Verfügbarkeit: Democratizing innovation in organizations

Democratizing innovation in organizations: how to unleash the power of collaboration

Gespeichert in:

Bibliographische Detailangaben
1. Verfasser:	Davidson, Philippe (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Berlin ; Boston De Gruyter [2022]
Schlagworte:	Organisationale Ambidextrie Teamwork Kreativität Innovationsmanagement Innerbetriebliche Kooperation Innovation collaboration work-based training organizational ambidexterity group creativity
Online-Zugang:	https://www.degruyter.com/isbn/9783110683783 Inhaltsverzeichnis
Beschreibung:	VII, 201 Seiten Illustrationen 24 cm x 17 cm
ISBN:	9783110683783 3110683784

Internformat

MARC


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Datensatz im Suchindex

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adam_text	CONTENTS INTRODUCTION - 1 PART 1: THE FRAMEWORK CHAPTER 1 DEMOCRATIZED INNOVATION - 9 HOW CAN COMMUNICATIONS ON INNOVATION STRATEGY FOSTER INNOVATION? - 9 HOW CAN REGULAR OPERATIONS AND EXPLORATORY ACTIVITIES BE BALANCED? - 11 HOW DOES COLLABORATION COME INTO PLAY IN DEMOCRATIZED INNOVATION? - 13 HOW CAN DEMOCRATIZED INNOVATION BE EXERCISED IN ORGANIZATIONS? - 19 HOW DOES THE FRAMEWORK RELATE TO OTHER MODELS? - 24 SUMMATION - 28 CHAPTER 2 DECISION-MAKING IN DEMOCRATIZED INNOVATION - 29 HOW CAN DELIBERATIONS STIMULATE CREATIVITY? - 29 HOW DO GROUP DELIBERATIONS COME INTO PLAY IN THE FRAMEWORK? - 33 HOW SHOULD DECISION-MAKING BE CARRIED OUT IN THE FRAMEWORK? - 34 HOW CAN NEGOTIATIONS FOR OPTIMIZING AN INNOVATION S VALUE BE CARRIED OUT? - 34 HOW CAN VALUE BE CREATED WHEN INNOVATING? - 36 HOW CAN COLLABORATIVE CREATIVITY BE SCRIPTED? - 39 HOW CAN NEGOTIATED INNOVATION BE SCRIPTED? - 42 SUMMATION - 46 CHAPTER 3 INTERNALIZING AND EXTERNALIZING THE FRAMEWORK - 48 HOW CAN THE DEMOCRATIZED-INNOVATION FRAMEWORK BE INTERNALIZED? - 49 HOW CAN DEMOCRATIZED INNOVATION INTEGRATE EXTERNAL PARTICIPANTS? - 56 HOW SHOULD INFORMATION SENSITIVITY CLASSIFICATIONS BE USED? - 58 SUMMATION - 61 PART 2: THE DOMAIN KNOWLEDGE CHAPTER 4 VALUE-CREATING EXPLORATION - 67 HOW COULD INNOVATION BE DEFINED CONCISELY? - 67 HOW DO COMMON MISCONCEPTIONS PROVIDE INSIGHTS INTO INNOVATION? - 68 VI - CONTENTS HOW CAN INNOVATION TYPOLOGIES GUIDE OUR UNDERSTANDING OF INNOVATION? - 74 HOW CAN ORGANIZATIONS BENEFIT FROM EXPERTISE IN INNOVATION? - 79 SUMMATION - 81 CHAPTERS VALUE-CREATING KNOWLEDGE - 83 OPPORTUNITY AND PIVOTING: HOW DOES INNOVATION RELATE TO CHANGE? - 84 DESIGN AND ENGINEERING: HOW DO STANDARDS INFLUENCE INNOVATION? - 86 WORKERS AND ORGANIZATION: HOW CAN MORE ORIGINAL IDEAS BE GENERATED? - 89 LAUNCH AND DIFFUSION: HOW CAN A NOVELTY BE SUCCESSFULLY INTRODUCED? - 93 SUMMATION - 97 CHAPTER 6 INNOVATION MODELLING - 98 HOW CAN THE RISKS THAT INNOVATION INVOLVES BE MANAGED? - 98 HOW SHOULD ORGANIZATIONS MANAGE THEIR INNOVATION CAPABILITIES? - 104 HOW CAN THE CREATION OF VALUE BE MANAGED? - 108 HOW CAN VALUE-CREATING CAPABILITIES BE INNOVATED? - 111 HOW CAN AN INNOVATION STRATEGY BE DEFINED? - 112 SUMMATION - 115 PART 