A Process Model of Internal Corporate Venturing in the Diversified Major Firm

Burgelman, Robert A.

doi:10.2307/2392619

Cited by 1,750 publications

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“…Top management does not so much ''control or direct'' the innovation process, as provide resources and opportunities for exploration and experimentation (Nonaka and Nishiguchi 2001;Westley 1990). There is a key role here for intermediaries, or knowledge brokers, at the middle management level, who are able to question the strategic context to understand why and where a firm wishes to move, frame that for those working on the front lines, identify promising innovations, and sell these to the strategic apex (Nonaka and Takeuchi 1995;Burgelman 1983). This is sometimes called management up-down or ''sandwiched'' innovation (Lane et al 2009).…”

Section: Tipping Toward Sustainability: Understanding and Supportingmentioning

confidence: 99%

Tipping Toward Sustainability: Emerging Pathways of Transformation

Westley

Olsson

Folke

et al. 2011

AMBIO

766

476

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This article explores the links between agency, institutions, and innovation in navigating shifts and largescale transformations toward global sustainability. Our central question is whether social and technical innovations can reverse the trends that are challenging critical thresholds and creating tipping points in the earth system, and if not, what conditions are necessary to escape the current lock-in. Large-scale transformations in information technology, nano-and biotechnology, and new energy systems have the potential to significantly improve our lives; but if, in framing them, our globalized society fails to consider the capacity of the biosphere, there is a risk that unsustainable development pathways may be reinforced. Current institutional arrangements, including the lack of incentives for the private sector to innovate for sustainability, and the lags inherent in the path dependent nature of innovation, contribute to lock-in, as does our incapacity to easily grasp the interactions implicit in complex problems, referred to here as the ingenuity gap. Nonetheless, promising social and technical innovations with potential to change unsustainable trajectories need to be nurtured and connected to broad institutional resources and responses. In parallel, institutional entrepreneurs can work to reduce the resilience of dominant institutional systems and position viable shadow alternatives and niche regimes.

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Section: Tipping Toward Sustainability: Understanding and Supportingmentioning

confidence: 99%

Tipping Toward Sustainability: Emerging Pathways of Transformation

Westley

Olsson

Folke

et al. 2011

AMBIO

766

476

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“…Many definitions of technology abound in the literature. For example, Burgelman (1983) defines it as a production process, a key competitive factor, an applied science, a specific process, a core competence, a dynamic capability, knowhow, and improved quality of life. It is the current state of humanity's knowledge of how to combine resources to produce the desired result, solve problems, fulfill needs, and satisfy wants.…”

Section: Introductionmentioning

confidence: 99%

System Thinking in Managing Technological Innovation Systems in Manufacturing Companies

2013

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This paper discusses models for managing Technological Innovation System (TIS) in a manufacturing setting. It reviews the existing six models for managing TIS: Technology Push, Market Pull, Coupling Innovation Process (CIP), Functional Integration Innovation Process (FIIP), System Integration and Networking Innovation Process, and System of Innovation models. Major drawbacks of the model for managing TIS in manufacturing settings were identified. System thinking approach was then proposed as a suitable alternative for addressing these drawbacks. The basic principle of system dynamics on which system thinking is hinged is used to explain the proposed model. However, understanding and using this model are premised on the availability of knowledge and skills in computer modeling and simulation software (e.g., Ithink, Vensim, and Powersim). Key words: Nigeria, technology, innovation, Technological Innovation System model, manufacturing, simulation, system dynamics, system thinking. PovzetekČlanek obravnava modele za upravljanje tehnološkega informacijskega sistema (TIS) v kontekstu proizvodnje. Preučuje šest obstoječih modelov za upravljanje tehnoloških informacijskih sistemov, t.j. tehnološko vzpodbujene inovacije, tržno vzpodbujene inovacije, proces združevanja za inovacijo, funkcijska vključitev v proces inovacije (FIIP), sistemska vključitev in mrežni proces, model sistemskega inoviranja. Članek identificira glavne pomanjkljivosti modela za upravljanje tehnološkega informacijskega sistema v kontekstu proizvodnje. Kot ustrezno alternativo reševanja teh pomanjkljivosti predlaga pristop sistemskega razmišljanja. Za razlago predlaganega modela je uporabljen osnovni princip sistemske dinamike, na katerem temelji sistemsko razmišljanje. Vendar pa razumevanje in uporaba tega modela temelji na dostopnosti znanja in spretnosti za uporabo programske opreme za modeliranje in simulacije, kot so med drugim Ithink, Vensim in Powersim.

