Innovative to the Core: Stories from China and the World
Based on extensive interviews with industry leaders, Innovative to the Core: Stories from China and the Worlddescribes the components of innovative cultures, including both national culture and organizational culture and how they compare to the China model
Saved in:
| Main Author: | |
|---|---|
| Format: | Electronic eBook |
| Language: | English |
| Published: |
Bingley
Emerald Publishing Limited
2022
|
| Edition: | 1st ed |
| Subjects: | |
| Online Access: | DE-2070s |
| Summary: | Based on extensive interviews with industry leaders, Innovative to the Core: Stories from China and the Worlddescribes the components of innovative cultures, including both national culture and organizational culture and how they compare to the China model |
| Item Description: | Description based on publisher supplied metadata and other sources |
| Physical Description: | 1 Online-Ressource (265 Seiten) |
| ISBN: | 9781804550830 |
Staff View
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| 505 | 8 | |a Intro -- Half Title Page -- Title Page -- Copyright Page -- Dedication Page -- Contents -- List of Figures and Tables -- About the Authors -- Acknowledgments -- 1: Introduction -- Why we Wrote this Book -- Who is in this Book? -- Structure of the Book -- Notes -- Section I: Innovation at the Country Level -- Structure of the Chapters in Section I -- Notes -- 2: Innovation Around the World -- Introduction -- History and Environment -- Culture and Religion -- Cultural Aspects -- National Security and Stability -- Localized Clusters of Innovation -- Conclusion -- Learning Points -- History and Environment -- Culture and Religion -- Education and Continuous Learning -- National Security and Stability -- Localized Clusters of Innovation -- Notes -- 3: Innovation in China -- Introduction -- History of Innovation in China -- Innovation in Today's China -- Disruptively Innovative Chinese Companies -- Challenges Facing Innovation in China -- Education and Continuous Learning -- Openness Domestic and to the World -- Conclusion -- Learning Points -- History of Innovation in China -- Innovation in Today's China -- Disruptively Innovative Chinese Companies -- Challenges Facing Innovation in China -- Education and Openness -- Notes -- 4: The Impact of the Government on Innovation in China and the World -- Introduction -- Large Countries -- USA: A Partner, Not A Parent -- China: Centrally Planned Innovation -- Small and Medium-Sized Countries -- Israel: The Promised Land of Innovation -- Sweden: Symbiotic Ties for Design and Quality -- Denmark: Safety Nets Promote Risk Taking -- South Korea: Betting on One Horse at a Time -- Switzerland: Unity Through Diversity -- Young Countries -- Singapore: Strong Government and Business Freedom -- UAE: If You Build It, They Will Come -- Conclusion -- Learning Points -- Large Countries -- Small and Medium-sized Countries | |
| 505 | 8 | |a Young Countries -- Notes -- Section II: Organizations that are Innovative to the Core -- Innovative to the Core Model -- Notes -- 5: Culture Matters -- Introduction -- Create an Organizational Culture that Values Innovation -- Promote Psychological Safety -- Foster Openess -- Hire for Diversity -- Conclusion -- Action Points -- Create an Organizational Culture that Values Innovation -- Promote Psychological Safety -- Foster Openness -- Hire for Diversity -- Notes -- 6: Agile Organizational Norms and Systems -- Introduction -- Break Organizational Silos -- Be Responsive and Make Rapid Decisions -- Use Your Competition as an Innovation Impetus -- Connect Innovation to Key Performance Indicators and Rewards -- Make Innovation a Core Organizational Value -- Quickly Approve and Monitor Innovation Projects -- Learn from Failure and Create Trust -- MAKE YOUR PROCESSES MORE AGILE -- Form Partnerships for Innovation -- Conclusion -- Action Points -- To Create an Agile Organization -- Break Organizational Silos -- Be Responsive and Make Rapid Decisions -- Use Your Competitors as an Innovation Impetus -- Connect Innovation to Rewards and KPIs -- Make Innovation a Core Organizational Value -- Quickly Approving and Monitoring Innovation Project -- Learn from Failure and Create Trust -- Make Processes More Agile -- Form Partnerships for Innovation -- 7: Attracting and Cultivating Innovative Talent -- Introduction -- Identify Talent that Fits with the Culture of Innovation -- Create Inviting Environments to Attract Desirable Recruits -- Motivate them so they Stay -- Conclusion -- Action Points -- Identify Talent That Fits with the Culture of Innovation -- Create Inviting Environments to Attract Desirable Recruits -- Motivate Them So They Stay -- Notes -- 8: Leading for Innovation: Being a Servant and an Entrepreneur -- Introduction -- Be an Entrepreneur | |
