Bücher: „Innovation paradox“

1

Haour, Georges. Resolving the Innovation Paradox. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230510555.

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2

Resolving the innovation paradox: Enhancing growth in technology companies. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2004.

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3

Maddock, G. Michael. Brand new: Solving the innovation paradox--how great brands invent and launch new products, services, and business models. Hoboken, N.J: Wiley, 2011.

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4

Paradox and imperatives in health care: Redirecting reform for efficiency and effectiveness. Boca Raton: CRC Press/ Taylor & Francis Group, 2015.

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5

Bauer, Jeffrey C. Paradox and imperatives in health care: How efficiency, effectiveness, and e-transformation can conquer waste and optimize quality. New York: Productivity Press, 2008.

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6

Mark, Hagland, Hrsg. Paradox and imperatives in health care: How efficiency, effectiveness, and e-transformation can conquer waste and optimize quality. New York: Productivity Press, 2008.

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7

Bauer, Jeffrey C. Paradox and imperatives in health care: How efficiency, effectiveness, and e-transformation can conquer waste and optimize quality. New York: Productivity Press, 2008.

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8

Eymery, Gérard. Le paradoxe des télécoms, constats et analyse. Paris: Publisud, 2003.

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9

Eymery, Gérard. Le paradoxe des télécoms: Constat et analyse. Paris: Publisud, 2003.

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10

Getting unstuck: Using Leadership Paradox to execute with confidence. Boca Raton: CRC Press, 2014.

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11

McGuckin, Robert H. Computers, productivity, and growth: Explaining the computer productivity paradox. New York, NY: Conference Board, 1998.

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12

Enjiniŏ ka parabon myŏngp'um Han'guk. Sŏul: Saenggak ŭi Namu, 2009.

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13

Adekola, A. O. Forward ever, forward never: A paradox of Nigeria's economic and technological evolution. Bauchi: Abubakar Tafawa Balewa University, 1991.

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14

Hall, Bronwyn H. The patent paradox revisited: Determinants of patenting in the US semiconductor industry, 1980-94. Cambridge, MA: National Bureau of Economic Research, 1999.

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15

Paradoja de la soja Argentina: Modernización hacia el monocultivo. Bernal, [Provincia de] Buenos Aires, Argentina: Universidad Nacional de Quilmes, 2013.

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16

Hargreaves, Andy. The paradox of improvement and reform: Four schools' experience of Ontario's secondary school reform. [Toronto: International Centre of Educational Change, OISE/UT], 2000.

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17

Prassl, Jeremias. The Innovation Paradox. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198797012.003.0005.

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This chapter turns to the innovation narrative. It argues that, as far as work is concerned, gig-economy innovation is a myth. The software and hardware on which apps and platforms draw are often the direct result of truly revolutionary innovation and breakthroughs, from GPS locators and the Internet to powerful processors that fit into the palm of your hand. This is the innovation paradox: contrary to the industry’s claims, the underlying business model is anything but novel, as illustrations ranging from nineteenth-century homework in the ‘sweated trades’ to dock labour in the early twentieth century demonstrate. The gig economy is but the latest (and perhaps the most extreme) example of labour market practices that have been around for centuries, with low-skilled tasks instead of complex jobs, powerful intermediaries controlling large workforces, and hybrid arrangements between open market and closed hierarchies replacing the traditional binary contract of employment.

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18

Ben-Haim, Yakov. Cultures of Innovation and Progress. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198822233.003.0006.

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Some innovations are revolutionary, while some are evolutionary and detected only in retrospect. The modes of innovation are numerous, but disputation—intellectual confrontation and verbal conflict between different attitudes, inclinations, or beliefs—is often central in initiating and adopting or rejecting an innovation. Innovations, like disputes, are often the work of individuals, and individualism plays a major role in innovation. Much effort is devoted to educating creative, innovative, individualistic citizens. Modern education emphasizes mastering knowledge, but also focuses on developing skills and propensities for discovering new truths and identifying old falsehoods. Education for independent thought characterizes innovative societies. However, seeking universal truths may entail a paradox that is removed only by limiting the universalism itself. Seeking universal truths engenders innovation dilemmas that encumber progress and introduce fragilities to innovative societies. Two examples illustrate this: the UN Universal Declaration of Human Rights, and military geopolitical strategy.

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19

Haour, G. Resolving the Innovation Paradox: Enhancing Growth in Technology Companies. Palgrave Macmillan, 2004.