3: THE TRAINING CHAPTER 7 TRAINING CHALLENGES AND APPROACH - 123 HOW CAN WORKERS BE TRAINED TO USE DELIBERATIONS TO STIMULATE CREATIVITY? - 123 HOW CAN THE CHALLENGES OF TRAINING ON THE FRAMEWORK BE ADDRESSED? - 125 HOW CAN AN APPROACH FOR TRAINING IN DEMOCRATIZED INNOVATION BE DEFINED? - 132 HOW DOES THE TRAINING CONCEPT CATER TO INDIVIDUAL LEARNING PREFERENCES? - 133 HOW CAN ONE LEARN THROUGH A PROCESS OF SOCIAL INTERACTIONS? - 134 SUMMATION - 136 CONTENTS - - VII CHAPTER 8 WORKSHOP TECHNIQUES - 138 HOW SHOULD THE TRAINING SESSIONS BE POSITIONED? - 139 HOW SHOULD DISCUSSION GROUPS BE CONFIGURED TO MAXIMIZE COLLABORATION? - 140 HOW SHOULD THE WORKSHOPS BE CONFIGURED TO MAXIMIZE COLLABORATION? - 142 HOW SHOULD THE FRAMEWORK SIMULATIONS BE CONDUCTED IN THE WORKSHOPS? - 147 HOW DO MENTORING AND COACHING APPLY TO KNOWLEDGE REDISCOVERY TRAINING? - 148 HOW DOES ONE TEACH PEOPLE TO DELIBERATE CONSTRUCTIVELY? - 148 HOW SHOULD GAMIFICATION BE USED AS A MOTIVATIONAL TECHNIQUE? - 149 HOW SHOULD ONE CONVERT KNOWLEDGE POINTS INTO COMPETENCIES? - 150 HOW SHOULD THE WORKSHOP TOPICS BE MANAGED? - 151 HOW SHOULD WORKSHOP NOTES BE DRAFTED? - 153 HOW SHOULD THE LEARNERS BE EVALUATED? - 153 HOW SHOULD THE LEARNING POINTS BE ILLUSTRATED WITH RUNNING EXAMPLES? - 154 SUMMATION - 158 CHAPTER 9 TRAINING OF THE TRAINERS - 159 HOW DOES THE TRAINING TECHNIQUE AFFECT THE LEARNERS RESISTANCE TO CHANGE? - 159 HOW SHOULD THE TRAINER OVERCOME THE LEARNERS RESISTANCE TO CHANGE? - 161 HOW CAN CRITICAL THINKING OVERCOME THE LEARNERS RESISTANCE TO CHANGE? - 165 HOW CAN DIALECTICS BE EXPLORATIVE AND CREATIVE? - 167 HOW CAN EXPLORATORY DIALECTICS BE USED FOR INSTRUCTION? - 173 SUMMATION - 175 CONCLUSION - 177 REFERENCES - 181 LIST OF FIGURES - 187 LIST OF TABLES - 189 INDEX - 191
adam_txt	CONTENTS INTRODUCTION - 1 PART 1: THE FRAMEWORK CHAPTER 1 DEMOCRATIZED INNOVATION - 9 HOW CAN COMMUNICATIONS ON INNOVATION STRATEGY FOSTER INNOVATION? - 9 HOW CAN REGULAR OPERATIONS AND EXPLORATORY ACTIVITIES BE BALANCED? - 11 HOW DOES COLLABORATION COME INTO PLAY IN DEMOCRATIZED INNOVATION? - 13 HOW CAN DEMOCRATIZED INNOVATION BE EXERCISED IN ORGANIZATIONS? - 19 HOW DOES THE FRAMEWORK RELATE TO OTHER MODELS? - 24 SUMMATION - 28 CHAPTER 2 DECISION-MAKING IN DEMOCRATIZED INNOVATION - 29 HOW CAN DELIBERATIONS STIMULATE CREATIVITY? - 29 HOW DO GROUP DELIBERATIONS COME INTO PLAY IN THE FRAMEWORK? - 33 HOW SHOULD DECISION-MAKING BE CARRIED OUT IN THE FRAMEWORK? - 34 HOW CAN NEGOTIATIONS FOR OPTIMIZING AN INNOVATION ' S VALUE BE CARRIED OUT? - 34 HOW CAN VALUE BE CREATED WHEN INNOVATING? - 36 HOW CAN COLLABORATIVE CREATIVITY BE SCRIPTED? - 39 HOW CAN NEGOTIATED INNOVATION BE SCRIPTED? - 42 SUMMATION - 46 CHAPTER 3 INTERNALIZING AND EXTERNALIZING THE FRAMEWORK - 48 HOW CAN THE DEMOCRATIZED-INNOVATION FRAMEWORK BE INTERNALIZED? - 49 HOW CAN DEMOCRATIZED INNOVATION INTEGRATE EXTERNAL PARTICIPANTS? - 56 HOW SHOULD INFORMATION SENSITIVITY CLASSIFICATIONS BE USED? - 58 SUMMATION - 61 PART 2: THE DOMAIN KNOWLEDGE CHAPTER 4 VALUE-CREATING EXPLORATION - 67 HOW COULD INNOVATION BE