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“…Alguns autores abordaram a importância dos gestores de nível médio para a implementação da estratégia (Burgelman, 1983;Burgelman,1988;O'Reilly;Caldwell;Chatman;Lapiz, e Self, 2010;Alamsjah, 2011). O'Reilly et al (2010) reconhece que, para um líder sênior afetar o desempenho organizacional, é necessário que os gerentes e funcionários de níveis inferiores também apoiem a nova estratégia.…”

Section: Atuação Dos Lideres (Formais)unclassified

“…Para implementar uma nova iniciativa estratégica, os líderes em níveis subordinados devem reforçá-la; ou seja, eles devem alocar recursos para isso, lidar efetivamente com a resistência a ela, e convencer os funcionários de que a nova iniciativa é importante e é de interesse dos empregados sustenta-la (O'Reilly et al, 2010). Os gerentes de nível médio possuem um papel crucial no apoio a iniciativas de níveis operacionais, combinando estas iniciativas com os pontos fortes das empresas e no desenvolvimento de novas estratégias (Burgelman, 1983;Burgelman, 1988). O envolvimento do gerente de nível médio pode reduzir a inércia organizacional, antecipar o comportamento político no processo de estratégia e remover limitações de decisão enfrentadas pela empresa (Collier;Fishwick e Floyd, 2004).…”

Section: Atuação Dos Lideres (Formais)unclassified

“…Não tem como, na minha opinião, você não ter um líder para que haja a execução.‖ Apenas a escolha da estratégia não garante sucesso à organização, ela precisa ser executada (Alexander, 1985;Noble, 1999;Bossidy e Charan, 2002;Hrebiniak, 2006a;Hrebiniak, 2006b). Os administradores costumam ser treinados para planejar, não para executar (Hrebiniak, 2006a) Obviamente o perfil executivo é específico, implementar é muito natural.‖ Considerando-se a atuação dos líderes (formais), os gerentes de nível médio possuem um papel crucial no apoio a iniciativas de níveis operacionais, combinando-as com os pontos fortes das empresas para o desenvolvimento de novas estratégias (Burgelman, 1983;Burgelman, 1988 …”

Section: Atuação Dos Líderesunclassified

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Execução Da Estratégia: Proposta De Um Modelo

ESTEVES¹

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Esteves, Felipe de Sousa; Carneiro, Jorge Manoel Teixeira (Advisor). Strategy Execution: A Model Proposal. Rio de Janeiro, 2015. 114p. MSc. Dissertation -Departamento de Administração, Pontifícia Universidade Católica do Rio de Janeiro.The ability of a company to survive and thrive depends mainly on the selection and execution of its strategy. However, there are few scientific studies related to the topic of strategy execution. The academic literature on how to conceptualize and measure the "strategy execution" construct is scarce. Most of the material published about the construct comes from consulting studies or practitioner-works. However, in order to develop theory about the antecedents and the consequences of this construct it is to have a sound conceptual delimitation and a set of validated operational measures. In this study, the domain map of the "strategy execution" construct is thoroughly investigated and two models are

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A Process Model of Internal Corporate Venturing in the Diversified Major Firm

Cited by 1,750 publications

References 0 publications

Tipping Toward Sustainability: Emerging Pathways of Transformation

Tipping Toward Sustainability: Emerging Pathways of Transformation

System Thinking in Managing Technological Innovation Systems in Manufacturing Companies

Execução Da Estratégia: Proposta De Um Modelo

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