Intrapreneurship Management: Concepts, Methods, and Software for Managing Technological Innovation in Organizations
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Newark
John Wiley & Sons, Incorporated
2024
|
| Ausgabe: | 1st ed |
| Schriftenreihe: | IEEE Press Series on Technology Management, Innovation, and Leadership Series
|
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (227 Seiten) |
| ISBN: | 9781119837732 |
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| 505 | 8 | |a Cover -- Series Page -- Title Page -- Copyright Page -- Dedication Page -- Contents -- About the Authors -- Preface -- Acknowledgments -- Chapter 1 Introduction and Overview -- 1.1 Innovation: A Simple Yet Comprehensive Definition -- 1.2 Special Importance of Intrapreneurship Management -- 1.3 Focus, Approaches, Emphases, Theme, and Major Contributions of the Book -- 1.4 Overview of Book Organization -- Summary -- Glossary -- Discussions -- References -- Chapter 2 The Internal Innovation or Intrapreneurship Process -- 2.1 The Internal Innovation Process as an Interactive System -- 2.2 Major Innovation Participants of Intrapreneurship -- 2.3 A Common Investment Perspective of All Innovation Participants -- 2.4 Specific Applications of the Investment Perspective -- 2.5 Alignment of Individual Investment Perspectives for Innovation Implementation -- 2.6 Generic Challenges to Intrapreneurship Caused by a Lack of Alignment of Investment Perspectives -- 2.6.1 Risk-Averse Management Values and Organizational Culture -- 2.6.2 Resource Competition for the Internal Supporter -- 2.6.3 Rigidity of Organizational Structure and Operating Procedures -- 2.7 Major Changes in the Business and Natural Environment and Special Challenges to Intrapreneurship in the 21st Century -- 2.7.1 Socioeconomic Developments -- 2.7.2 Technology Advances -- 2.7.3 Natural Environment Changes -- 2.8 Key Elements of Intrapreneurship Management -- Summary -- Glossary -- Discussions -- References -- Chapter 3 Understanding Human Needs and Wants as Driving Forces of Intrapreneurship -- 3.1 Overview of Human Needs and Wants -- 3.2 General Observations of Human Needs and Wants -- 3.3 Major Factors Influencing the Intensity of Needs and Wants -- 3.4 Special Applications to Intrapreneurship | |
| 505 | 8 | |a 3.5 Graphical Representations of Human Needs and Wants: The Maslow Hierarchical Model and a New Perspective -- 3.5.1 Graphical Representation of a New Perspective on Individual Human Needs and Wants -- 3.5.2 Application of the New Perspective to Principal Participants of Intrapreneurship -- 3.5.3 Extensions of the New Perspective to Organizational and Societal Needs and Wants -- 3.6 Application to Intrapreneurship Management: An Integrated Value Framework for Both the Individual and the Organization -- Summary -- Glossary -- Discussions -- References -- Chapter 4 A Unified Approach to Innovation Marketing with Applications to Organization Readiness in Intrapreneurship Management -- 4.1 A Broad Definition and a Supply and Demand Perspective of Innovation Marketing -- 4.2 A Unified Approach to Innovation Marketing -- 4.2.1 A Unified Set of Stages for Innovation Marketing with Special Applications to Intrapreneurship Management -- 4.2.2 Major Challenges and Solutions for Innovation Marketing -- 4.3 Application of the Unified Approach to Innovation Marketing in Intrapreneurship: Organization Readiness Assessment -- 4.3.1 Innovative Culture -- 4.3.2 Internal Support -- 4.3.3 Innovation Team -- 4.3.3.1 The Agile and Scrum Approach to Team Building -- 4.3.3.2 A Novel Approach for Applying the Enneagram to InnovationTeam Building (Based on contribution by M. Schlegel) -- Summary -- Glossary -- Discussions -- References -- Chapter 5 Applying the Unified Approach of Innovation Marketing to External Adopter for Market Readiness Assessment -- 5.1 Interaction Between Market Readiness and Technology Readiness -- 5.1.1 Marketing Test Bed (MTB): A Tool to Establish Market Entry and Track the Subsequent Interactions Between Market Readiness and Technology Readiness of an Innovative Product -- 5.2 Major Considerations of Marketing to External Adopter | |
| 505 | 8 | |a 5.2.1 Evolving Marketing Targets -- 5.2.2 Advancing Marketing Tools -- 5.2.3 Major Changes in Innovation Marketing -- 5.2.4 Special Importance for Marketing Ethics to Individual Adopters -- 5.3 Market Readiness -- 5.3.1 Key Elements of Market Readiness -- 5.4 Development of Market Readiness Indicators -- Summary -- Glossary -- Discussions -- References -- Chapter 6 Innovative Product Development: CreativeProblem-Solving and Technology Readiness Assessment -- 6.1 Introduction -- 6.2 Main Barriers to Continued Development of Creativity -- 6.2.1 Social Control -- 6.2.2 Risk Aversion -- 6.2.3 Cognitive Rigidity -- 6.2.4 Skill Deficiency -- 6.3 Creative Problem-Solving as a Trainable Skill -- 6.3.1 Neuroplasticity and the Brain -- 6.3.2 Skill Development Through Deliberate Practice -- 6.4 General Approaches and Tools for Creative Problem-Solving -- 6.4.1 Minimize Social Control Through Innovative and Nurturing Culture -- 6.4.2 Eliminate Risk Aversion Through Supportive and Stimulating Processes -- 6.4.3 Reduce Cognitive Rigidity Through Diversified Perspectives -- 6.4.4 Build Creative Problem-Solving Skills -- 6.4.5 Traditional Approach to Problem-Solving -- 6.5 Team-Based Creative Problem-Solving Approach by the Enneagram (Based on contributions by Matt Schlegel) -- 6.5.1 Steps of the Enneagram Problem-Solving Approach -- 6.5.2 Personality and Problem-Solving -- 6.5.3 Team Diagnostics and Special Strength for Problem-Solving -- 6.6 Systematic Approach for Creative Problem-Solving as Represented by TRIZ (Based on contributions by D. Daniel Sheu) -- 6.6.1 A Predictable Pattern of Technology Advancement -- 6.6.2 Contradiction -- 6.6.3 Functionality-Value Hierarchy -- 6.6.4 Ideality -- 6.6.5 Resources -- 6.6.6 Alternative Space-Time-Domain-Interface Perspectives -- 6.6.7 System Transfer -- 6.7 Exploring Nescience for Creative Problem-Solving | |