DEFINED CONCISELY? - 67 HOW DO COMMON MISCONCEPTIONS PROVIDE INSIGHTS INTO INNOVATION? - 68 VI - CONTENTS HOW CAN INNOVATION TYPOLOGIES GUIDE OUR UNDERSTANDING OF INNOVATION? - 74 HOW CAN ORGANIZATIONS BENEFIT FROM EXPERTISE IN INNOVATION? - 79 SUMMATION - 81 CHAPTERS VALUE-CREATING KNOWLEDGE - 83 OPPORTUNITY AND PIVOTING: HOW DOES INNOVATION RELATE TO CHANGE? - 84 DESIGN AND ENGINEERING: HOW DO STANDARDS INFLUENCE INNOVATION? - 86 WORKERS AND ORGANIZATION: HOW CAN MORE ORIGINAL IDEAS BE GENERATED? - 89 LAUNCH AND DIFFUSION: HOW CAN A NOVELTY BE SUCCESSFULLY INTRODUCED? - 93 SUMMATION - 97 CHAPTER 6 INNOVATION MODELLING - 98 HOW CAN THE RISKS THAT INNOVATION INVOLVES BE MANAGED? - 98 HOW SHOULD ORGANIZATIONS MANAGE THEIR INNOVATION CAPABILITIES? - 104 HOW CAN THE CREATION OF VALUE BE MANAGED? - 108 HOW CAN VALUE-CREATING CAPABILITIES BE INNOVATED? - 111 HOW CAN AN INNOVATION STRATEGY BE DEFINED? - 112 SUMMATION - 115 PART 3: THE TRAINING CHAPTER 7 TRAINING CHALLENGES AND APPROACH - 123 HOW CAN WORKERS BE TRAINED TO USE DELIBERATIONS TO STIMULATE CREATIVITY? - 123 HOW CAN THE CHALLENGES OF TRAINING ON THE FRAMEWORK BE ADDRESSED? - 125 HOW CAN AN APPROACH FOR TRAINING IN DEMOCRATIZED INNOVATION BE DEFINED? - 132 HOW DOES THE TRAINING CONCEPT CATER TO INDIVIDUAL LEARNING PREFERENCES? - 133 HOW CAN ONE LEARN THROUGH A PROCESS OF SOCIAL INTERACTIONS? - 134 SUMMATION - 136 CONTENTS - - VII CHAPTER 8 WORKSHOP TECHNIQUES - 138 HOW SHOULD THE TRAINING SESSIONS BE POSITIONED? - 139 HOW SHOULD DISCUSSION GROUPS BE CONFIGURED TO MAXIMIZE COLLABORATION? - 140 HOW SHOULD THE WORKSHOPS BE CONFIGURED TO MAXIMIZE COLLABORATION? - 142 HOW SHOULD THE FRAMEWORK SIMULATIONS BE CONDUCTED IN THE WORKSHOPS? - 147 HOW DO MENTORING AND COACHING APPLY TO KNOWLEDGE REDISCOVERY TRAINING? - 148 HOW DOES ONE TEACH PEOPLE TO DELIBERATE CONSTRUCTIVELY? - 148 HOW SHOULD GAMIFICATION BE USED AS A MOTIVATIONAL TECHNIQUE? - 149 HOW SHOULD ONE CONVERT KNOWLEDGE POINTS INTO COMPETENCIES? - 150 HOW SHOULD THE WORKSHOP TOPICS BE MANAGED? - 151 HOW SHOULD WORKSHOP NOTES BE DRAFTED? - 153 HOW SHOULD THE LEARNERS BE EVALUATED? - 153 HOW SHOULD THE LEARNING POINTS BE ILLUSTRATED WITH RUNNING EXAMPLES? - 154 SUMMATION - 158 CHAPTER 9 TRAINING OF THE TRAINERS - 159 HOW DOES THE TRAINING TECHNIQUE AFFECT THE LEARNERS ' RESISTANCE TO CHANGE? - 159 HOW SHOULD THE TRAINER OVERCOME THE LEARNERS ' RESISTANCE TO CHANGE? - 161 HOW CAN CRITICAL THINKING OVERCOME THE LEARNERS ' RESISTANCE TO CHANGE? - 165 HOW CAN DIALECTICS BE EXPLORATIVE AND CREATIVE? - 167 HOW CAN EXPLORATORY DIALECTICS BE USED FOR INSTRUCTION? - 173 SUMMATION - 175 CONCLUSION - 177 REFERENCES - 181 LIST OF FIGURES - 187 LIST OF TABLES - 189 INDEX - 191
