This book describes how to establish an organic quality in an organization that will improve its agility and sustainability. It provides a model of innovation based on a collaborative network enabling both co-creation and organizational ambidexterity. At the core of this book is a work-based training framework featuring the discovery of the subject matter by learners in a participatory and experiential manner. Established organizations are often more focused on the exploitation of their current products or services which can lead them to miss opportunities to innovate which, in turn, can result in them losing their leadership positions in the markets they serve. This book describes how it is possible to establish an organic quality in an organization which will make it more agile, that is to say better able to learn and to reconfigure itself to respond to market opportunities or to create new opportunities without affecting the existing organizational structure. A model of innovation, based on a collaborative knowledge network from which innovation-project teams can be assembled and adapted, will enable both co-creation and organizational ambidexterity. This will enable an organization to become more agile. This book makes the case that the ingredients for the development of such capabilities already exists within an organization's ranks in the untapped creative potential of its employees and its associates. It also promotes the notion of extending the network beyond an organization's traditional boundaries, relating it to other forms of open innovation. At the core of this book is a work-based training framework adapted to adult learners based on the principles of adult learning and education (ALE). This practical book concludes with recommendations on how to make the initiative sustainable and how an organization can derive a competitive advantage from it.
The goal of a democratized user-centered innovation system, says von Hippel, is well worth striving for. An electronic version of this book is available under a Creative Commons license.
However, diverging conceptualizations limit our understanding of the term "mindset" and the role of individuals’ mindsets in organizational innovation efforts. This book aims at opening the “black box” of innovation as a mindset.
Once a paradigm is in place, as Kuhn writes, researchers can engage in very productive “normal science,” testing and more precisely filling in pieces of a paradigm now assumed to be correct in broad outline. However, as Kuhn also ...
This theory addresses the contexts of deliberative, agonistic, and revolutionary democratic frameworks. Democratizing Leadership is informed by three qualitative case studies described in rich detail.
Argues that international institutions are becoming increasingly democratized.
This book will help today's leaders and thinkers implement these practices in their own pursuit of creative solutions that are both innovative and achievable.
... democratized innovation is about the need for organizations in maritime clusters to take advantage of the capabilities of their own members, and how new innovation communities can be formed. User-centered innovation by organizational ...
Ro, A., Xia, L.-Y., Paik, H.-Y., Chon, C. (2008). Bill organiser portal: a case study on end-user composition. In S. Hartmann, X. Zhou, M. Kirchberg (eds.). Web information systems engineering – WISE 2008 workshops vol. LNCS 5176, (pp.
How can technical culture contribute to innovation? How is technical culture situated with regards to what we name collectively the culture of innovation? It is these questions that this book intends to address.
In this groundbreaking guide, entrepreneur John Winsor presents 16 unique perspectives from trail-blazing innovators in companies of all sizes — creative directors, CEOs, brand managers, product developers, and others.