| 505 | 8 | |a Start Innovation at the Top -- Be Flexible in the Face of Change and Failure -- Use Customers to Drive Innovation -- Be an Organizational Servant -- Let Go of Hierarchy and Authority -- Empower Your Team -- Conclusion -- Action Points Leading for Innovation -- Be an Entrepreneur -- Start Innovation at the Top -- Be Flexible in the Face of Change and Failure -- Use Customers to Drive Innovation -- Be a Servant -- Let Go of Hierarchy and Authority -- Empower Your Team -- Notes -- 9: Transformation to Becoming Innovative to the Core -- Introduction -- The Innovation to the Core Transformation Process -- Who: The Tranformation Leader -- The CEO as a Role Model -- The CEO as Organizational Architect -- The CEO as a Transformation Owner -- Why: Initiate the Need for Innovation -- What: Drive the Transformation -- How: Implement the Transformation -- Leverage the TAB -- Conclusion -- Action Points -- Who: The Tranformation Leader -- The CEO as the Transformation Role Model -- The CEO as an Organizational Architect -- The CEO as the Transformation Owner -- Why: Initiate the Need for Innovation -- What: Drive the Transformation -- How: Implement the Transformation -- 10: Conclusion -- Index | |
| 520 | |a Based on extensive interviews with industry leaders, Innovative to the Core: Stories from China and the Worlddescribes the components of innovative cultures, including both national culture and organizational culture and how they compare to the China model | ||
| 650 | 4 | |a Business enterprises-Technological innovations | |
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| 650 | 4 | |a Business enterprises | |
| 700 | 1 | |a David, Emily M. |e Sonstige |4 oth | |
| 700 | 1 | |a Chen, Shaohui (Sophie) |e Sonstige |4 oth | |
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| contents | Intro -- Half Title Page -- Title Page -- Copyright Page -- Dedication Page -- Contents -- List of Figures and Tables -- About the Authors -- Acknowledgments -- 1: Introduction -- Why we Wrote this Book -- Who is in this Book? -- Structure of the Book -- Notes -- Section I: Innovation at the Country Level -- Structure of the Chapters in Section I -- Notes -- 2: Innovation Around the World -- Introduction -- History and Environment -- Culture and Religion -- Cultural Aspects -- National Security and Stability -- Localized Clusters of Innovation -- Conclusion -- Learning Points -- History and Environment -- Culture and Religion -- Education and Continuous Learning -- National Security and Stability -- Localized Clusters of Innovation -- Notes -- 3: Innovation in China -- Introduction -- History of Innovation in China -- Innovation in Today's China -- Disruptively Innovative Chinese Companies -- Challenges Facing Innovation in China -- Education and Continuous Learning -- Openness Domestic and to the World -- Conclusion -- Learning Points -- History of Innovation in China -- Innovation in Today's China -- Disruptively Innovative Chinese Companies -- Challenges Facing Innovation in China -- Education and Openness -- Notes -- 4: The Impact of the Government on Innovation in China and the World -- Introduction -- Large Countries -- USA: A Partner, Not A Parent -- China: Centrally Planned Innovation -- Small and Medium-Sized Countries -- Israel: The Promised Land of Innovation -- Sweden: Symbiotic Ties for Design and Quality -- Denmark: Safety Nets Promote Risk Taking -- South Korea: Betting on One Horse at a Time -- Switzerland: Unity Through Diversity -- Young Countries -- Singapore: Strong Government and Business Freedom -- UAE: If You Build It, They Will Come -- Conclusion -- Learning Points -- Large Countries -- Small and Medium-sized Countries Young Countries -- Notes -- Section II: Organizations that are Innovative to the Core -- Innovative to the Core Model -- Notes -- 5: Culture Matters -- Introduction -- Create an Organizational Culture that Values Innovation -- Promote Psychological Safety -- Foster Openess -- Hire for Diversity -- Conclusion -- Action Points -- Create an Organizational Culture that Values Innovation -- Promote Psychological Safety -- Foster Openness -- Hire for Diversity -- Notes -- 6: Agile Organizational Norms and Systems -- Introduction -- Break Organizational Silos -- Be Responsive and Make Rapid Decisions -- Use Your Competition as an Innovation Impetus -- Connect Innovation to Key Performance Indicators and Rewards -- Make Innovation a Core Organizational Value -- Quickly Approve and Monitor Innovation Projects -- Learn from Failure and Create Trust -- MAKE YOUR PROCESSES MORE AGILE -- Form Partnerships for Innovation -- Conclusion -- Action Points -- To Create an Agile Organization -- Break Organizational Silos -- Be Responsive and Make Rapid Decisions -- Use Your Competitors as an Innovation Impetus -- Connect Innovation