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LEADER 00000cam a2200565Ma 4500
003 OCoLC
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006 m u
007 cr cn ||| |
008 150903s2013 xx o ||| 0 eng d
019 1202545306|a1240516922
020 |q(MIT54315)
024 8 53863MIT54315
035 (OCoLC)1159654933|z(OCoLC)1202545306|z(OCoLC)1240516922
040 UKBTH|beng|cUKBTH|dOCLCO|dOCLCF|dVT2|dOCLCO|dOCLCQ|dOCLCO
|dOCLCL
049 INap
099 eBook O'Reilly for Public Libraries
100 1 Prabhu, Jaideep,|eauthor.
245 10 How Innovative Is Your Company's Culture?|h[electronic
resource] /|cPrabhu, Jaideep.|h[O'Reilly electronic
resource]
250 1st edition.
264 1 |bMIT Sloan Management Review,|c2013.
300 1 online resource (9 p.)
336 text|btxt|2rdacontent
337 computer|bc|2rdamedia
338 online resource|bcr|2rdacarrier
347 text file
365 |b6.50
520 Everyone wants an innovative corporate culture, but how do
you develop one? Prior research has suggested that the
degree to which a company is innovative depends much less
on capital, geography or sector than on the company's
culture. The authors of this article say that the ability
of a culture to support innovation depends on six key
building blocks. They developed an assessment tool based
on these building blocks, which can be used by managers to
help make their culture more conducive to innovation. The
authors say the six basic building blocks of an innovative
corporate culture are values, behaviors, climate,
resources, processes and success. Values drive priorities
and decisions, which are reflected in how a company spends
its time and money. Behaviors involve how people act in
the cause of innovation. Climate is the tenor of workplace
life. An innovative climate cultivates enthusiasm,
challenges people to take risks within a safe environment,
fosters learning and encourages independent thinking.
Resources are comprised of three main factors: people,
systems and projects. Of these, people -- especially
"innovation champions" -- are the most critical, because
they have a powerful impact on the company's values and
climate. Processes are the routes innovations follow as
they are developed. Finally, the internal and external
success of an innovation drives many actions and decisions
that may have an impact on the next one: who will be
rewarded, which people will be hired and which projects
will get the green light. After exploring this framework,
the authors offer examples of companies that exemplify
each quality. They also include a 54-element test they
developed to enable managers to assess a company's
"Innovation Quotient." Over the past three years, more
than 1,000 employees in 15 companies around the world have
taken this assessment. The authors give examples of
companies that have implemented changes to make their
culture more innovative based on what they learned from
the survey, and a case study outlines the experience of a
Latin American company with the assessment tool.
542 |fCopyright © 2013 MIT Sloan Management Review|g2013
550 Made available through: Safari, an O'Reilly Media Company.
590 O'Reilly|bO'Reilly Online Learning: Academic/Public
Library Edition
650 0 Creative ability in business.
650 0 Creative thinking.
650 0 Technological innovations.
650 0 New products.
650 6 Créativité dans les affaires.
650 6 Innovations.
650 7 Creative ability in business|2fast
650 7 Creative thinking|2fast
650 7 New products|2fast
650 7 Technological innovations|2fast
700 1 Tellis, Gerard,|eauthor.
700 1 Dodgson, Mark,|eauthor.
700 1 Danneels, Erwin,|eauthor.
700 1 Scharmer, Claus Otto,|d1961-|eauthor.|1https://id.oclc.org
/worldcat/entity/E39PBJhmFVFHkhqdd93k8Hc9Dq
700 1 Weintraub, Joseph,|eauthor.|0(uri) http://id.loc.gov/
authorities/names/no2005024489|0(uri) http://viaf.org/viaf
/sourceID/LC%7cno2005024489
700 1 Rao, Jay,|eauthor.|0(uri) http://id.loc.gov/authorities/
names/ns2017001281|0(uri) http://viaf.org/viaf/sourceID/
LC%7cns2017001281
710 2 Safari, an O'Reilly Media Company.
856 40 |uhttps://ezproxy.naperville-lib.org/login?url=https://
learning.oreilly.com/library/view/~/53863MIT54315/?ar
|zAvailable on O'Reilly for Public Libraries
994 92|bJFN