LEADER 06214nam 22009495 450 001 9910254942303321 005 20250609110059.0 010 $a9781137572646 010 $a1137572647 024 7 $a10.1007/978-1-137-57264-6 035 $a(CKB)3710000000517108 035 $a(EBL)4096869 035 $a(SSID)ssj0001616772 035 $a(PQKBManifestationID)16348128 035 $a(PQKBTitleCode)TC0001616772 035 $a(PQKBWorkID)14921226 035 $a(PQKB)10527430 035 $a(DE-He213)978-1-137-57264-6 035 $a(MiAaPQ)EBC4096869 035 $a(PPN)191699381 035 $a(Perlego)3488971 035 $a(MiAaPQ)EBC4334204 035 $a(EXLCZ)993710000000517108 100 $a20160112d2016 u| 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aMaking Innovation Last: Volume 2 $eSustainable Strategies for Long Term Growth /$fby Hubert GATIGNON, David Gotteland, Christophe Haon 205 $a1st ed. 2016. 210 1$aLondon :$cPalgrave Macmillan UK :$cImprint: Palgrave Macmillan,$d2016. 215 $a1 online resource (477 p.) 300 $aDescription based upon print version of record. 311 08$a9781349565436 311 08$a1349565431 311 08$a9781137572639 311 08$a1137572639 320 $aIncludes bibliographical references and index. 327 $aCover ; Making Innovation Last: Volume 2; Contents; List of Tables; List of Figures; Foreword; Preface; Part III Organizational Processes for Innovations; 7 New Product Teams; 7.1 Staffing new product development teams; 7.1.1 Types of diversity; 7.1.1.1 Functional/background diversity; 7.1.1.2 Tenure diversity; 7.1.2 Expected benefits from diversity; 7.1.2.1 Expertise integration; 7.1.2.2 Extended informational network; 7.1.2.3 Interfunctional coordination; 7.1.3 Side effects of diversity; 7.1.3.1 Hindrance to collaboration; 7.1.3.2 Decision complexity; 7.1.4 Measurement of diversity 327 $a7.1.4.1 Basic measures7.1.4.2 Generalized variance and entropy; 7.2 Managing new product development teams; 7.2.1 Team leadership; 7.2.1.1 Transactional leadership behaviors; 7.2.1.2 Transformational leadership behaviors; 7.2.1.3 Leader power and influence; 7.2.2 Fostering collaborative relations among team members; 7.2.2.1 Interpersonal relationships and communications; 7.2.2.2 Conflict management; 7.2.3 Rewarding team members; 7.2.3.1 How to reward team members; 7.2.3.2 When to reward team members; Notes; References; 8 Getting the Customer Involved 327 $a8.1 Customer involvement in the firm's innovation process8.1.1 What is customer involvement?; 8.1.2 What are the general benefits of customer involvement?; 8.1.2.1 Does customer involvement lead to higher innovation success?; 8.1.2.2 Does customer involvement lead to faster speed to market?; 8.1.2.3 How can the firm fully exploit an involved customer's Insights?; 8.1.3 What are the costs of customer involvement?; 8.2 Customer involvement as a resource; 8.2.1 Customers as information providers about their needs; 8.2.2 Customers as idea providers 327 $a8.2.2.1 What are the antecedents of consumer creativity?8.2.2.2 What are the antecedents of creative consumption?; 8.2.2.2.1 Individual factors; 8.2.2.2.2 Environmental factors; 8.3 Customer involvement as a worker; 8.3.1 What is customer involvement as a worker?; 8.3.2 Mass customization of products and services; 8.3.2.1 What are the benefits of mass customization?; 8.3.2.2 Configuring a self-design system; 8.3.2.2.1 Increasing product utility; 8.3.2.2.2 Decreasing self-design complexity.; 8.3.3 The lead user approach; 8.3.3.1 Who are lead users?; 8.3.3.1.1 Lead users as innovators. 327 $a8.3.3.1.2 From lead users to leading-edge status.8.3.3.1.3 Lead users and related constructs.; 8.3.3.2 What are the benefits of involving lead users in the innovation process?; 8.3.3.2.1 Does involving lead users increase product commercial attractiveness?; 8.3.3.2.2 Does involving lead users increase product innovativeness?; 8.3.3.3 The practical implementation of the lead user method; 8.3.3.3.1 Identification of lead users; 8.3.3.3.2 Metrics for leading-edge status.; Notes; References; 9 Fostering Creativity in the Organization; 9.1 Drivers of creativity in the organization 327 $a9.1.1 Defining and measuring organizational creativity 330 $aMaking Innovation Last considers the long term success of a firm. Authored by a trio of top international scholars who present pioneering new work on what it takes to create long term growth, the book examines the internal conditions that are likely to encourage sustainable innovation, as well as what a culture of innovation should look like. 606 $aTechnological innovations 606 $aStrategic planning 606 $aLeadership 606 $aIndustrial organization 606 $aEntrepreneurship 606 $aNew business enterprises 606 $aManagement 606 $aExperimental economics 606 $aInnovation and Technology Management 606 $aBusiness Strategy and Leadership 606 $aOrganization 606 $aEntrepreneurship 606 $aManagement 606 $aExperimental Economics 615 0$aTechnological innovations. 615 0$aStrategic planning. 615 0$aLeadership. 615 0$aIndustrial organization. 615 0$aEntrepreneurship. 615 0$aNew business enterprises. 615 0$aManagement. 615 0$aExperimental economics. 615 14$aInnovation and Technology Management. 615 24$aBusiness Strategy and Leadership. 615 24$aOrganization. 615 24$aEntrepreneurship. 615 24$aManagement. 615 24$aExperimental Economics. 676 $a658.514 700 $aGATIGNON$b Hubert$4aut$4http://id.loc.gov/vocabulary/relators/aut$0624304 702 $aGotteland$b David$4aut$4http://id.loc.gov/vocabulary/relators/aut 702 $aHaon$b Christophe$4aut$4http://id.loc.gov/vocabulary/relators/aut 906 $aBOOK 912 $a9910254942303321 996 $aMaking Innovation Last: Volume 2$92184074 997 $aUNINA