to Rewards and KPIs -- Make Innovation a Core Organizational Value -- Quickly Approving and Monitoring Innovation Project -- Learn from Failure and Create Trust -- Make Processes More Agile -- Form Partnerships for Innovation -- 7: Attracting and Cultivating Innovative Talent -- Introduction -- Identify Talent that Fits with the Culture of Innovation -- Create Inviting Environments to Attract Desirable Recruits -- Motivate them so they Stay -- Conclusion -- Action Points -- Identify Talent That Fits with the Culture of Innovation -- Create Inviting Environments to Attract Desirable Recruits -- Motivate Them So They Stay -- Notes -- 8: Leading for Innovation: Being a Servant and an Entrepreneur -- Introduction -- Be an Entrepreneur Start Innovation at the Top -- Be Flexible in the Face of Change and Failure -- Use Customers to Drive Innovation -- Be an Organizational Servant -- Let Go of Hierarchy and Authority -- Empower Your Team -- Conclusion -- Action Points Leading for Innovation -- Be an Entrepreneur -- Start Innovation at the Top -- Be Flexible in the Face of Change and Failure -- Use Customers to Drive Innovation -- Be a Servant -- Let Go of Hierarchy and Authority -- Empower Your Team -- Notes -- 9: Transformation to Becoming Innovative to the Core -- Introduction -- The Innovation to the Core Transformation Process -- Who: The Tranformation Leader -- The CEO as a Role Model -- The CEO as Organizational Architect -- The CEO as a Transformation Owner -- Why: Initiate the Need for Innovation -- What: Drive the Transformation -- How: Implement the Transformation -- Leverage the TAB -- Conclusion -- Action Points -- Who: The Tranformation Leader -- The CEO as the Transformation Role Model -- The CEO as an Organizational Architect -- The CEO as the Transformation Owner -- Why: Initiate the Need for Innovation -- What: Drive the Transformation -- How: Implement the Transformation -- 10: Conclusion -- Index |
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| dewey-full | 658.1 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.1 |
| dewey-search | 658.1 |
| dewey-sort | 3658.1 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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| id | DE-604.BV049874425 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-06T15:18:34Z |
| institution | BVB |
| isbn | 9781804550830 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035213883 |
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| physical | 1 Online-Ressource (265 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | Emerald Publishing Limited |
| record_format | marc |
| spelling | Fernandez, Juan Antonio Verfasser aut Innovative to the Core Stories from China and the World 1st ed Bingley Emerald Publishing Limited 2022 ©2023 1 Online-Ressource (265 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Half Title Page -- Title Page -- Copyright Page -- Dedication Page -- Contents -- List of Figures and Tables -- About the Authors -- Acknowledgments -- 1: Introduction -- Why we Wrote this Book -- Who is in this Book? -- Structure of the Book -- Notes -- Section I: Innovation at the Country Level -- Structure of the Chapters in Section I -- Notes -- 2: Innovation Around the World -- Introduction -- History and Environment -- Culture and Religion -- Cultural Aspects -- National Security and Stability -- Localized Clusters of Innovation -- Conclusion -- Learning Points -- History and Environment -- Culture and Religion -- Education and Continuous Learning -- National Security and Stability -- Localized Clusters of Innovation -- Notes -- 3: Innovation in China -- Introduction -- History of Innovation in China -- Innovation in Today's China -- Disruptively Innovative Chinese Companies -- Challenges Facing Innovation in China -- Education and Continuous Learning -- Openness Domestic and to the World -- Conclusion -- Learning Points -- History of Innovation in China -- Innovation in Today's China -- Disruptively Innovative Chinese Companies -- Challenges Facing Innovation in China -- Education and Openness -- Notes -- 4: The Impact of the Government on Innovation in China and the World -- Introduction -- Large Countries -- USA: A Partner, Not A Parent -- China: Centrally Planned Innovation -- Small and Medium-Sized Countries -- Israel: The Promised Land of Innovation -- Sweden: Symbiotic Ties for Design and Quality -- Denmark: Safety Nets Promote Risk Taking -- South Korea: Betting on One Horse at a Time -- Switzerland: Unity Through Diversity -- Young Countries -- Singapore: Strong Government and Business Freedom -- UAE: If You Build It, They Will Come -- Conclusion -- Learning Points -- Large Countries -- Small and Medium-sized Countries Young Countries -- Notes -- Section II: Organizations that are Innovative to the Core -- Innovative