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spelling	Davidson, Philippe Verfasser aut Democratizing innovation in organizations how to unleash the power of collaboration Philippe Davidson Berlin ; Boston De Gruyter [2022] VII, 201 Seiten Illustrationen 24 cm x 17 cm txt rdacontent n rdamedia nc rdacarrier Organisationale Ambidextrie (DE-588)1023547457 gnd rswk-swf Teamwork (DE-588)4126974-3 gnd rswk-swf Kreativität (DE-588)4032903-3 gnd rswk-swf Innovationsmanagement (DE-588)4161817-8 gnd rswk-swf Innerbetriebliche Kooperation (DE-588)4027061-0 gnd rswk-swf Innovation collaboration work-based training organizational ambidexterity group creativity Innovationsmanagement (DE-588)4161817-8 s Organisationale Ambidextrie (DE-588)1023547457 s Teamwork (DE-588)4126974-3 s Kreativität (DE-588)4032903-3 s Innerbetriebliche Kooperation (DE-588)4027061-0 s DE-604 Walter de Gruyter GmbH & Co. KG (DE-588)10095502-2 pbl Erscheint auch als Online-Ausgabe, PDF 978-3-11-068383-7 Erscheint auch als Online-Ausgabe, EPUB 978-3-11-068403-2 X:MVB https://www.degruyter.com/isbn/9783110683783 DNB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=033192996&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p vlb 20210702 DE-101 https://d-nb.info/provenance/plan#vlb
spellingShingle	Davidson, Philippe Democratizing innovation in organizations how to unleash the power of collaboration Organisationale Ambidextrie (DE-588)1023547457 gnd Teamwork (DE-588)4126974-3 gnd Kreativität (DE-588)4032903-3 gnd Innovationsmanagement (DE-588)4161817-8 gnd Innerbetriebliche Kooperation (DE-588)4027061-0 gnd
subject_GND	(DE-588)1023547457 (DE-588)4126974-3 (DE-588)4032903-3 (DE-588)4161817-8 (DE-588)4027061-0
title	Democratizing innovation in organizations how to unleash the power of collaboration
title_auth	Democratizing innovation in organizations how to unleash the power of collaboration
title_exact_search	Democratizing innovation in organizations how to unleash the power of collaboration
title_exact_search_txtP	Democratizing innovation in organizations how to unleash the power of collaboration
title_full	Democratizing innovation in organizations how to unleash the power of collaboration Philippe Davidson
title_fullStr	Democratizing innovation in organizations how to unleash the power of collaboration Philippe Davidson
title_full_unstemmed	Democratizing innovation in organizations how to unleash the power of collaboration Philippe Davidson
title_short	Democratizing innovation in organizations
title_sort	democratizing innovation in organizations how to unleash the power of collaboration
title_sub	how to unleash the power of collaboration
topic	Organisationale Ambidextrie (DE-588)1023547457 gnd Teamwork (DE-588)4126974-3 gnd Kreativität (DE-588)4032903-3 gnd Innovationsmanagement (DE-588)4161817-8 gnd Innerbetriebliche Kooperation (DE-588)4027061-0 gnd
topic_facet	Organisationale Ambidextrie Teamwork Kreativität Innovationsmanagement Innerbetriebliche Kooperation
url	https://www.degruyter.com/isbn/9783110683783 http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=033192996&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
work_keys_str_mv	AT davidsonphilippe democratizinginnovationinorganizationshowtounleashthepowerofcollaboration AT walterdegruytergmbhcokg democratizinginnovationinorganizationshowtounleashthepowerofcollaboration

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