| 505 | 8 | |a 6.7.1 Nescience as a Catalyst for Creative Thinking -- 6.7.2 Nescience and Exploratory Problem-Solving -- 6.7.3 Nescience and Problem Formulation -- 6.7.4 Challenges and Ethical Considerations -- 6.7.5 Case Examples of Applying Nescience to Problem-Solving -- 6.8 Artificial Intelligence and Creative Problem-Solving -- 6.8.1 Special Advantages and Capabilities of AI -- 6.8.2 Applications of AI to Creative Problem-Solving -- 6.9 Innovative Product Development and Technology Readiness Assessment -- 6.9.1 Key Elements of Technology Readiness -- 6.9.1.1 Creative Problem Solution Readiness -- 6.9.1.2 Intellectual Property Rights Readiness -- 6.9.1.3 Integration Readiness -- 6.9.1.4 Production Readiness -- Summary -- Glossary -- Discussions -- References -- Chapter 7 Intrapreneurship Readiness Assessment: Methodology -- 7.1 General Methodological Approach for Readiness Assessment -- 7.2 Organization Readiness -- 7.2.1 Innovative Culture Readiness -- 7.2.2 Internal Support Readiness -- 7.2.3 Innovation Team Readiness -- 7.3 Market Readiness -- 7.3.1 Demand Readiness -- 7.3.2 Competitive Supply Readiness -- 7.3.3 Customer Readiness -- 7.3.4 Product Readiness -- 7.4 Technology Readiness -- 7.4.1 Creative Problem Solution Readiness -- 7.4.2 Intellectual Property Rights (IPR) Readiness -- 7.4.3 Integration Readiness -- 7.4.4 Production Readiness -- 7.5 Special Application of the Readiness Assessment Process -- Summary -- Glossary -- Discussions -- References -- Chapter 8 Intrapreneurship Readiness Assessment: Software Outline -- 8.1 Overall Structure and Key Functions -- 8.1.1 Input Master and Other Readiness Checklists -- 8.1.2 Continue Master Readiness Checklists -- 8.1.3 Select Module -- 8.1.4 Maintain Assessment Master Data -- 8.1.5 Send Invitation -- 8.1.6 Accept Invitation -- 8.1.7 Maintain Milestones -- 8.1.8 Personal Rating -- 8.1.9 Official Rating | |
| 505 | 8 | |a 8.1.10 Calculate Level -- 8.2 User Interface -- 8.2.1 Welcome Page/Login -- 8.2.2 New Account -- 8.2.3 Forgot Password -- 8.2.4 The IRN Software Module -- 8.2.5 Assessment Page -- 8.2.6 Rating at a Milestone -- 8.2.7 Assessment Menu -- Reference -- Chapter 9 Summary and Outlook -- 9.1 Overall Summary -- 9.2 Future Outlook and Potential Research Areas -- Appendix A Case Studies of Innovative Companies -- A.1 3M -- A.1.1 The Company and History of Intrapreneurship Management -- A.1.1.1 The 15 Percent Rule -- A.1.1.2 The Tech Forum -- A.1.1.3 Social Equity and Responsibility Programs -- A.1.2 Insights from the Interview -- A.2 IBM -- A.2.1 The Company and History of Intrapreneurship Management -- A.2.1.1 A Professional Sales Force -- A.2.1.2 Extraordinary Emphasis on Research -- A.2.1.3 Strict Adherence to Business Ethics -- A.2.1.4 Pioneer in Social Equity and Corporate Responsibility -- A.2.2 Insights from the Interview -- A.3 SRI International -- A.3.1 The Company and History of Intrapreneurship Management -- A.3.2 Insights from the Interview -- A.3.3 Development History -- A.3.4 The Value Creation Forum Process and its Implementation -- A.3.5 Benefits of the VCF Process -- A.4 Summary of Insights -- A.4.1 Innovation is the Life Force for Sustained Growth of an Organization -- A.4.2 Innovative Culture Stimulates Internal Collaboration -- A.4.3 Internal Innovators Need to Market Themselves -- A.4.4 An Intrapreneur can be Successful by Creating Internal and External Values -- Appendix B Selected Cases for Innovation Project Readiness Assessment -- B.1 General Overview -- B.2 Summary of the Collection of 26 Innovation Projects -- B.3 Summary of the Five Selected Cases and Readiness Assessment Results -- B.4 Highlights of the Selected Innovation Projects -- B.5 Details of Selected Cases of Innovation Project Readiness Assessment -- B.5.1 General Approach | |
| 505 | 8 | |a B.5.2 Case Details | |
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Datensatz im Suchindex
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| adam_text | |
| any_adam_object | |
| author | Hasenauer, Rainer |
| author_facet | Hasenauer, Rainer |
| author_role | aut |
| author_sort | Hasenauer, Rainer |
| author_variant | r h rh |
| building | Verbundindex |
| bvnumber | BV049876713 |
| collection | ZDB-30-PQE |
| contents | Cover -- Series Page -- Title Page -- Copyright Page -- Dedication Page -- Contents -- About the Authors -- Preface -- Acknowledgments -- Chapter 1 Introduction and Overview -- 1.1 Innovation: A Simple Yet Comprehensive Definition -- 1.2 Special Importance of Intrapreneurship Management -- 1.3 Focus, Approaches, Emphases, Theme, and Major Contributions of the Book -- 1.4 Overview of Book Organization -- Summary -- Glossary -- Discussions -- References -- Chapter 2 The Internal Innovation or Intrapreneurship Process -- 2.1 The Internal Innovation Process as an Interactive System -- 2.2 Major Innovation Participants of Intrapreneurship -- 2.3 A Common Investment Perspective of All Innovation Participants -- 2.4 Specific Applications of the Investment Perspective -- 2.5 Alignment of Individual Investment Perspectives for Innovation Implementation -- 2.6 Generic Challenges to Intrapreneurship Caused by a Lack of Alignment of Investment Perspectives -- 2.6.1 Risk-Averse Management Values and Organizational Culture -- 2.6.2 Resource Competition for the Internal Supporter -- 2.6.3 Rigidity of Organizational Structure and Operating Procedures -- 2.7 Major Changes in the Business and Natural Environment and Special Challenges to Intrapreneurship in the 21st Century -- 2.7.1 Socioeconomic Developments -- 2.7.2 Technology Advances -- 2.7.3 Natural Environment Changes -- 2.8 Key Elements of Intrapreneurship Management -- Summary -- Glossary -- Discussions -- References -- Chapter 3 Understanding Human Needs and Wants as Driving Forces of Intrapreneurship -- 3.1 Overview of Human Needs and Wants -- 3.2 General Observations of Human Needs and Wants -- 3.3 Major Factors Influencing the Intensity of Needs and Wants -- 3.4 Special Applications to Intrapreneurship 3.5 Graphical Representations of Human Needs and Wants: The Maslow Hierarchical Model and a New Perspective -- 3.5.1 Graphical Representation of a New