to the Core Model -- Notes -- 5: Culture Matters -- Introduction -- Create an Organizational Culture that Values Innovation -- Promote Psychological Safety -- Foster Openess -- Hire for Diversity -- Conclusion -- Action Points -- Create an Organizational Culture that Values Innovation -- Promote Psychological Safety -- Foster Openness -- Hire for Diversity -- Notes -- 6: Agile Organizational Norms and Systems -- Introduction -- Break Organizational Silos -- Be Responsive and Make Rapid Decisions -- Use Your Competition as an Innovation Impetus -- Connect Innovation to Key Performance Indicators and Rewards -- Make Innovation a Core Organizational Value -- Quickly Approve and Monitor Innovation Projects -- Learn from Failure and Create Trust -- MAKE YOUR PROCESSES MORE AGILE -- Form Partnerships for Innovation -- Conclusion -- Action Points -- To Create an Agile Organization -- Break Organizational Silos -- Be Responsive and Make Rapid Decisions -- Use Your Competitors as an Innovation Impetus -- Connect Innovation to Rewards and KPIs -- Make Innovation a Core Organizational Value -- Quickly Approving and Monitoring Innovation Project -- Learn from Failure and Create Trust -- Make Processes More Agile -- Form Partnerships for Innovation -- 7: Attracting and Cultivating Innovative Talent -- Introduction -- Identify Talent that Fits with the Culture of Innovation -- Create Inviting Environments to Attract Desirable Recruits -- Motivate them so they Stay -- Conclusion -- Action Points -- Identify Talent That Fits with the Culture of Innovation -- Create Inviting Environments to Attract Desirable Recruits -- Motivate Them So They Stay -- Notes -- 8: Leading for Innovation: Being a Servant and an Entrepreneur -- Introduction -- Be an Entrepreneur Start Innovation at the Top -- Be Flexible in the Face of Change and Failure -- Use Customers to Drive Innovation -- Be an Organizational Servant -- Let Go of Hierarchy and Authority -- Empower Your Team -- Conclusion -- Action Points Leading for Innovation -- Be an Entrepreneur -- Start Innovation at the Top -- Be Flexible in the Face of Change and Failure -- Use Customers to Drive Innovation -- Be a Servant -- Let Go of Hierarchy and Authority -- Empower Your Team -- Notes -- 9: Transformation to Becoming Innovative to the Core -- Introduction -- The Innovation to the Core Transformation Process -- Who: The Tranformation Leader -- The CEO as a Role Model -- The CEO as Organizational Architect -- The CEO as a Transformation Owner -- Why: Initiate the Need for Innovation -- What: Drive the Transformation -- How: Implement the Transformation -- Leverage the TAB -- Conclusion -- Action Points -- Who: The Tranformation Leader -- The CEO as the Transformation Role Model -- The CEO as an Organizational Architect -- The CEO as the Transformation Owner -- Why: Initiate the Need for Innovation -- What: Drive the Transformation -- How: Implement the Transformation -- 10: Conclusion -- Index Based on extensive interviews with industry leaders, Innovative to the Core: Stories from China and the Worlddescribes the components of innovative cultures, including both national culture and organizational culture and how they compare to the China model Business enterprises-Technological innovations Business enterprises-Technological innovations-China Business enterprises David, Emily M. Sonstige oth Chen, Shaohui (Sophie) Sonstige oth Erscheint auch als Druck-Ausgabe Fernandez, Juan Antonio Innovative to the Core Bingley : Emerald Publishing Limited,c2022 9781804550847 |
| spellingShingle | Fernandez, Juan Antonio Innovative to the Core Stories from China and the World Intro -- Half Title Page -- Title Page -- Copyright Page -- Dedication Page -- Contents -- List of Figures and Tables -- About the Authors -- Acknowledgments -- 1: Introduction -- Why we Wrote this Book -- Who is in this Book? -- Structure of the Book -- Notes -- Section I: Innovation at the Country Level -- Structure of the Chapters in Section I -- Notes -- 2: Innovation Around the World -- Introduction -- History and Environment -- Culture and Religion -- Cultural Aspects -- National Security and Stability -- Localized Clusters of Innovation -- Conclusion -- Learning Points -- History and Environment -- Culture and Religion -- Education and Continuous Learning -- National Security and Stability -- Localized Clusters of Innovation -- Notes -- 3: Innovation in China -- Introduction -- History of Innovation in China -- Innovation in Today's China -- Disruptively Innovative Chinese Companies -- Challenges Facing Innovation in China -- Education and Continuous Learning -- Openness Domestic and to the World -- Conclusion -- Learning Points -- History of Innovation in China -- Innovation in Today's China -- Disruptively Innovative Chinese Companies -- Challenges