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001 on1081304383
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005 20240523125541.0
006 m o d
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008 190109s2019 nju ob 001 0 eng d
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019 _a1175631453
020 _a9781119579106
_q(electronic book)
020 _a1119579104
_q(electronic book)
020 _a9781119579045
_q(electronic book)
020 _a111957904X
_q(electronic book)
020 _a1786303248
_q(Trade Cloth)
020 _a9781786303240
020 _z9781786303240
024 3 _a9781786303240
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035 _a(OCoLC)1081304383
_z(OCoLC)1175631453
037 _b00028608
050 4 _aHD62.5
_b.L38 2019
072 7 _aBUS
_x082000
_2bisacsh
072 7 _aBUS
_x041000
_2bisacsh
072 7 _aBUS
_x042000
_2bisacsh
072 7 _aBUS
_x085000
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082 0 4 _a658.11
_223
049 _aMAIN
100 1 _aLatouche, Pascal,
_eauthor.
245 1 0 _aOpen Innovation :
_bCorporate Incubator /
_cPascal Latouche.
264 1 _aLondon, UK :
_bWiley-ISTE ;
_aHoboken, NJ :
_bJohn Wiley and Sons, Inc.,
_c2019.
300 _a1 online resource
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
490 1 _aInnovation and technology set ;
_vvolume 7
504 _aIncludes bibliographical references and index.
520 _aThe corporate start-up incubator is currently developing in large companies as an essential approach to open innovation. It faces a global system involving varied contexts, issues and actors. Its implementation is an art and to succeed the corporate incubator must become a real "interaction architect". Using testimonials and real case studies, the author takes a dive into the structural and social mysteries of corporate incubators. By analyzing the complex mechanisms of interactions, this book decrypts and reveals the keys to the success of these devices and to opening innovation in a broad sense. The concept of an "interaction architect" is related to the art of building fruitful interactions within human systems. Being aware that social systems exist is good, but knowing how to manage them is better
588 0 _aOnline resource; title from digital title page (viewed on April 22, 2019).
505 0 _aChapter 1. Innovation: a story without an end -- Chapter 2. Incubators and other accelerators: the joys of diversity? -- Chapter 3. The architects of interactions: the four strategic access points -- Chapter 4. Topography: the characteristics of a structure -- Chapter 5. Adaptation in situ: levers for manipulation -- Chapter 6. When practice becomes the model to follow: the adoption of CI -- Chapter 7. CI example A: the "boss's thing" -- Chapter 8. CI example B: money doesn't make you happy -- Chapter 9. CI example C: reducing the wide gap -- Chapter 10. CI example D: "two-pillar" centralism -- Chapter 11. CI example E: the art of pivot.
590 _aJohn Wiley and Sons
_bWiley Online Library: Complete oBooks
650 0 _aNew business enterprises
_xManagement.
650 0 _aBusiness networks
_xManagement.
650 0 _aBusiness enterprises
_xTechnological innovations.
650 6 _aNouvelles entreprises
_xGestion.
650 6 _aR�eseaux d'affaires
_xGestion.
650 6 _aEntreprises
_xInnovations.
650 7 _aBUSINESS & ECONOMICS
_xIndustrial Management.
_2bisacsh
650 7 _aBUSINESS & ECONOMICS
_xManagement.
_2bisacsh
650 7 _aBUSINESS & ECONOMICS
_xManagement Science.
_2bisacsh
650 7 _aBUSINESS & ECONOMICS
_xOrganizational Behavior.
_2bisacsh
650 7 _aBusiness enterprises
_xTechnological innovations
_2fast
650 7 _aBusiness networks
_xManagement
_2fast
650 7 _aNew business enterprises
_xManagement
_2fast
830 0 _aInnovation, entrepreneurship, management series.
_pInnovation and technology set ;
_vv. 7.
856 4 0 _uhttps://onlinelibrary.wiley.com/doi/book/10.1002/9781119579045
938 _aAskews and Holts Library Services
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