Perspective on Individual Human Needs and Wants -- 3.5.2 Application of the New Perspective to Principal Participants of Intrapreneurship -- 3.5.3 Extensions of the New Perspective to Organizational and Societal Needs and Wants -- 3.6 Application to Intrapreneurship Management: An Integrated Value Framework for Both the Individual and the Organization -- Summary -- Glossary -- Discussions -- References -- Chapter 4 A Unified Approach to Innovation Marketing with Applications to Organization Readiness in Intrapreneurship Management -- 4.1 A Broad Definition and a Supply and Demand Perspective of Innovation Marketing -- 4.2 A Unified Approach to Innovation Marketing -- 4.2.1 A Unified Set of Stages for Innovation Marketing with Special Applications to Intrapreneurship Management -- 4.2.2 Major Challenges and Solutions for Innovation Marketing -- 4.3 Application of the Unified Approach to Innovation Marketing in Intrapreneurship: Organization Readiness Assessment -- 4.3.1 Innovative Culture -- 4.3.2 Internal Support -- 4.3.3 Innovation Team -- 4.3.3.1 The Agile and Scrum Approach to Team Building -- 4.3.3.2 A Novel Approach for Applying the Enneagram to InnovationTeam Building (Based on contribution by M. Schlegel) -- Summary -- Glossary -- Discussions -- References -- Chapter 5 Applying the Unified Approach of Innovation Marketing to External Adopter for Market Readiness Assessment -- 5.1 Interaction Between Market Readiness and Technology Readiness -- 5.1.1 Marketing Test Bed (MTB): A Tool to Establish Market Entry and Track the Subsequent Interactions Between Market Readiness and Technology Readiness of an Innovative Product -- 5.2 Major Considerations of Marketing to External Adopter 5.2.1 Evolving Marketing Targets -- 5.2.2 Advancing Marketing Tools -- 5.2.3 Major Changes in Innovation Marketing -- 5.2.4 Special Importance for Marketing Ethics to Individual Adopters -- 5.3 Market Readiness -- 5.3.1 Key Elements of Market Readiness -- 5.4 Development of Market Readiness Indicators -- Summary -- Glossary -- Discussions -- References -- Chapter 6 Innovative Product Development: CreativeProblem-Solving and Technology Readiness Assessment -- 6.1 Introduction -- 6.2 Main Barriers to Continued Development of Creativity -- 6.2.1 Social Control -- 6.2.2 Risk Aversion -- 6.2.3 Cognitive Rigidity -- 6.2.4 Skill Deficiency -- 6.3 Creative Problem-Solving as a Trainable Skill -- 6.3.1 Neuroplasticity and the Brain -- 6.3.2 Skill Development Through Deliberate Practice -- 6.4 General Approaches and Tools for Creative Problem-Solving -- 6.4.1 Minimize Social Control Through Innovative and Nurturing Culture -- 6.4.2 Eliminate Risk Aversion Through Supportive and Stimulating Processes -- 6.4.3 Reduce Cognitive Rigidity Through Diversified Perspectives -- 6.4.4 Build Creative Problem-Solving Skills -- 6.4.5 Traditional Approach to Problem-Solving -- 6.5 Team-Based Creative Problem-Solving Approach by the Enneagram (Based on contributions by Matt Schlegel) -- 6.5.1 Steps of the Enneagram Problem-Solving Approach -- 6.5.2 Personality and Problem-Solving -- 6.5.3 Team Diagnostics and Special Strength for Problem-Solving -- 6.6 Systematic Approach for Creative Problem-Solving as Represented by TRIZ (Based on contributions by D. Daniel Sheu) -- 6.6.1 A Predictable Pattern of Technology Advancement -- 6.6.2 Contradiction -- 6.6.3 Functionality-Value Hierarchy -- 6.6.4 Ideality -- 6.6.5 Resources -- 6.6.6 Alternative Space-Time-Domain-Interface Perspectives -- 6.6.7 System Transfer -- 6.7 Exploring Nescience for Creative Problem-Solving 6.7.1 Nescience as a Catalyst for Creative Thinking -- 6.7.2 Nescience and Exploratory Problem-Solving -- 6.7.3 Nescience and Problem Formulation -- 6.7.4 Challenges and Ethical Considerations -- 6.7.5 Case Examples of Applying Nescience to Problem-Solving -- 6.8 Artificial Intelligence and Creative Problem-Solving -- 6.8.1 Special Advantages and Capabilities of AI -- 6.8.2 Applications of AI to Creative Problem-Solving -- 6.9 Innovative Product Development and Technology Readiness Assessment -- 6.9.1 Key Elements of Technology Readiness -- 6.9.1.1 Creative Problem Solution Readiness -- 6.9.1.2 Intellectual Property Rights Readiness -- 6.9.1.3 Integration Readiness -- 6.9.1.4 Production Readiness -- Summary -- Glossary -- Discussions -- References -- Chapter 7 Intrapreneurship Readiness Assessment: Methodology -- 7.1 General Methodological Approach for Readiness Assessment -- 7.2 Organization Readiness -- 7.2.1 Innovative Culture Readiness -- 7.2.2 Internal Support Readiness -- 7.2.3 Innovation Team Readiness -- 7.3 Market Readiness -- 7.3.1 Demand Readiness -- 7.3.2 Competitive Supply Readiness -- 7.3.3 Customer Readiness -- 7.3.4 Product Readiness -- 7.4 Technology Readiness -- 7.4.1 Creative Problem Solution Readiness -- 7.4.2 Intellectual Property Rights (IPR) Readiness -- 7.4.3 Integration Readiness -- 7.4.4 Production Readiness -- 7.5 Special Application of the Readiness Assessment Process -- Summary -- Glossary -- Discussions -- References -- Chapter 8 Intrapreneurship Readiness Assessment: Software Outline -- 8.1 Overall Structure and Key Functions -- 8.1.1 Input Master and Other Readiness Checklists -- 8.1.2 Continue Master Readiness Checklists -- 8.1.3 Select Module -- 8.1.4 Maintain Assessment Master Data -- 8.1.5 Send Invitation -- 8.1.6 Accept Invitation -- 8.1.7 Maintain Milestones -- 8.1.8 Personal Rating -- 8.1.9 Official Rating 8.1.10 Calculate Level -- 8.2 User Interface -- 8.2.1 Welcome Page/Login -- 8.2.2 New Account -- 8.2.3 Forgot Password -- 8.2.4 The IRN Software Module -- 8.2.5 Assessment Page -- 8.2.6 Rating at a Milestone -- 8.2.7 Assessment Menu -- Reference -- Chapter 9 Summary and Outlook -- 9.1 Overall Summary -- 9.2 Future Outlook and Potential Research Areas -- Appendix A Case Studies of Innovative Companies -- A.1 3M -- A.1.1 The Company and History of Intrapreneurship Management -- A.1.1.1 The 15 Percent Rule -- A.1.1.2 The Tech Forum -- A.1.1.3 Social Equity and Responsibility Programs -- A.1.2 Insights from the Interview -- A.2 IBM -- A.2.1 The Company