The Creative Enterprise

TONY DAVILA is a faculty member at IESE Business School, University of Navarra, and in the Graduate School of Business at Stanford University, where he specializes in performance measurement and control systems for innovation management. He consults to large companies and Silicon Valley startups, and has published in leading journals, including Research Policy and the Harvard Business Review. With Marc J. Epstein and Robert Shelton, he is co-author of Making Innovation Work. MARC J. EPSTEIN is Distinguished Research Professor of Management, Jones Graduate School of Management, Rice University and was recently Visiting Professor and Hansjoerg Wyss Visiting Scholar in Social Enterprise at the Harvard Business School. A specialist in corporate strategy, governance, performance management, and corporate social responsibility, he is the author or co-author of over 100 academic and professional papers and more than a dozen books, including Counting What Counts, Measuring Corporate Environmental Performance, Making Innovation Work (with Tony Davila and Robert Shelton), and Implementing E-Commerce Strategies (Praeger, 2004), and co-editor and contributor to the multi-volume set, The Accountable Corporation (Praeger, 2005). A senior consultant to leading organizations and governments for over 25 years, he currently serves as Editor-in-Chief of the journal Advances in Management Accounting. ROBERT SHELTON is Principal at PRTM Management Consultants. He advises executives in a wide variety of industries and speaks on issues of innovation and business strategy to corporate, government, and university audiences around the world. Previously serving as Managing Director at Navigant Consulting, Vice President and Managing Director with Arthur D. Little, and as Managing Director of the Technology Management Practice at SRI International, his work has been cited in such publications as the Wall Street Journal and CNN Financial News and been broadcast on National Public Radio. With Marc J. Epstein and Antonio Davila, he is co-author of Making Innovation Work.

Introduction
Chapter 1: Why Innovate? The Impact of Innovation on Firm Performance
Chapter 2: A Strategic Framework for Innovation Management
Chapter 3: Incremental Innovation or Radical Innovation? True Relevance, Ownability and Impact
Chapter 4: Toward a Non-linear History of R&D: Examples from American Industry, 1870-1970
Chapter 5: Silicon Valleys Next Act: Creativity, Consumers, and Cross-Disciplinary Innovation Move Toward Center Stage
Chapter 6: The Pipeline from University Laboratory to New Commercial Product: An Organizational Framework Regarding Technology Commercialization in Multidisciplinary Research Centers
Chapter 7: Bringing University Technology to the Private Sector
Chapter 8: Social Innovation
Chapter 9: Introducing Radically New Products and Services
Chapter 10: Turning Creativity into Value Creation: The Growth Path of Startup Firms
Chapter 11: The Promise of Management Control Systems for Innovation and Strategic Change
Index
About the Editors and Contributors
Introduction
Chapter 1: Dialectics of Creativity in Complex Organizations
Chapter 2: Leading for Creativity: An Employee-Manager Dyadic Approach
Chapter 3: 3-D Creativity in Organizations: Discipline, Discipline, Discipline
Chapter 4: Overcoming Creative Blocks
Chapter 5: The Psychology of Creativity
Chapter 6: Creativity, Cognition and Cyborgs: The Extended Mind Hypothesis as an Explanatory Framework for Creativity Research
Chapter 7: The Role of Effective Organizational Culture in Fostering Innovation and Entrepreneurship
Chapter 8: The Social Context of Innovation
Chapter 9: Creative Cognition in the Workplace: An Applied Perspective
Chapter 10: Designing Rewards to Enhance Innovation
Index
About the Editors and Contributors
Introduction
Chapter 1: The Case of Honda Accord Wagon Development: A Knowledge Creation Perspective
Chapter 2: Funding Innovation Through Venture Capital: A Global Perspective
Chapter 3: Drivers and Measures of Innovation Success
Chapter 4: Moving from Creation to Value
Chapter 5: Variations on a Theme: The Reinvention and Renewal of Intellectual Property
Chapter 6: Organizational Design for Corporate Creativity in the Indian Setting
Chapter 7: Managing Global Innovation Projects
Chapter 8: Cash Constraints and Venture Capital Stage Investing in Startup Companies
Chapter 9: Sector-Focused Incubation: A Tool for Promoting Technology Innovation and Commercialization
Chapter 10: Measuring Innovation: A Framework for Action
Chapter 11: Management of Innovation and Product Development Processes
Index
About the Editors and Contributors