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20

Movimiento de Arte y Cultura Latino Americana., Hrsg. Poetic paradox: 10 years of innovation in Latino art. San Jose, Calif: MACLA, 2001.

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21

Barbier, Edward B. The Water Paradox. Yale University Press, 2019. http://dx.doi.org/10.12987/yale/9780300224436.001.0001.

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Water is essential to life, yet humankind's relationship with water is complex. For millennia, we have perceived it as abundant and easily accessible. But water shortages are fast becoming a persistent reality for all nations, rich and poor. With demand outstripping supply, a global water crisis is imminent. This book argues that our water crisis is as much a failure of water management as it is a result of scarcity. Outdated governance structures and institutions, combined with continual underpricing, have perpetuated the overuse and undervaluation of water and disincentivized much-needed technological innovation. As a result “water grabbing” is on the rise, and cooperation to resolve these disputes is increasingly fraught. The book draws on evidence from countries across the globe to show the scale of the problem, and outlines the policy and management solutions needed to avert this crisis.

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22

The Prosperity Paradox: How Innovation Can Lift Nations Out of Poverty. HarperBusiness, 2019.

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23

Christensen, Clayton M., Karen Dillon und Efosa Ojomo. The Prosperity Paradox: How Innovation Can Lift Nations Out of Poverty. Harper Business, 2019.

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24

The Innovation Paradox : The Success of Failure, the Failure of Success. Free Press, 2003.

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25

Knight, Eric, und Sotirios Paroutis. Expanding the Paradox–Pedagogy Links. Herausgegeben von Wendy K. Smith, Marianne W. Lewis, Paula Jarzabkowski und Ann Langley. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198754428.013.31.

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This chapter focuses on what it means to teach students to have an appreciation of paradox. Although scholars have long attended to the competing tensions facing leaders, a paradox lens suggests that tensions should be embraced rather than being a distraction that managers should minimize. A paradox lens has become increasingly important to studies on innovation, social entrepreneurship, and strategic management, yet the implications for pedagogy, and particularly management education, have been under-explored. This chapter examines the potential for conceptualizing paradox as a threshold concept in curriculum design and proposes how this approach can be achieved for students’ learning. Overall, we contribute to a richer understanding of paradoxical theory, and provider greater clarity regarding the ways educators can employ to advance the paradoxical capabilities of participants in management education courses.

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26

J, Epstein Marc, Hrsg. The innovation paradox: Why good businesses kill breakthroughs and how they can change. 2014.

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27

Cirera, Xavier, und William F. Maloney. The Innovation Paradox: Developing-Country Capabilities and the Unrealized Promise of Technological Catch-Up. Washington, DC: World Bank, 2017. http://dx.doi.org/10.1596/978-1-4648-1160-9.

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28

Miron-Spektor, Ella, und Miriam Erez. Looking at Creativity through a Paradox Lens. Herausgegeben von Wendy K. Smith, Marianne W. Lewis, Paula Jarzabkowski und Ann Langley. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198754428.013.22.

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This chapter contributes to the research and practice of creativity by increasing awareness of the inherently paradoxical nature of creativity, and offering strategies for managing the paradox. The authors’ framework delineates contradictory yet interrelated creativity outcomes, processes and identities of individuals, leaders, and groups. They highlight the paradox of creativity from multiple perspectives and suggest that when engaging in creativity, people experience paradoxical thoughts, processes, goals, identities, and perspectives. Creative people need to be generative and evaluative, flexible and persistent, passionate and disciplined, and learning and performance orientated. Drawing from related research on innovation management, attention control, and goal setting, we discuss strategies for achieving both novelty and usefulness including using paradoxical frames, task switching, pursuing contradictory goals, and gaining experience in different cultural contexts that stress different aspects of the creative process.

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29

(Editor), David A. Wolfe, und Matthew Lucas (Editor), Hrsg. Global Networks And Local Linkages: The Paradox of Cluster Development in an Open Economy (Innovation Systems Research). McGill-Queen's University Press, 2005.

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30

Maddock, G. Michael, Luisa C. Uriarte und Paul B. Brown. Brand New: Solving the Innovation Paradox -- How Great Brands Invent and Launch New Products, Services, and Business Models. Wiley & Sons, Incorporated, John, 2011.

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31

Maddock, G. Michael, Luisa C. Uriarte und Paul B. Brown. Brand New: Solving the Innovation Paradox -- How Great Brands Invent and Launch New Products, Services, and Business Models. Wiley & Sons, Incorporated, John, 2011.

