Implications Beyond Silicon Valley

Annika Steiber and Sverker Alänge
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Annika Steiber: Institute for Management of Innovation and Technology (IMIT)
Sverker Alänge: Chalmers University of Technology

Chapter 10 in The Silicon Valley Model, 2016, pp 157-171 from Springer

Abstract: Abstract This chapter closes this book by investigating the applicability of the Silicon Valley Model to firms in industries outside the IT/Internet sectors, located in other parts of the world. We see that individual elements of the Model are in fact widely used elsewhere: Many companies have an inspiring and socially significant vision or mission, a strong investment in hiring and supporting creative people, a commitment to being ambidextrous, etc. It is not so common as yet, however, to see the entire Silicon Valley Model used as a comprehensive “management system” with all of the interlinked elements working together. One approach for introducing the entire model may be to use it first in dedicated innovation units within a big firm; examples of this approach are given and issues are discussed. The chapter (and the book) ends by reiterating the advantages of the Silicon Valley Model. It appears to be a management model extremely well suited to an era when every industry and location is experiencing waves of profound and rapid change—just as the industries in Silicon Valley have done for decades.

Keywords: Open Innovation; Dynamic Capability; Case Company; Clear Performance; Innovation Unit (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-319-24921-6_10

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DOI: 10.1007/978-3-319-24921-6_10

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