Facing Innovation in China -- Education and Openness -- Notes -- 4: The Impact of the Government on Innovation in China and the World -- Introduction -- Large Countries -- USA: A Partner, Not A Parent -- China: Centrally Planned Innovation -- Small and Medium-Sized Countries -- Israel: The Promised Land of Innovation -- Sweden: Symbiotic Ties for Design and Quality -- Denmark: Safety Nets Promote Risk Taking -- South Korea: Betting on One Horse at a Time -- Switzerland: Unity Through Diversity -- Young Countries -- Singapore: Strong Government and Business Freedom -- UAE: If You Build It, They Will Come -- Conclusion -- Learning Points -- Large Countries -- Small and Medium-sized Countries Young Countries -- Notes -- Section II: Organizations that are Innovative to the Core -- Innovative to the Core Model -- Notes -- 5: Culture Matters -- Introduction -- Create an Organizational Culture that Values Innovation -- Promote Psychological Safety -- Foster Openess -- Hire for Diversity -- Conclusion -- Action Points -- Create an Organizational Culture that Values Innovation -- Promote Psychological Safety -- Foster Openness -- Hire for Diversity -- Notes -- 6: Agile Organizational Norms and Systems -- Introduction -- Break Organizational Silos -- Be Responsive and Make Rapid Decisions -- Use Your Competition as an Innovation Impetus -- Connect Innovation to Key Performance Indicators and Rewards -- Make Innovation a Core Organizational Value -- Quickly Approve and Monitor Innovation Projects -- Learn from Failure and Create Trust -- MAKE YOUR PROCESSES MORE AGILE -- Form Partnerships for Innovation -- Conclusion -- Action Points -- To Create an Agile Organization -- Break Organizational Silos -- Be Responsive and Make Rapid Decisions -- Use Your Competitors as an Innovation Impetus -- Connect Innovation to Rewards and KPIs -- Make Innovation a Core Organizational Value -- Quickly Approving and Monitoring Innovation Project -- Learn from Failure and Create Trust -- Make Processes More Agile -- Form Partnerships for Innovation -- 7: Attracting and Cultivating Innovative Talent -- Introduction -- Identify Talent that Fits with the Culture of Innovation -- Create Inviting Environments to Attract Desirable Recruits -- Motivate them so they Stay -- Conclusion -- Action Points -- Identify Talent That Fits with the Culture of Innovation -- Create Inviting Environments to Attract Desirable Recruits -- Motivate Them So They Stay -- Notes -- 8: Leading for Innovation: Being a Servant and an Entrepreneur -- Introduction -- Be an Entrepreneur Start Innovation at the Top -- Be Flexible in the Face of Change and Failure -- Use Customers to Drive Innovation -- Be an Organizational Servant -- Let Go of Hierarchy and Authority -- Empower Your Team -- Conclusion -- Action Points Leading for Innovation -- Be an Entrepreneur -- Start Innovation at the Top -- Be Flexible in the Face of Change and Failure -- Use Customers to Drive Innovation -- Be a Servant -- Let Go of Hierarchy and Authority -- Empower Your Team -- Notes -- 9: Transformation to Becoming Innovative to the Core -- Introduction -- The Innovation to the Core Transformation Process -- Who: The Tranformation Leader -- The CEO as a Role Model -- The CEO as Organizational Architect -- The CEO as a Transformation Owner -- Why: Initiate the Need for Innovation -- What: Drive the Transformation -- How: Implement the Transformation -- Leverage the TAB -- Conclusion -- Action Points -- Who: The Tranformation Leader -- The CEO as the Transformation Role Model -- The CEO as an Organizational Architect -- The CEO as the Transformation Owner -- Why: Initiate the Need for Innovation -- What: Drive the Transformation -- How: Implement the Transformation -- 10: Conclusion -- Index Business enterprises-Technological innovations Business enterprises-Technological innovations-China Business enterprises |
| title | Innovative to the Core Stories from China and the World |
| title_auth | Innovative to the Core Stories from China and the World |
| title_exact_search | Innovative to the Core Stories from China and the World |
| title_full | Innovative to the Core Stories from China and the World |
| title_fullStr | Innovative to the Core Stories from China and the World |
| title_full_unstemmed | Innovative to the Core Stories from China and the World |
| title_short | Innovative to the Core |
| title_sort | innovative to the core stories from china and the world |
| title_sub | Stories from China and the World |
| topic | Business enterprises-Technological innovations Business enterprises-Technological innovations-China Business enterprises |
| topic_facet | Business enterprises-Technological innovations Business enterprises-Technological innovations-China Business enterprises |
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