Bibliographic record and links to related information available from the Library of Congress catalog.
Note: Contents data are machine generated based on pre-publication provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.
Table of Contents Preface Acknowledgments Introduction Chapter 1 Why Innovation Needs a Different Kind of Execution Chapter 2 Why Organizations, Like Elephants, Never Forget Case: Corning Microarray Technologies Chapter 3 Slaying the Elephant Chapter 4 Why Tensions Rise when New Borrows from Established Case: New York Times Digital Chapter 5 Turning Tension into a Productive Force Chapter 6 Why Learning from Experience Is an Unnatural Act Chapter 7 How Being Bold, Competitive, or Demanding Can Inhibit Learning Case: Hasbro Interactive Chapter 8 How Being Reasonable, Inspiring, or Diligent Can Block Learning Just as Easily Case: Capston-White Chapter 9 Finding Gold with Theory-Focused Planning Chapter 10 Ten Rules for Strategic Innovators Case: Analog Devices
Library of Congress Subject Headings for this publication:
New business enterprises -- Management.
Creativity in business.
New business enterprises -- United States -- Case studies.