Paper to be presented at the DRUID Summer Conference 2007 on APPROPRIABILITY‚ PROXIMITY‚ ROUTINES AND INNOVATION Copenhagen‚ CBS‚ Denmark‚ June 18 - 20‚ 2007 ENTERING A MATURE INDUSTRY THROUGH INNOVATION: APPLE S IPHONE STRATEGY Joel West San José State University joel.west@sjsu.edu *Michael Mace Rubicon Consulting mike@rubiconconsulting.com Abstract: Innovation competencies are valuable in emergent and high-growth phases of the lifetime of a product or industry segment. For mature industries
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Active Learning and Learning Styles: A selected bibliography An Invitation: Readers are encouraged to send details of their own favourite references for adding to the list to me at: mhealey@glos.ac.uk. Thanks. Readers new to the topic may find it helpful to start with the references marked with a *. Angelo‚ T.A. and Cross‚ P.A. 1993. Classroom assessment techniques (San Francisco: Jossey Bass). 2nd Edit. Backx‚ C (2008)*The use of a case study approach to teaching and group work to promote
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Ekonomi och samhälle Economics and Society Skrifter utgivna vid Svenska handelshögskolan Publications of the Hanken School of Economics Nr 243 Seppo Laukkanen Making Sense of Ambidexterity A Process View of the Renewing Effects of Innovation Activities in a Multinational Enterprise Helsinki 2012 < Making Sense of Ambidexterity: A Process View of the Renewing Effects of Innovation Activities in a Multinational Enterprise Key words: innovation‚ ambidexterity‚ entrepreneurship
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Trimester One‚ 2013 Subject Outline CGR3000 Corporate Governance & Regulatory Processes Corporate Governance and Regulation CGR3000 Trimester One 2013 Page 1 COMMONWEALTH OF AUSTRALIA Copyright Regulations 1969 WARNING This material has been reproduced and communicated to you by or on behalf of Kaplan Business School pursuant to Part VB of the Copyright Act 1968 ( Act ). The material in this communication may be subject to copyright under the Act. Any further reproduction or communication
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5 From Idea to Outcome In Chapter 3 we discussed paradigms concerning change: What exactly does the concept of change mean to an individual (which color?)‚ and is this meaning experienced consciously or subconsciously? In Chapter 4 we looked at a method for change: Which main elements seem to be constant irrespective of how people view change? What does a road map for change processes look like? In this chapter we will delve yet a little deeper: What exactly do you‚ as a change agent‚ do in each
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Lessons We Don’t Learn: A Study of the Lessons of Disasters‚ Why We Repeat Them‚ and How We Can Learn Them On February 23‚ 2006‚ in a press conference to release the White House report on lessons learned from Hurricane Katrina‚ Assistant to the President for Homeland Security and Counterterrorism Frances Townsend said “[The president] demanded that we find out the lessons‚ that we learn them and that we fix the problems‚ that we take every action to make sure America is safer‚ stronger and better
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Kurt Lewin and the Planned Approach to Change: A Re-appraisal Bernard Burnes Manchester School of Management The work of Kurt Lewin dominated the theory and practice of change management for over 40 years. However‚ in the past 20 years‚ Lewin’s approach to change‚ particularly the 3-Step model‚ has attracted major criticisms. The key ones are that his work: assumed organizations operate in a stable state; was only suitable for small-scale change projects; ignored organizational power
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Technovation 31 (2011) 586–597 Contents lists available at ScienceDirect Technovation journal homepage: www.elsevier.com/locate/technovation How do large multinational companies implement open innovation? Letizia Mortara n‚ Tim Minshall Centre for Technology Management‚ Institute for Manufacturing‚ University of Cambridge‚ Department of Engineering‚ Alan Reece Building‚ 17 Charles Babbage Road‚ Cambridge CB3 0FS‚ UK a r t i c l e i n f o a b s t r a c t Available online 28 June
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Transylvania University Faculty of Economics and Business Administration ENVIRONMENTAL MANAGEMENT PROJECT Dumitriu Monica Business Administration 1st Year – Group 8801 Coordinating professor:Ruxandra Albu 2011 COPSA MICA AREA AND HEAVY METALS POLLUTION ABSTRACT The reason for chosing to study Copsa Mica area is because this area is very close to my home town Medias‚ and Copsa Mica‚ alongside Baia Mare and Zlatna are known as the representative areas for nonferrous metallurgy
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Strategic Management Journal Strat. Mgmt. J.‚ 21: 1105–1121 (2000) DYNAMIC CAPABILITIES: WHAT ARE THEY? KATHLEEN M. EISENHARDT* and JEFFREY A. MARTIN Department of Management Science and Engineering‚ Stanford University‚ Stanford‚ California‚ U.S.A. This paper focuses on dynamic capabilities and‚ more generally‚ the resource-based view of the firm. We argue that dynamic capabilities are a set of specific and identifiable processes such as product development‚ strategic decision making‚ and
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