and History of Intrapreneurship Management -- A.2.1.1 A Professional Sales Force -- A.2.1.2 Extraordinary Emphasis on Research -- A.2.1.3 Strict Adherence to Business Ethics -- A.2.1.4 Pioneer in Social Equity and Corporate Responsibility -- A.2.2 Insights from the Interview -- A.3 SRI International -- A.3.1 The Company and History of Intrapreneurship Management -- A.3.2 Insights from the Interview -- A.3.3 Development History -- A.3.4 The Value Creation Forum Process and its Implementation -- A.3.5 Benefits of the VCF Process -- A.4 Summary of Insights -- A.4.1 Innovation is the Life Force for Sustained Growth of an Organization -- A.4.2 Innovative Culture Stimulates Internal Collaboration -- A.4.3 Internal Innovators Need to Market Themselves -- A.4.4 An Intrapreneur can be Successful by Creating Internal and External Values -- Appendix B Selected Cases for Innovation Project Readiness Assessment -- B.1 General Overview -- B.2 Summary of the Collection of 26 Innovation Projects -- B.3 Summary of the Five Selected Cases and Readiness Assessment Results -- B.4 Highlights of the Selected Innovation Projects -- B.5 Details of Selected Cases of Innovation Project Readiness Assessment -- B.5.1 General Approach B.5.2 Case Details |
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| dewey-full | 658.514 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.514 |
| dewey-search | 658.514 |
| dewey-sort | 3658.514 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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The Maslow Hierarchical Model and a New Perspective -- 3.5.1 Graphical Representation of a New Perspective on Individual Human Needs and Wants -- 3.5.2 Application of the New Perspective to Principal Participants of Intrapreneurship -- 3.5.3 Extensions of the New Perspective to Organizational and Societal Needs and Wants -- 3.6 Application to Intrapreneurship Management: An Integrated Value Framework for Both the Individual and the Organization -- Summary -- Glossary -- Discussions -- References -- Chapter 4 A Unified Approach to Innovation Marketing with Applications to Organization Readiness in Intrapreneurship Management -- 4.1 A Broad Definition and a Supply and Demand Perspective of Innovation Marketing -- 4.2 A Unified Approach to Innovation Marketing -- 4.2.1 A Unified Set of Stages for Innovation Marketing with Special Applications to Intrapreneurship Management -- 4.2.2 Major Challenges and Solutions for Innovation Marketing -- 4.3 Application of the Unified Approach to Innovation Marketing in Intrapreneurship: Organization Readiness Assessment -- 4.3.1 Innovative Culture -- 4.3.2 Internal Support -- 4.3.3 Innovation Team -- 4.3.3.1 The Agile and Scrum Approach to Team Building -- 4.3.3.2 A Novel Approach for Applying the Enneagram to InnovationTeam Building (Based on contribution by M. Schlegel) -- Summary -- Glossary -- Discussions -- References -- Chapter 5 Applying the Unified Approach of Innovation Marketing to External Adopter for Market Readiness Assessment -- 5.1 Interaction Between Market Readiness and Technology Readiness -- 5.1.1 Marketing Test Bed (MTB): A Tool to Establish Market Entry and Track the Subsequent Interactions Between Market Readiness and Technology Readiness of an Innovative Product -- 5.2 Major Considerations of Marketing to External Adopter</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">5.2.1 Evolving Marketing Targets -- 5.2.2 Advancing Marketing Tools -- 5.2.3 Major Changes in Innovation Marketing -- 5.2.4 Special Importance for Marketing Ethics to Individual Adopters -- 5.3 Market Readiness -- 5.3.1 Key Elements of Market Readiness -- 5.4 Development of Market Readiness Indicators -- Summary -- Glossary -- Discussions -- References -- Chapter 6 Innovative Product Development: CreativeProblem-Solving and Technology Readiness Assessment -- 6.1 Introduction -- 6.2 Main Barriers to Continued Development of Creativity -- 6.2.1 Social Control -- 6.2.2 Risk Aversion -- 6.2.3 Cognitive Rigidity -- 6.2.4 Skill Deficiency -- 6.3 Creative Problem-Solving as a Trainable Skill -- 6.3.1 Neuroplasticity and the Brain -- 6.3.2 Skill Development Through Deliberate Practice -- 6.4 General Approaches and Tools for Creative Problem-Solving -- 6.4.1 Minimize Social Control Through Innovative and Nurturing Culture -- 6.4.2 Eliminate Risk Aversion Through Supportive and Stimulating Processes -- 6.4.3 Reduce Cognitive Rigidity Through Diversified Perspectives -- 6.4.4 Build Creative Problem-Solving Skills -- 6.4.5 Traditional Approach to Problem-Solving -- 6.5 Team-Based Creative Problem-Solving Approach by the Enneagram (Based on contributions by Matt Schlegel) -- 6.5.1 Steps of the Enneagram Problem-Solving Approach -- 6.5.2 Personality and Problem-Solving -- 6.5.3 Team Diagnostics and Special Strength for Problem-Solving -- 6.6 Systematic Approach for Creative Problem-Solving as Represented by TRIZ (Based on contributions by D. Daniel Sheu) -- 6.6.1 A Predictable Pattern of Technology Advancement -- 6.6.2 Contradiction -- 6.6.3 Functionality-Value Hierarchy -- 6.6.4 Ideality -- 6.6.5 Resources -- 6.6.6 Alternative Space-Time-Domain-Interface Perspectives -- 6.6.7 System Transfer -- 6.7 Exploring Nescience for Creative Problem-Solving</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">6.7.1 Nescience as a Catalyst for Creative Thinking -- 6.7.2 Nescience and Exploratory Problem-Solving -- 6.7.3 Nescience and Problem Formulation -- 6.7.4 Challenges and Ethical Considerations -- 6.7.5 Case Examples of Applying Nescience to Problem-Solving -- 6.8 Artificial Intelligence and Creative Problem-Solving -- 6.8.1 Special Advantages and Capabilities of AI -- 6.8.2 Applications of AI to Creative Problem-Solving -- 6.9 Innovative Product Development and Technology Readiness Assessment -- 6.9.1 Key Elements of Technology Readiness -- 6.9.1.1 Creative Problem Solution Readiness -- 6.9.1.2 Intellectual Property Rights Readiness -- 6.9.1.3 Integration Readiness -- 6.9.1.4 Production Readiness -- Summary -- Glossary -- Discussions -- References -- Chapter 7 Intrapreneurship