(Please note, Readings appear in language of original
text/Prière de noter que les Lectures sont dans la langue du texte d'origine)
Provided by: Management Resource Centre, CCMD /Centre de ressources
en gestion, CCG
Chesbrough, Henry W; Teece, David J. When is virtual virtuous?
Organizing for innovation. Harvard Business, Review, Vol: 74, Iss: 1, Date: Jan/Feb 1996,
p: 65-71+.
Abstract: The notion of the virtual corporation has been
significantly overestimated. It isimperative to understand the type of innovation that is
being used. In some instances, joint ventures, partnerships and outsourcing can be used.
But in other cases, they can be detrimental to an organization's competitive strategy. A
model is presented to help managers understand how to
innovate by going virtual, when alliances should be formed, and when
internal development is the best option. Cases are used to match strategy to the type of
innovation being sought.
Fairtlough, Gerard. Organizing for innovation: Compartments,
competences and networks. Long Range Planning, Vol: 27, Iss: 3, Date: Jun 1994, p: 88-97.
Abstract: The second half of the 1990s will usher in a new
industrial paradigm and will mark a turning point in organizational thinking. Planning for
innovation helps to prepare organizations for this coming change and ensures that they
will have in place the flexibility and creativity to take advantage of the new paradigm.
Innovative thinking can be encouraged through the use of
networks of innovation and by formulating and making widely known
relevant sets of concepts which lead to innovation. Two concept-sets are: 1) the notion of
organizational competencies and professional competencies, and 2) compartmentalized
concepts consisting of a group of a few hundred people with the appropriate boundaries and
internal communication.
Fobes, Richard. Creative problem solving: A way to forecast and create a better future.
Futurist, Vol: 30, Iss: 1, Date: Jan/Feb 1996, p: 19-22.
Abstract: Creativity can solve real problems.
Problem solving techniques used in business can be used to solve personal problems as
well. Creativity is greatly enhanced when it is successfully used with judgemental
thinking. Refining ideas is also important in problem solving. Ideas when first generated
must be repackaged in order to be useful.
Higgins, James M. Innovation: The core competence. Planning
Review, Vol: 23, Iss: 6, Date: Nov/Dec 1995, p: 32-35.
Abstract: An individual, a group, an organization is given
something new through the process of innovation. Through creativity, an individual or an
organization is able to generate profits and success. The core competence of innovation is
achieved through the Equation: C + OC = I. That is, Innovation equals Creativity in the
right Organizational Culture. The Innovation Quotient
Inventory is comprised of the 49 characteristics of innovative
organizations including 7 of McKinsey's 7 Ss.
