mobilizing High-Involvement Innovation
2.5 Case Studies
2.6 Summary
WHAT’S THE PROBLEM?
3.1 Cogs in the Machine?
3.2 What Makes an Innovative Culture?
3.3 Organizing for Innovation
3.4 The Question of ‘Culture’
3.5 The Concept of Behavioural Routines
3.6 Building an Innovation Culture
3.7 Learning to Manage Innovation
46 HIGH-INVOLVEMENT INNOVATION
3.9 High-Involvement Innovation
3.10 Summary
A MODEL FOR HIGH-INVOLVEMENT INNOVATION
4.1 Measuring Innovation Culture
4.2 Developing a Model
4.3 Creating the Model
4.4 Developing High-Involvement Practice
4.5 Components of High-Involvement Capability
4.6 Towards a ‘Reference Model’ for High-Involvement Innovation
4.7 Enabling Development of High-Involvement Innovation
4.8 Contingency Issues
4.9 Summary
GETTING THE INNOVATION HABIT
5.1 Unlocking High-Involvement Innovation
5.2 To Boldly Go . .
5.3 Some Examples
5.4 Characterizing Level 1 Innovation Capability
5.5 What’s the Problem?
5.6 . . . and How to Deal with it
5.7 Summary
5.8 An Extended Example—The Case of Friday Motors Ltd
SYSTEMATIC HIGH-INVOLVEMENT INNOVATION CAPABILITY
6.1 Taking High-Involvement Innovation Seriously
6.2 Making High-Involvement Innovation a Part of the Culture
6.3 Characterizing Level 2 Innovation Capability
6.4 What Stops Us Getting There?
6.6 Some Case Examples of Level 2 Capability
6.7 Summary—Reaching the Limits of Level 2
7.5 Two Keys to Level 3—Strategy Deployment and Measurement
7.6 Characterizing Level 3 Innovation Capability
7.7 Some Detailed Examples
7.8 It Is not just Japan
7.9 Making it Happen
7.10 Monitoring and Developing High Involvement
7.11 Inter-Firm Implications
7.12 Summary—The Limits of Level 3
AUTONOMOUS INNOVATION
8.1 The Limits of Continuous Improvement
8.2 Patterns of Innovation
8.3 Handling Different Innovation Types
8.4 R&D for All?
8.5 High Involvement in High-Impact Innovation?
8.6 Some Case Examples
8.7 Characterizing Level 4 Innovation Capability
8.8 Barriers to Moving to Level 4
8.9 Enablers for Developing Level 4 Capability
8.10 Summary
LEARNING ORGANIZATIONS
9.1 Learning Matters
9.2 Into the Stratosphere
9.3 Why Knowledge Matters
9.4 How Learning Happens
9.5 Learning and High-Involvement Innovation
9.6 Enabling Learning in Organizations
9.7 Moving On—Extending the Learning Organization
9.8 Summary
10.2 Some Journeys
10.3 A Generic Organizational Development (OD) Model
10.4 The Role of Framework Approaches
10.5 The High-Involvement Innovation Model
10.8 Summary
FURTHER CHALLENGES
11.1 Introduction
11.2 Challenge 1. Further on up the Road
11.3 Challenge 2. Developing ‘Do Different’ Innovation Routines
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Building and Sustaining Competitive Advantage

Building and Sustaining Competitive Advantage

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Published by Echel Simon-Antero

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Published by: Echel Simon-Antero on Feb 22, 2011
Copyright:Attribution Non-commercial

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06/21/2014

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