regulations that restrict innovation in many industries. Research limitations/implications – As network idealist organizations …

/methodology/approach – The authors studied successful R&D programs to determine the right elements of a process for discovery‐based innovation …

together frame the daunting problems that managers must confront when they lead innovation initiatives. Design … innovation that will make them successful long‐term. Research limitations/implications – Christensen alludes to his research … methodology and suggest that it is superior to that of most observers of the innovation process. A comparative study would be …

nearly 650 companies around the world. While most have the expectation that innovation will drive corporate fortunes, the … infrastructure, and the sophisticated information systems needed to support and synchronize innovation across the value chain … – The authors suggest three steps: create innovation – build an idea‐generation machine; exploit innovation where and when …

unconventional actions to preserve teams and avoid layoffs. The result was the culture of innovation was enhanced. Originality …/value – Here is a rare look at how a senior leader manages the continual risks of making breakthrough innovation happen.  …

turn innovation into commercial reality. Design/methodology/approach – The author interviewed senior corporate managers and …. When leveraging the best innovation practices of other companies look to their philosophy and values. Research limitations …/value – The author advises innovation leaders on steps they can take to strike the right balance between corporate creativity and …

/methodology/approach – While co‐sponsoring an innovation awards program the authors saw first‐hand some of the skills and attributes of up and … innovation network and can help protect intellectual property. Findings – The authors defined and tested four practical best … incentives Originality/value – Open innovation is one of the newest strategic management tools. This is one of the first articles …

La Piana, “Nonprofit organizations,” Peter Bershatsky, “Managing innovation,” and Doug Randall, “Imagine the future …

exceedingly focused, distinctive brand proposition; Drive customer‐valued innovation through deeper insight; Optimize core …

Purpose – CEOs facing the challenge of stimulating innovation must select one or more champions to entrust with that … innovation initiative is one of the most important decisions a CEO has to make. But innovation comes in many different varieties …'s appropriate to also ask, “Is a different leadership profile needed for each particular type of innovation?” And also, “How do we …