Readiness Assessment: Methodology -- 7.1 General Methodological Approach for Readiness Assessment -- 7.2 Organization Readiness -- 7.2.1 Innovative Culture Readiness -- 7.2.2 Internal Support Readiness -- 7.2.3 Innovation Team Readiness -- 7.3 Market Readiness -- 7.3.1 Demand Readiness -- 7.3.2 Competitive Supply Readiness -- 7.3.3 Customer Readiness -- 7.3.4 Product Readiness -- 7.4 Technology Readiness -- 7.4.1 Creative Problem Solution Readiness -- 7.4.2 Intellectual Property Rights (IPR) Readiness -- 7.4.3 Integration Readiness -- 7.4.4 Production Readiness -- 7.5 Special Application of the Readiness Assessment Process -- Summary -- Glossary -- Discussions -- References -- Chapter 8 Intrapreneurship Readiness Assessment: Software Outline -- 8.1 Overall Structure and Key Functions -- 8.1.1 Input Master and Other Readiness Checklists -- 8.1.2 Continue Master Readiness Checklists -- 8.1.3 Select Module -- 8.1.4 Maintain Assessment Master Data -- 8.1.5 Send Invitation -- 8.1.6 Accept Invitation -- 8.1.7 Maintain Milestones -- 8.1.8 Personal Rating -- 8.1.9 Official Rating</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">8.1.10 Calculate Level -- 8.2 User Interface -- 8.2.1 Welcome Page/Login -- 8.2.2 New Account -- 8.2.3 Forgot Password -- 8.2.4 The IRN Software Module -- 8.2.5 Assessment Page -- 8.2.6 Rating at a Milestone -- 8.2.7 Assessment Menu -- Reference -- Chapter 9 Summary and Outlook -- 9.1 Overall Summary -- 9.2 Future Outlook and Potential Research Areas -- Appendix A Case Studies of Innovative Companies -- A.1 3M -- A.1.1 The Company and History of Intrapreneurship Management -- A.1.1.1 The 15 Percent Rule -- A.1.1.2 The Tech Forum -- A.1.1.3 Social Equity and Responsibility Programs -- A.1.2 Insights from the Interview -- A.2 IBM -- A.2.1 The Company and History of Intrapreneurship Management -- A.2.1.1 A Professional Sales Force -- A.2.1.2 Extraordinary Emphasis on Research -- A.2.1.3 Strict Adherence to Business Ethics -- A.2.1.4 Pioneer in Social Equity and Corporate Responsibility -- A.2.2 Insights from the Interview -- A.3 SRI International -- A.3.1 The Company and History of Intrapreneurship Management -- A.3.2 Insights from the Interview -- A.3.3 Development History -- A.3.4 The Value Creation Forum Process and its Implementation -- A.3.5 Benefits of the VCF Process -- A.4 Summary of Insights -- A.4.1 Innovation is the Life Force for Sustained Growth of an Organization -- A.4.2 Innovative Culture Stimulates Internal Collaboration -- A.4.3 Internal Innovators Need to Market Themselves -- A.4.4 An Intrapreneur can be Successful by Creating Internal and External Values -- Appendix B Selected Cases for Innovation Project Readiness Assessment -- B.1 General Overview -- B.2 Summary of the Collection of 26 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| id | DE-604.BV049876713 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-05T17:02:15Z |
| institution | BVB |
| isbn | 9781119837732 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035216163 |
| oclc_num | 1441724919 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (227 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | John Wiley & Sons, Incorporated |
| record_format | marc |
| series2 | IEEE Press Series on Technology Management, Innovation, and Leadership Series |
| spelling | Hasenauer, Rainer Verfasser aut Intrapreneurship Management Concepts, Methods, and Software for Managing Technological Innovation in Organizations 1st ed Newark John Wiley & Sons, Incorporated 2024 ©2024 1 Online-Ressource (227 Seiten) txt rdacontent c rdamedia cr rdacarrier IEEE Press Series on Technology Management, Innovation, and Leadership Series Description based on publisher supplied metadata and other sources Cover -- Series Page -- Title Page -- Copyright Page -- Dedication Page -- Contents -- About the Authors -- Preface -- Acknowledgments -- Chapter 1 Introduction and Overview -- 1.1 Innovation: A Simple Yet Comprehensive Definition -- 1.2 Special Importance of Intrapreneurship Management -- 1.3 Focus, Approaches, Emphases, Theme, and Major Contributions of the Book -- 1.4 Overview of Book Organization -- Summary -- Glossary -- Discussions -- References -- Chapter 2 The Internal Innovation or Intrapreneurship Process -- 2.1 The Internal Innovation Process as an Interactive System -- 2.2 Major Innovation Participants of Intrapreneurship -- 2.3 A Common Investment Perspective of All Innovation Participants -- 2.4 Specific Applications of the Investment Perspective -- 2.5 Alignment of Individual Investment Perspectives for Innovation Implementation -- 2.6 Generic Challenges to Intrapreneurship Caused by a Lack of Alignment of Investment Perspectives -- 2.6.1 Risk-Averse Management Values and Organizational Culture -- 2.6.2 Resource Competition for the Internal Supporter -- 2.6.3 Rigidity of Organizational Structure and Operating Procedures -- 2.7 Major Changes in the Business and Natural Environment and Special Challenges to Intrapreneurship in the 21st Century -- 2.7.1 Socioeconomic Developments -- 2.7.2 Technology Advances -- 2.7.3 Natural Environment Changes -- 2.8 Key Elements of Intrapreneurship Management -- Summary -- Glossary -- Discussions -- References -- Chapter 3 Understanding Human Needs and Wants as Driving Forces of Intrapreneurship -- 3.1 Overview of Human Needs and Wants -- 3.2 General Observations of Human Needs and Wants -- 3.3 Major Factors Influencing the Intensity of Needs and Wants -- 3.4 Special Applications to Intrapreneurship 3.5 Graphical Representations of Human Needs and Wants: The Maslow Hierarchical Model and a New Perspective -- 3.5.1 Graphical Representation of a New Perspective on Individual Human Needs and Wants -- 3.5.2 Application of the New Perspective to Principal Participants of Intrapreneurship -- 3.5.3 Extensions of the New Perspective to Organizational and Societal Needs and Wants -- 3.6 Application to Intrapreneurship Management: An Integrated Value Framework for Both the Individual and the Organization -- Summary -- Glossary -- Discussions -- References -- Chapter 4 A Unified