دانلود کتاب Open Innovation: Corporate Incubator

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Content: Cover
Half-Title Page
Dedication
Title Page
Copyright Page
Contents
Acknowledgments
Preface
Introduction
The mysteries of CI
Manager and researcher… and why not?
Peers in CI
CI is a rehash of OI
The problem to be solved
Pragmatic markers
Institutional work
Translation
Adaptation
Essential points
Structure of the book
1. Innovation: a Story Without an End
1.1. The concept of managerial innovation (MI)
1.1.1. Evolution up until the 1990s
1.1.2. The 2000s: democratization of the concept
1.1.3. The characteristics of MI
1.2. MI in the company
1.2.1. The Oslo Manual 1.2.2. The results of the CIS 2010 survey1.2.3. Various illustrations
1.3. Open innovation (OI)
1.3.1. Research directions on OI
1.3.2. New research perspectives on OI
1.3.3. Characteristics of OI
1.3.4. OI in the firm
1.4. Conclusion
2. Incubators and Other Accelerators: the Joys of Diversity?
2.1. Definition(s) and form(s) of incubators
2.1.1. Definition(s) of incubation
2.1.2. The different forms of incubation
2.1.3. The diversity of forms of incubation in France
2.1.4. The \"accelerator/incubator\" subtlety
2.2. Large groups/start-ups: motivation under pressure! 2.2.1. An omnipresent political world2.2.2. The context of large groups
2.2.3. The context of start-ups
2.3. The entrepreneurial policy of large groups
2.3.1. Distrust is necessary
2.3.2. A marriage of challenges
2.3.3. Good heart against bad fortune, or the marriage of convenience!
2.4. No research on corporate incubation
2.4.1. No direct research on CI
2.4.2. The emergence of a perspective
2.5. Conclusion
3. The Architects of Interactions: the Four Strategic Access Points
3.1. The problematization of the CI
3.2. The work of \"managerial curation\"
3.3. The work of \"motivation\" 3.4. The work of \"building identity networks\"3.5. The work of \"changing normative associations\"
3.6. Grid of strategic access points, in summary
4. Topography: the Characteristics of a Structure
4.1. The characteristics of a structure
4.2. Relative advantages
4.3. Complexity
4.3.1. Irrational complexities
4.3.2. Rational complexities
4.3.3. The assessment
4.4. Ambiguity
4.5. Conclusion
5. Adaptation in situ: Levers for Manipulation
5.1. The role of adaptation
5.2. Hard facts and soft facts
5.2.1. Hard facts of the CI
5.2.2. Soft facts of the CI
5.3. \"FCE-influencers\" 5.4. \"FCE-products\"5.5. Conclusion
6. When Practice Becomes the Model to Follow: the Adoption of CI
6.1. The company microcosm: a determining role in the stage of problematization
6.2. Institutional work: a group of systems and practices
6.3. Translation, a driver for institutional work
6.4. Adaptation or translation in situ
6.5. Conceptual links
6.6. The institutional adoption pyramid
7. CI Example A: the \"Boss\'s Thing\"
7.1. Corporate context of CI A
7.2. CI A players
7.3. The structure of CI A
7.4. The tasks and operations of CI A
7.5. The tools of CI A
7.6. Overview of CI A