FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W2099495636> ?p ?o ?g. }

• W2099495636 abstract "Leaders must commit to bringing the into true partnership with the innovation process, and to fighting the correct battle over the worth of science and technology. The year was 1876; the place, Menlo Park, New Jersey; the event, the formation of Edison's commercial laboratory; the outcome, planned innovation. It had never been done before. The year was 1900; the place, Schenectady, New York; the event, the formation of General Electric's new corporate RD the outcome, making planned innovation a vital component of the structure of a large business enterprise. It had never been done before. That last event has just marked its 100th anniversary. We in the corporate world of planned innovation, however, have not really made too much progress since that time. Why? Other forces have been at work. During the first half of the century, the forces of role differentiation and specialization were having a deleterious long-term effect on the innovation process, primarily by creating the expectation that innovation was the specialized role of the scientist/engineer. Too bad, because that really slowed things down. Basically, people in an organization have three roles: they operate the process, they control the process, and they improve the process. During the 1920s and 1930s, these roles were differentiated to the point where the operated the process, the manager controlled the process, and the technical specialist improved the process. (Although that's an obvious overstatement, it's not too far off.) An organization, to be truly innovative, must fundamentally enlist all of its members in applying the creative process. Over the past 50 years, many firms have made significant progress in integrating the worker into the process control role, and some have made marginal progress in integrating the worker into the process of innovation. But we still have a long way to go. I firmly believe that the scientist/engineer will actually make a superior contribution to innovation when the entire fabric of the organization is geared to finding creative solutions to product and process improvement. To the extent that the scientist/engineer is viewed as owning the innovation process (particularly if that is their self image), the system loses capability. Misguided Warfare Another force began operating during the last half of the 20th century: the role of industrial R&D became the object of a misguided war in the United States, almost a technological Theory X versus Theory Y. It was a war of the glory years versus the blood bath years. From the late 1940s until, by my count, about 1963, science was in. Management couldn't wait to support it, but management also did not manage it. (Don't intervene in the innovation process-that will stifle creativity!) So, they built lots of little universities on the tops of hills and stood at the bottom waiting for the innovations to roll down. Obviously, they were disappointed. Most of us know why, but in their frustration, management bashed the heck out of the culprit. In 1963, President John Kennedy became convinced that America could put a man on the moon and bring him back by the end of the decade. …" @default.
• W2099495636 created "2016-06-24" @default.
• W2099495636 creator A5063427830 @default.
• W2099495636 date "2000-05-01" @default.
• W2099495636 modified "2023-09-22" @default.
• W2099495636 title "Integrate Technical, Commercial and Interpersonal Competence Across the Entire Enterprise" @default.
• W2099495636 doi "https://doi.org/10.1080/08956308.2000.11671351" @default.
• W2099495636 hasPublicationYear "2000" @default.
• W2099495636 type Work @default.
• W2099495636 sameAs 2099495636 @default.
• W2099495636 citedByCount "0" @default.
• W2099495636 crossrefType "journal-article" @default.
• W2099495636 hasAuthorship W2099495636A5063427830 @default.
• W2099495636 hasConcept C100521375 @default.
• W2099495636 hasConcept C10138342 @default.
• W2099495636 hasConcept C111919701 @default.
• W2099495636 hasConcept C121332964 @default.
• W2099495636 hasConcept C144133560 @default.
• W2099495636 hasConcept C153180980 @default.
• W2099495636 hasConcept C162324750 @default.
• W2099495636 hasConcept C166957645 @default.
• W2099495636 hasConcept C17744445 @default.
• W2099495636 hasConcept C187736073 @default.
• W2099495636 hasConcept C2778627824 @default.
• W2099495636 hasConcept C2779662365 @default.
• W2099495636 hasConcept C39549134 @default.
• W2099495636 hasConcept C41008148 @default.
• W2099495636 hasConcept C62520636 @default.
• W2099495636 hasConcept C71750763 @default.
• W2099495636 hasConcept C77088390 @default.
• W2099495636 hasConcept C95457728 @default.
• W2099495636 hasConcept C98045186 @default.
• W2099495636 hasConceptScore W2099495636C100521375 @default.
• W2099495636 hasConceptScore W2099495636C10138342 @default.
• W2099495636 hasConceptScore W2099495636C111919701 @default.
• W2099495636 hasConceptScore W2099495636C121332964 @default.
• W2099495636 hasConceptScore W2099495636C144133560 @default.
• W2099495636 hasConceptScore W2099495636C153180980 @default.
• W2099495636 hasConceptScore W2099495636C162324750 @default.
• W2099495636 hasConceptScore W2099495636C166957645 @default.
• W2099495636 hasConceptScore W2099495636C17744445 @default.
• W2099495636 hasConceptScore W2099495636C187736073 @default.
• W2099495636 hasConceptScore W2099495636C2778627824 @default.
• W2099495636 hasConceptScore W2099495636C2779662365 @default.
• W2099495636 hasConceptScore W2099495636C39549134 @default.
• W2099495636 hasConceptScore W2099495636C41008148 @default.
• W2099495636 hasConceptScore W2099495636C62520636 @default.
• W2099495636 hasConceptScore W2099495636C71750763 @default.
• W2099495636 hasConceptScore W2099495636C77088390 @default.
• W2099495636 hasConceptScore W2099495636C95457728 @default.
• W2099495636 hasConceptScore W2099495636C98045186 @default.
• W2099495636 hasLocation W20994956361 @default.
• W2099495636 hasOpenAccess W2099495636 @default.
• W2099495636 hasPrimaryLocation W20994956361 @default.
• W2099495636 hasRelatedWork W13837991 @default.
• W2099495636 hasRelatedWork W146473587 @default.
• W2099495636 hasRelatedWork W1584334688 @default.
• W2099495636 hasRelatedWork W170200311 @default.
• W2099495636 hasRelatedWork W173276231 @default.
• W2099495636 hasRelatedWork W222061741 @default.
• W2099495636 hasRelatedWork W229569394 @default.
• W2099495636 hasRelatedWork W245713610 @default.
• W2099495636 hasRelatedWork W267934839 @default.
• W2099495636 hasRelatedWork W2993027331 @default.
• W2099495636 hasRelatedWork W308637980 @default.
• W2099495636 hasRelatedWork W309370400 @default.
• W2099495636 hasRelatedWork W341441261 @default.
• W2099495636 hasRelatedWork W341901058 @default.
• W2099495636 hasRelatedWork W73588218 @default.
• W2099495636 hasRelatedWork W753125083 @default.
• W2099495636 hasRelatedWork W803388926 @default.
• W2099495636 hasRelatedWork W2409829767 @default.
• W2099495636 hasRelatedWork W3167047638 @default.
• W2099495636 hasRelatedWork W336401295 @default.
• W2099495636 isParatext "false" @default.
• W2099495636 isRetracted "false" @default.
• W2099495636 magId "2099495636" @default.
• W2099495636 workType "article" @default.