TITLE

Fostering Innovation

AUTHOR(S)
Padgaonkar, Abhay
PUB. DATE
May 2007
SOURCE
Leadership Excellence Essentials;May2007, Vol. 24 Issue 5, p15
SOURCE TYPE
Periodical
DOC. TYPE
Article
ABSTRACT
The article focuses on making mistakes in innovation. It is said that innovation fosters fearlessness and leaders must eliminate fear by accepting that experimentation will result to errors and mistakes are learning experiences. It is stated that executives need to make deliberate mistakes when the potential gain outweighs the cost, the same decision is made repeatedly, the competitive environment has changed or when there are various solutions to a complex problem.
ACCESSION #
25310785

 

Related Articles

  • Innovation: The Classic Traps;.  // Research Technology Management;May/Jun2007, Vol. 50 Issue 3, p72 

    The article discusses the study "Innovation: The Classic Traps," by Rosabeth Moss Kanter published in the "Harvard Business Review." The author observes that as innovation periodically resurfaces in the consciousness of corporate executives, they repeat the mistakes they made the last time. She...

  • How does the second-order learning process moderate the relationship between innovation inputs and outputs of large Korean firms? Kim, Hyojung; Park, Namgyoo; Lee, Jeonghwan // Asia Pacific Journal of Management;Mar2014, Vol. 31 Issue 1, p69 

    We investigate how the second-order learning process moderates the relationship between innovation performance and two types of knowledge seeking behavior, namely exploration and exploitation. We reinvestigate the second-order learning process of the top 100 Korean firms from 1997 to 2007 by...

  • Administrative Managers�who are we? Osuch, Doreen // Manager: British Journal of Administrative Management;May/Jun2002, Issue 31, p10 

    Focuses on the management challenges faced by managers and senior administrators in the 21st century in Great Britain. Role of administrative officers; Impact of technological developments on organizations; Contributions of administrative managers to organizations learning.

  • 'The charity sector could think about more than money.'. Hudson, Sophie // Third Sector;2/14/2012, Issue 694, p7 

    The article presents the views of Kurt Hoffman, chief executive of the Institute For Philanthropy, on innovation in Great Britain, as of February 14, 2012. He shares his excitement over the emergence of innovation in Great Britain, such as social impact bonds and early intervention programmes....

  • A Platform for Innovation.  // Reflections;2004, Vol. 5 Issue 6, p1 

    Even in a company that trades in the development of new ideas, executives cannot compel innovative thinking. The author says in his experience, traditional management practices— reporting structures, goals, and incentives— do little to support most knowledge work. However, as a...

  • Reválidas, estándares comunes y diversidad personal. PÉREZ GÓMEZ, ÁNGEL I. // Cuadernos de Pedagogía;may2014, Issue 445, p8 

    No abstract available.

  • Research on the Effect of Benchmark Learning to the Advanced Manufacturing Technology Implementation Success. Leng Kaijun; Chen Xiangjun // Information Technology Journal;2013, Vol. 12 Issue 23, p7859 

    This study tried to develop a theoretical model to explore the mediating effect of organizational culture and knowledge sharing on benchmark learning and Advanced Manufacturing Technology (AMT) implementation success. For analyzing both the measurement and structural models of this study, the...

  • Kristin Russell's 5 Cs to Success. Pittman, Elaine // Public CIO;Summer2013, Vol. 11 Issue 3, p13 

    The article explains the advice of the state of Colorado's chief information officer (CIO) Kristin Russell on how to succeed in the areas of technology and innovation in the public sector. One is to have an open mind and look for chances to learn. Another is to avoid being afraid of making...

  • Chasing out the fear. Williams, Peter // e.learning age;Jul/Aug2011, p1 

    The author reflects on the emergence of technology-based learning and recommends that the learning and development (L&D) department of organizations must not resist the changes, eliminate the fear and be expectant of the future.

Share

Read the Article

Courtesy of VIRGINIA BEACH PUBLIC LIBRARY AND SYSTEM

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics