000 | 04086nam a22005175i 4500 | ||
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001 | 978-1-4614-3131-2 | ||
003 | DE-He213 | ||
005 | 20140220083246.0 | ||
007 | cr nn 008mamaa | ||
008 | 130607s2012 xxu| s |||| 0|eng d | ||
020 |
_a9781461431312 _9978-1-4614-3131-2 |
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024 | 7 |
_a10.1007/978-1-4614-3131-2 _2doi |
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050 | 4 | _aQC1-QC999 | |
072 | 7 |
_aPHU _2bicssc |
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072 | 7 |
_aPBKD _2bicssc |
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072 | 7 |
_aSCI064000 _2bisacsh |
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082 | 0 | 4 |
_a621 _223 |
100 | 1 |
_aAnderson Jr., Edward G. _eauthor. |
|
245 | 1 | 4 |
_aThe Innovation Butterfly _h[electronic resource] : _bManaging Emergent Opportunities and Risks During Distributed Innovation / _cby Edward G. Anderson Jr., Nitin R. Joglekar. |
264 | 1 |
_aNew York, NY : _bSpringer New York : _bImprint: Springer, _c2012. |
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300 |
_aXI, 173 p. 36 illus. _bonline resource. |
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336 |
_atext _btxt _2rdacontent |
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337 |
_acomputer _bc _2rdamedia |
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338 |
_aonline resource _bcr _2rdacarrier |
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347 |
_atext file _bPDF _2rda |
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490 | 1 |
_aUnderstanding Complex Systems, _x1860-0832 |
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505 | 0 | _aIntroduction -- Section I: Understanding the Emergent Behaviour -- Section II: managing Emergent Behaviour -- Section III: Innovation Leader's new Work. | |
520 | _aProduct and service innovations are the result of mutually interacting creative and coordination tasks within a system that has to balance technical decisions, marketplace taste, personnel management, and stakeholder commitment. The constituent elements of such systems are often scattered across multiple firms and across the globe and constitute a complex system consisting of many interacting parts. In the spirit of the "butterfly effect", metaphorically describing the sensitivity to initials conditions of chaotic systems, this book builds an argument that "innovation butterflies" can, in the short term, take up significant amounts of effort and sap efficiencies within individual innovation projects. Such "innovation butterflies" can be prompted by external forces such as government legislation or unexpected spikes in the price of basic goods (such as oil), unexpected shifts in market tastes, or from a company manager’s decisions or those of its competitors. Even the smallest change, the smallest disruption, to this system can steer a firm down an unpredictable and irreversibly different path in terms of technology and market evolution. In the long term, they can shift the balance of the entire innovation portfolio into unplanned directions. More importantly, we describe how innovation leaders can influence the emergent behavior of the system for good or ill. The first half of the book draws parallels from physics, economics, and sociology as well as evidence from multiple industries to describe the structural and behavioral causes of emergent phenomena in innovation settings as well as their often negative impacts. In the second half of the book, we turn to distributed management of innovation under emergence. We show that innovation butterflies, if improperly managed, most often lead to negative outcomes. On the other hand, it is also argued that while the complexity of the innovation system and the desire to experiment and try new and emergent alternatives precludes precise planning, innovation leaders can actually tame innovation butterflies through the design and implementation of appropriate processes, strategies, tools and leadership choices. | ||
650 | 0 | _aPhysics. | |
650 | 0 | _aEngineering. | |
650 | 0 | _aEconomics. | |
650 | 0 | _aOperations research. | |
650 | 1 | 4 | _aPhysics. |
650 | 2 | 4 | _aComplex Networks. |
650 | 2 | 4 | _aComplexity. |
650 | 2 | 4 | _aOperation Research/Decision Theory. |
650 | 2 | 4 | _aR & D/Technology Policy. |
700 | 1 |
_aJoglekar, Nitin R. _eauthor. |
|
710 | 2 | _aSpringerLink (Online service) | |
773 | 0 | _tSpringer eBooks | |
776 | 0 | 8 |
_iPrinted edition: _z9781461431305 |
830 | 0 |
_aUnderstanding Complex Systems, _x1860-0832 |
|
856 | 4 | 0 | _uhttp://dx.doi.org/10.1007/978-1-4614-3131-2 |
912 | _aZDB-2-PHA | ||
999 |
_c101309 _d101309 |