Redefining Innovation Management: the Distributed Innovation System

Georges Haour

Chapter Chapter 5 in Resolving the Innovation Paradox, 2004, pp 67-88 from Palgrave Macmillan

Abstract: Abstract During the last fifteen years, companies have extensively restructured their operations. They have bought and sold business segments to rearrange their portfolio of activities, the rationale being to concentrate resources on those activities in which they considered they had the best chances of winning in the competitive race. Firms have therefore drastically redefined their business perimeter. In some cases, this redefinition has been so radical that it has meant a metamorphosis of the business activities of the firm. In these relatively rare cases, the firm has voluntarily engaged in a relentless transformation of the nature of its business. Examples such as Danone, Nokia and Samsung will be described.

Keywords: Intellectual Property; Parent Company; Business Plan; Innovation Project; Intellectual Property Right (search for similar items in EconPapers)
Date: 2004
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-51055-5_5

Ordering information: This item can be ordered from
http://www.palgrave.com/9780230510555

DOI: 10.1057/9780230510555_5

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().