Approach to Innovation Marketing with Applications to Organization Readiness in Intrapreneurship Management -- 4.1 A Broad Definition and a Supply and Demand Perspective of Innovation Marketing -- 4.2 A Unified Approach to Innovation Marketing -- 4.2.1 A Unified Set of Stages for Innovation Marketing with Special Applications to Intrapreneurship Management -- 4.2.2 Major Challenges and Solutions for Innovation Marketing -- 4.3 Application of the Unified Approach to Innovation Marketing in Intrapreneurship: Organization Readiness Assessment -- 4.3.1 Innovative Culture -- 4.3.2 Internal Support -- 4.3.3 Innovation Team -- 4.3.3.1 The Agile and Scrum Approach to Team Building -- 4.3.3.2 A Novel Approach for Applying the Enneagram to InnovationTeam Building (Based on contribution by M. Schlegel) -- Summary -- Glossary -- Discussions -- References -- Chapter 5 Applying the Unified Approach of Innovation Marketing to External Adopter for Market Readiness Assessment -- 5.1 Interaction Between Market Readiness and Technology Readiness -- 5.1.1 Marketing Test Bed (MTB): A Tool to Establish Market Entry and Track the Subsequent Interactions Between Market Readiness and Technology Readiness of an Innovative Product -- 5.2 Major Considerations of Marketing to External Adopter 5.2.1 Evolving Marketing Targets -- 5.2.2 Advancing Marketing Tools -- 5.2.3 Major Changes in Innovation Marketing -- 5.2.4 Special Importance for Marketing Ethics to Individual Adopters -- 5.3 Market Readiness -- 5.3.1 Key Elements of Market Readiness -- 5.4 Development of Market Readiness Indicators -- Summary -- Glossary -- Discussions -- References -- Chapter 6 Innovative Product Development: CreativeProblem-Solving and Technology Readiness Assessment -- 6.1 Introduction -- 6.2 Main Barriers to Continued Development of Creativity -- 6.2.1 Social Control -- 6.2.2 Risk Aversion -- 6.2.3 Cognitive Rigidity -- 6.2.4 Skill Deficiency -- 6.3 Creative Problem-Solving as a Trainable Skill -- 6.3.1 Neuroplasticity and the Brain -- 6.3.2 Skill Development Through Deliberate Practice -- 6.4 General Approaches and Tools for Creative Problem-Solving -- 6.4.1 Minimize Social Control Through Innovative and Nurturing Culture -- 6.4.2 Eliminate Risk Aversion Through Supportive and Stimulating Processes -- 6.4.3 Reduce Cognitive Rigidity Through Diversified Perspectives -- 6.4.4 Build Creative Problem-Solving Skills -- 6.4.5 Traditional Approach to Problem-Solving -- 6.5 Team-Based Creative Problem-Solving Approach by the Enneagram (Based on contributions by Matt Schlegel) -- 6.5.1 Steps of the Enneagram Problem-Solving Approach -- 6.5.2 Personality and Problem-Solving -- 6.5.3 Team Diagnostics and Special Strength for Problem-Solving -- 6.6 Systematic Approach for Creative Problem-Solving as Represented by TRIZ (Based on contributions by D. Daniel Sheu) -- 6.6.1 A Predictable Pattern of Technology Advancement -- 6.6.2 Contradiction -- 6.6.3 Functionality-Value Hierarchy -- 6.6.4 Ideality -- 6.6.5 Resources -- 6.6.6 Alternative Space-Time-Domain-Interface Perspectives -- 6.6.7 System Transfer -- 6.7 Exploring Nescience for Creative Problem-Solving 6.7.1 Nescience as a Catalyst for Creative Thinking -- 6.7.2 Nescience and Exploratory Problem-Solving -- 6.7.3 Nescience and Problem Formulation -- 6.7.4 Challenges and Ethical Considerations -- 6.7.5 Case Examples of Applying Nescience to Problem-Solving -- 6.8 Artificial Intelligence and Creative Problem-Solving -- 6.8.1 Special Advantages and Capabilities of AI -- 6.8.2 Applications of AI to Creative Problem-Solving -- 6.9 Innovative Product Development and Technology Readiness Assessment -- 6.9.1 Key Elements of Technology Readiness -- 6.9.1.1 Creative Problem Solution Readiness -- 6.9.1.2 Intellectual Property Rights Readiness -- 6.9.1.3 Integration Readiness -- 6.9.1.4 Production Readiness -- Summary -- Glossary -- Discussions -- References -- Chapter 7 Intrapreneurship Readiness Assessment: Methodology -- 7.1 General Methodological Approach for Readiness Assessment -- 7.2 Organization Readiness -- 7.2.1 Innovative Culture Readiness -- 7.2.2 Internal Support Readiness -- 7.2.3 Innovation Team Readiness -- 7.3 Market Readiness -- 7.3.1 Demand Readiness -- 7.3.2 Competitive Supply Readiness -- 7.3.3 Customer Readiness -- 7.3.4 Product Readiness -- 7.4 Technology Readiness -- 7.4.1 Creative Problem Solution Readiness -- 7.4.2 Intellectual Property Rights (IPR) Readiness -- 7.4.3 Integration Readiness -- 7.4.4 Production Readiness -- 7.5 Special Application of the Readiness Assessment Process -- Summary -- Glossary -- Discussions -- References -- Chapter 8 Intrapreneurship Readiness Assessment: Software Outline -- 8.1 Overall Structure and Key Functions -- 8.1.1 Input Master and Other Readiness Checklists -- 8.1.2 Continue Master Readiness Checklists -- 8.1.3 Select Module -- 8.1.4 Maintain Assessment Master Data -- 8.1.5 Send Invitation -- 8.1.6 Accept Invitation -- 8.1.7 Maintain Milestones -- 8.1.8 Personal Rating -- 8.1.9 Official Rating 8.1.10 Calculate Level -- 8.2 User Interface -- 8.2.1 Welcome Page/Login -- 8.2.2 New Account -- 8.2.3 Forgot Password -- 8.2.4 The IRN Software Module -- 8.2.5 Assessment Page -- 8.2.6 Rating at a Milestone -- 8.2.7 Assessment Menu -- Reference -- Chapter 9 Summary and Outlook -- 9.1 Overall Summary -- 9.2 Future Outlook and Potential Research Areas -- Appendix A Case Studies of Innovative Companies -- A.1 3M -- A.1.1 The Company and History of Intrapreneurship Management -- A.1.1.1 The 15 Percent Rule -- A.1.1.2 The Tech Forum -- A.1.1.3 Social Equity and Responsibility Programs -- A.1.2 Insights from the Interview -- A.2 IBM -- A.2.1 The Company and History of Intrapreneurship Management -- A.2.1.1 A Professional Sales Force -- A.2.1.2 Extraordinary Emphasis on Research -- A.2.1.3 Strict Adherence to Business Ethics -- A.2.1.4 Pioneer in Social Equity and Corporate Responsibility -- A.2.2 Insights from the Interview -- A.3 SRI International -- A.3.1 The Company and History of Intrapreneurship Management -- A.3.2 Insights from the Interview -- A.3.3 Development History -- A.3.4 The Value Creation Forum Process and its Implementation -- A.3.5 Benefits of the VCF Process -- A.4 Summary of Insights -- A.4.1 Innovation is the Life Force for Sustained Growth of an Organization -- A.4.2 Innovative Culture Stimulates Internal Collaboration -- A.4.3 Internal Innovators Need to Market Themselves -- A.4.4 An Intrapreneur can be Successful by Creating Internal and External Values -- Appendix B Selected Cases for Innovation Project Readiness Assessment -- B.1 General Overview -- B.2 Summary of the Collection of 26 Innovation Projects -- B.3 Summary of the Five Selected Cases and Readiness Assessment Results -- B.4 Highlights of the Selected Innovation Projects -- B.5 Details of Selected Cases of Innovation Project Readiness Assessment -- B.5.1 General Approach B.5.2 Case Details Innovation (DE-588)4027089-0 gnd rswk-swf Intrapreneuring (DE-588)4201693-9 gnd rswk-swf Corporate Entrepreneurship (DE-588)7730601-6 gnd rswk-swf Innovation (DE-588)4027089-0 s Corporate Entrepreneurship (DE-588)7730601-6 s Intrapreneuring (DE-588)4201693-9 s DE-604 Yu, Oliver Sonstige oth Erscheint auch als Druck-Ausgabe Hasenauer, Rainer Intrapreneurship Management Newark : John Wiley & Sons, Incorporated,c2024 9781119837725 |
| spellingShingle | Hasenauer, Rainer Intrapreneurship Management Concepts, Methods, and Software for Managing Technological Innovation in Organizations Cover -- Series Page -- Title Page -- Copyright Page -- Dedication Page -- Contents -- About the Authors -- Preface -- Acknowledgments -- Chapter 1 Introduction and Overview -- 1.1 Innovation: A Simple Yet Comprehensive Definition -- 1.2 Special Importance of Intrapreneurship Management -- 1.3 Focus, Approaches, Emphases, Theme, and Major Contributions of the Book -- 1.4 Overview of Book Organization -- Summary -- Glossary -- Discussions -- References -- Chapter 2 The Internal Innovation or Intrapreneurship Process -- 2.1 The Internal Innovation Process as an Interactive System -- 2.2 Major Innovation Participants of Intrapreneurship -- 2.3 A Common Investment Perspective of All Innovation Participants -- 2.4 Specific Applications of the Investment Perspective -- 2.5 Alignment of Individual Investment Perspectives for Innovation Implementation -- 2.6 Generic Challenges to Intrapreneurship Caused by a Lack of Alignment of Investment Perspectives -- 2.6.1 Risk-Averse Management Values and Organizational Culture -- 2.6.2 Resource Competition for the Internal Supporter -- 2.6.3 Rigidity of Organizational Structure and Operating Procedures -- 2.7 Major Changes in the Business and Natural Environment and Special Challenges to Intrapreneurship in the 21st Century -- 2.7.1 Socioeconomic Developments -- 2.7.2 Technology Advances -- 2.7.3 Natural Environment Changes -- 2.8 Key Elements of Intrapreneurship Management -- Summary -- Glossary -- Discussions -- References -- Chapter 3 Understanding Human Needs and Wants as Driving Forces of Intrapreneurship -- 3.1 Overview of Human Needs and Wants -- 3.2 General Observations of Human Needs and Wants -- 3.3 Major Factors Influencing the Intensity of Needs and Wants -- 3.4 Special Applications to Intrapreneurship 3.5 Graphical Representations of Human Needs and Wants: The Maslow Hierarchical Model and a New Perspective -- 3.5.1 Graphical Representation of a New Perspective on Individual Human Needs and Wants -- 3.5.2 Application of the New Perspective to Principal Participants of Intrapreneurship -- 3.5.3 Extensions of the New Perspective to Organizational and Societal Needs and Wants -- 3.6 Application to Intrapreneurship Management: An Integrated Value Framework for Both the Individual and the Organization -- Summary -- Glossary -- Discussions -- References -- Chapter 4 A Unified Approach to Innovation Marketing with Applications to Organization Readiness in Intrapreneurship Management -- 4.1 A Broad Definition and a Supply and Demand Perspective of Innovation Marketing -- 4.2 A Unified Approach to Innovation Marketing -- 4.2.1 A Unified Set of Stages for Innovation Marketing with Special Applications to Intrapreneurship Management -- 4.2.2 Major Challenges and Solutions for Innovation Marketing -- 4.3 Application of the Unified Approach to Innovation Marketing in Intrapreneurship: Organization Readiness Assessment -- 4.3.1 Innovative Culture -- 4.3.2 Internal Support -- 4.3.3 Innovation Team -- 4.3.3.1 The Agile and Scrum Approach to Team Building -- 4.3.3.2 A Novel Approach for Applying the Enneagram to InnovationTeam Building (Based on contribution by M. Schlegel) -- Summary -- Glossary -- Discussions -- References -- Chapter 5 Applying the Unified Approach of Innovation Marketing to External Adopter for Market Readiness Assessment -- 5.1 Interaction Between Market Readiness and Technology Readiness -- 5.1.1 Marketing Test Bed (MTB): A Tool to Establish Market Entry and Track the Subsequent Interactions Between Market Readiness and Technology Readiness of an Innovative Product -- 5.2 Major Considerations of Marketing to External Adopter 5.2.1 Evolving Marketing Targets -- 5.2.2 Advancing Marketing Tools -- 5.2.3 Major Changes in Innovation Marketing -- 5.2.4 Special Importance for Marketing Ethics to Individual Adopters -- 5.3 Market Readiness -- 5.3.1 Key Elements of Market Readiness -- 5.4 Development of Market Readiness Indicators -- Summary -- Glossary -- Discussions -- References -- Chapter 6 Innovative Product Development: CreativeProblem-Solving and Technology Readiness Assessment -- 6.1 Introduction -- 6.2 Main Barriers to Continued Development of Creativity -- 6.2.1 Social Control -- 6.2.2 Risk Aversion -- 6.2.3 Cognitive Rigidity -- 6.2.4 Skill Deficiency -- 6.3 Creative Problem-Solving as a Trainable Skill -- 6.3.1 Neuroplasticity and the Brain -- 6.3.2 Skill Development Through Deliberate Practice -- 6.4 General Approaches and Tools for Creative Problem-Solving -- 6.4.1 Minimize Social Control Through Innovative and Nurturing Culture -- 6.4.2 Eliminate Risk Aversion Through Supportive and Stimulating Processes -- 6.4.3 Reduce Cognitive Rigidity Through Diversified Perspectives -- 6.4.4 Build Creative Problem-Solving Skills -- 6.4.5 Traditional Approach to Problem-Solving -- 6.5 Team-Based Creative Problem-Solving Approach by the Enneagram (Based on contributions by Matt Schlegel) -- 6.5.1 Steps of the Enneagram Problem-Solving Approach -- 6.5.2 Personality and Problem-Solving -- 6.5.3 Team Diagnostics and Special Strength for Problem-Solving -- 6.6 Systematic Approach for Creative Problem-Solving as Represented by TRIZ (Based on contributions by D. Daniel Sheu) -- 6.6.1 A Predictable Pattern of Technology Advancement -- 6.6.2 Contradiction -- 6.6.3 Functionality-Value Hierarchy -- 6.6.4 Ideality -- 6.6.5 Resources -- 6.6.6 Alternative Space-Time-Domain-Interface Perspectives -- 6.6.7 System Transfer -- 6.7 Exploring Nescience for Creative Problem-Solving 6.7.1 Nescience as a Catalyst for Creative Thinking -- 6.7.2 Nescience and Exploratory Problem-Solving -- 6.7.3 Nescience and Problem Formulation -- 6.7.4 Challenges and Ethical Considerations -- 6.7.5 Case Examples of Applying Nescience to Problem-Solving -- 6.8 Artificial Intelligence and Creative Problem-Solving -- 6.8.1 Special Advantages and Capabilities of AI -- 6.8.2 Applications of AI to Creative Problem-Solving -- 6.9 Innovative Product Development and Technology Readiness Assessment -- 6.9.1 Key Elements of Technology Readiness -- 6.9.1.1 Creative Problem Solution Readiness -- 6.9.1.2 Intellectual Property Rights Readiness -- 6.9.1.3 Integration Readiness -- 6.9.1.4 Production Readiness -- Summary -- Glossary -- Discussions -- References -- Chapter 7 Intrapreneurship Readiness Assessment: Methodology -- 7.1 General Methodological Approach for Readiness Assessment -- 7.2 Organization Readiness -- 7.2.1 Innovative Culture Readiness -- 7.2.2 Internal Support Readiness -- 7.2.3 Innovation Team Readiness -- 7.3 Market Readiness -- 7.3.1 Demand Readiness -- 7.3.2 Competitive Supply Readiness -- 7.3.3 Customer Readiness -- 7.3.4 Product Readiness -- 7.4 Technology Readiness -- 7.4.1 Creative Problem Solution Readiness -- 7.4.2 Intellectual Property Rights (IPR) Readiness -- 7.4.3 Integration Readiness -- 7.4.4 Production Readiness -- 7.5 Special Application of the Readiness Assessment Process -- Summary -- Glossary -- Discussions -- References -- Chapter 8 Intrapreneurship Readiness Assessment: Software Outline -- 8.1 Overall Structure and Key Functions -- 8.1.1 Input Master and Other Readiness Checklists -- 8.1.2 Continue Master Readiness Checklists -- 8.1.3 Select Module -- 8.1.4 Maintain Assessment Master Data -- 8.1.5 Send Invitation -- 8.1.6 Accept Invitation -- 8.1.7 Maintain Milestones -- 8.1.8 Personal Rating -- 8.1.9 Official Rating 8.1.10 Calculate Level -- 8.2 User Interface -- 8.2.1 Welcome Page/Login -- 8.2.2 New Account -- 8.2.3 Forgot Password -- 8.2.4 The IRN Software Module -- 8.2.5 Assessment Page -- 8.2.6 Rating at a Milestone -- 8.2.7 Assessment Menu -- Reference -- Chapter 9 Summary and Outlook -- 9.1 Overall Summary -- 9.2 Future Outlook and Potential Research Areas -- Appendix A Case Studies of Innovative Companies -- A.1 3M -- A.1.1 The Company and History of Intrapreneurship Management -- A.1.1.1 The 15 Percent Rule -- A.1.1.2 The Tech Forum -- A.1.1.3 Social Equity and Responsibility Programs -- A.1.2 Insights from the Interview -- A.2 IBM -- A.2.1 The Company and History of Intrapreneurship Management -- A.2.1.1 A Professional Sales Force -- A.2.1.2 Extraordinary Emphasis on Research -- A.2.1.3 Strict Adherence to Business Ethics -- A.2.1.4 Pioneer in Social Equity and Corporate Responsibility -- A.2.2 Insights from the Interview -- A.3 SRI International -- A.3.1 The Company and History of Intrapreneurship Management -- A.3.2 Insights from the Interview -- A.3.3 Development History -- A.3.4 The Value Creation Forum Process and its Implementation -- A.3.5 Benefits of the VCF Process -- A.4 Summary of Insights -- A.4.1 Innovation is the Life Force for Sustained Growth of an Organization -- A.4.2 Innovative Culture Stimulates Internal Collaboration -- A.4.3 Internal Innovators Need to Market Themselves -- A.4.4 An Intrapreneur can be Successful by Creating Internal and External Values -- Appendix B Selected Cases for Innovation Project Readiness Assessment -- B.1 General Overview -- B.2 Summary of the Collection of 26 Innovation Projects -- B.3 Summary of the Five Selected Cases and Readiness Assessment Results -- B.4 Highlights of the Selected Innovation Projects -- B.5 Details of Selected Cases of Innovation Project Readiness Assessment -- B.5.1 General Approach B.5.2 Case Details Innovation (DE-588)4027089-0 gnd Intrapreneuring (DE-588)4201693-9 gnd Corporate Entrepreneurship (DE-588)7730601-6 gnd |
| subject_GND | (DE-588)4027089-0 (DE-588)4201693-9 (DE-588)7730601-6 |
| title | Intrapreneurship Management Concepts, Methods, and Software for Managing Technological Innovation in Organizations |
| title_auth | Intrapreneurship Management Concepts, Methods, and Software for Managing Technological Innovation in Organizations |
| title_exact_search | Intrapreneurship Management Concepts, Methods, and Software for Managing Technological Innovation in Organizations |
| title_full | Intrapreneurship Management Concepts, Methods, and Software for Managing Technological Innovation in Organizations |
| title_fullStr | Intrapreneurship Management Concepts, Methods, and Software for Managing Technological Innovation in Organizations |
| title_full_unstemmed | Intrapreneurship Management Concepts, Methods, and Software for Managing Technological Innovation in Organizations |
| title_short | Intrapreneurship Management |
| title_sort | intrapreneurship management concepts methods and software for managing technological innovation in organizations |
| title_sub | Concepts, Methods, and Software for Managing Technological Innovation in Organizations |
| topic | Innovation (DE-588)4027089-0 gnd Intrapreneuring (DE-588)4201693-9 gnd Corporate Entrepreneurship (DE-588)7730601-6 gnd |
| topic_facet | Innovation Intrapreneuring Corporate Entrepreneurship |
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