1. |
Why another management journal? |
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Creativity and Innovation Management,
Volume 1,
Issue 1,
1992,
Page 1-4
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PDF (315KB)
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ISSN:0963-1690
DOI:10.1111/j.1467-8691.1992.tb00015.x
出版商:Blackwell Publishing Ltd
年代:1992
数据来源: WILEY
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2. |
Tacit Knowledge: An Unspoken Key to Managerial Success |
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Creativity and Innovation Management,
Volume 1,
Issue 1,
1992,
Page 5-13
Robert J. Sternberg,
Richard K. Wagner,
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PDF (832KB)
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摘要:
The research literature indicates that IQ results and other scores from ability and achievement tests are poor predictors of managerial success. The authors found out that a better approach to predicting success is through identifying informally acquired skills which increase chances of recognition and advancement. This kind of tacit knowledge, they argue, can be made explicit, thereby permitting executives to make better use of their potential in fulfilling their managerial responsibilities.
ISSN:0963-1690
DOI:10.1111/j.1467-8691.1992.tb00016.x
出版商:Blackwell Publishing Ltd
年代:1992
数据来源: WILEY
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3. |
How Businessmen Generate Ideas: Results of a European Survey and Comparison with a Japanese Poll |
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Creativity and Innovation Management,
Volume 1,
Issue 1,
1992,
Page 14-19
Horst Geschka,
Holger Mägdefrau,
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PDF (378KB)
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摘要:
The pressures for competitive advantage and continuous improvement mean that all companies need a flow of new ideas. A study across three European countries was carried out and related to a similar study in Japan. There were broad similarities: most ‘bright’ ideas occur out of work hours. However, cultural differences were found reflecting different national leisure and work patte
ISSN:0963-1690
DOI:10.1111/j.1467-8691.1992.tb00017.x
出版商:Blackwell Publishing Ltd
年代:1992
数据来源: WILEY
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4. |
Serendipity: “Expect also the Unexpected” |
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Creativity and Innovation Management,
Volume 1,
Issue 1,
1992,
Page 20-32
Pek Andel,
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摘要:
Serendipity is defined as the art of discovering an unsought finding. Over a thousand examples have been collected and examined, including material from unpublished work by the American sociologist, Robert Merton. It is suggested that serendipity play a supporting but essential role in discoveries in science, technology, the arts and daily life. The phenomenon deserves more serious attention as it may offer prospects of unsought benefits in all these fields of endeavour.
ISSN:0963-1690
DOI:10.1111/j.1467-8691.1992.tb00018.x
出版商:Blackwell Publishing Ltd
年代:1992
数据来源: WILEY
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5. |
Dynamics of Innovation: Understanding and Influencing Communication Behaviours |
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Creativity and Innovation Management,
Volume 1,
Issue 1,
1992,
Page 33-39
Marián Kubeŝ,
Dagmar Spillerová,
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PDF (617KB)
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摘要:
Studies of communication patterns in technical teams have confirmed the importance of three roles (critic, erudite and idea generator) identified in earlier Russian work. Interpersonal needs and innovation‐adaptation style preferences were also examined. The results demonstrate that the roles are taken up by team members with differing interpersonal needs and innovation‐adaptation biases. The authors suggest that greater attention to such factors will assist in the design and management of more effective scientific teams, and describe an easy‐to‐apply survey‐feedback method for facilitating team learning and de
ISSN:0963-1690
DOI:10.1111/j.1467-8691.1992.tb00019.x
出版商:Blackwell Publishing Ltd
年代:1992
数据来源: WILEY
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6. |
Turning Organizational Culture from Fad into Management Tool* |
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Creativity and Innovation Management,
Volume 1,
Issue 1,
1992,
Page 41-45
Geert Hofstede,
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摘要:
Talking about a company's culture has become a fad. To turn the concept into something of practical managerial use, we need to know how to assess a company's culture in ways that permit realistic proposals for actions with some chance of moving the company in a desired direction. The author has found six dimensions of corporate culture, some of which are consistent with earlier work. He shows how the dimensions can be a framework for introducing and monitoring proposed organizational changes.
ISSN:0963-1690
DOI:10.1111/j.1467-8691.1992.tb00020.x
出版商:Blackwell Publishing Ltd
年代:1992
数据来源: WILEY
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7. |
Entrepreneurial Innovation: Beyond Schumpeter |
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Creativity and Innovation Management,
Volume 1,
Issue 1,
1992,
Page 46-55
Mathew J. Manimala,
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PDF (947KB)
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摘要:
Entrepreneurial innovation is generally understood as product innovation not only by the layman but by entrepreneurs themselves, even though in practice the latter are innovative in several other areas. Researchers and scholars have attempted to capture the essence of the concept of entrepreneurial innovation. In a study of 138 Indian entrepreneurs, the author found that entrepreneurs acquire competitive advantage for their ventures through innovations in other areas also such as finance, personnel, organization structure, culture, R&D management, and government relations. A factor analysis of these different types of innovation brought out four major categories of innovation, namely (i) operations innovation, (ii) market/marketing innovation, (iii) organizational innovation and (iv) boundary management innovation. This broader perspective compares with, and extends a view of innovation originally suggested by Schumpeter.
ISSN:0963-1690
DOI:10.1111/j.1467-8691.1992.tb00021.x
出版商:Blackwell Publishing Ltd
年代:1992
数据来源: WILEY
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8. |
Your Questions Answered |
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Creativity and Innovation Management,
Volume 1,
Issue 1,
1992,
Page -
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PDF (61KB)
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ISSN:0963-1690
DOI:10.1111/j.1467-8691.1992.tb00014.x
出版商:Blackwell Publishing Ltd
年代:1992
数据来源: WILEY
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