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32

Maddock, G. Michael, Luisa C. Uriarte und Paul B. Brown. Brand New: Solving the Innovation Paradox -- How Great Brands Invent and Launch New Products, Services, and Business Models. Wiley & Sons, Incorporated, John, 2020.

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33

Maddock, G. Michael, Luisa C. Uriarte und Paul B. Brown. Brand New: Solving the Innovation Paradox -- How Great Brands Invent and Launch New Products, Services, and Business Models. Wiley & Sons, Incorporated, John, 2020.

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34

Maddock, G. Michael, Luisa C. Uriarte und Paul B. Brown. Brand New: Solving the Innovation Paradox -- How Great Brands Invent and Launch New Products, Services, and Business Models. Wiley & Sons, Incorporated, John, 2011.

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35

Global Networks And Local Linkages: The Paradox of Cluster Development in an Open Economy (The Innovation Systems Research Series). McGill-Queen's University Press, 2005.

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36

Quinn, Robert E. Paradox and Transformation: Toward a Theory of Change in Organization and Management (Ballinger Series on Innovation and Organizational Change). Ballinger Pub Co, 1988.

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37

Dowejko, Marta K., Kevin Au und Yingzhao Xiao. Time To Be Innovative, Hong Kong. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190455675.003.0012.

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Based on the general argument that culture plays a key role in linking creativity to innovation, this chapter provides a cultural explanation toward the innovation paradox in Hong Kong—high in creativity but low in innovation. Specifically, we explore how time orientation, as a less explored cultural dimension, could affect Hong Kong’s social norms and collective behaviors in translating creative potentials into viable innovations for business. Through an in-depth indigenous study on its entrepreneurial activities and ecosystem, we explicate the consequences of time orientation on the situation of crouching innovation in Hong Kong. This chapter concludes with suggestions to turn the vicious cycle of innovation into a virtuous cycle by igniting the self-propelling innovation process in the society.

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38

Jay, Jason, Sara Soderstrom und Gabriel Grant. Navigating the Paradoxes of Sustainability. Herausgegeben von Wendy K. Smith, Marianne W. Lewis, Paula Jarzabkowski und Ann Langley. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198754428.013.18.

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“Sustainability” is a domain of theory and practice in which people seek “win–win” opportunities for business and society, short- and long-term prosperity, humans and the natural environment. Lurking within the concept are some challenging paradoxes surrounding these parts and wholes of social systems that lead to tragedies of the commons. These paradoxes become salient when natural and organizational resources become scarce, when diverse societal stakeholders give voice to their interests and perspectives, and when efforts at organizational change bring these latent concerns to light. As people navigate these paradoxes of sustainability, they can manage them defensively, or actively engage paradox toward two positive outcomes. One is trade-off-breaking innovation that achieves win–win solutions. The other is flourishing of people who realize their contradictory sets of cares and motivations. Achieving the goals of the sustainability paradigm may therefore require “champions of ambivalence” who foster paradoxical thinking and action in organizations.

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39

Schroeder-Saulnier, Deborah. Power of Paradox: Harness the Energy of Competing Ideas to Uncover Radically Innovative Solutions. Red Wheel/Weiser, 2014.

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40

Schroeder-Saulnier, Deborah. Power of Paradox: Harness the Energy of Competing Ideas to Uncover Radically Innovative Solutions. Red Wheel/Weiser, 2014.

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41

Iiyama, Miyuki, Athanase Mukuralinda, Jean Damascene Ndayambaje, Bernard Musana, Alain Ndoli, Jeremias G. Mowo, Dennis Garrity, Stephen Ling und Vicky Ruganzu. Addressing the Paradox – the Divergence Between Smallholders' Preference and Actual Adoption of Agricultural Innovations. Taylor and Francis, 2018. http://dx.doi.org/10.1596/31140.

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42

The inequality paradox: How capitalism can work for everyone. 2018.

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43

Mahajan, Vijay. India as a Hub of Innovations for the Millions (I4M). Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780199476084.003.0008.

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This chapter deals with Indian ‘innovations for the millions’ (I4M)—new products, processes, and institutional arrangements—that sustainably improve the quality of life of those at the base of the pyramid. Taking ten examples which originated from the private, public, NGO and cooperative sectors, the chapter suggests that these innovations are a response of the ‘elite of calling’ to the Indian paradox – high growth in a large economy, co-existing with a very large number at the base of the pyramid. The chapter argues that a more supportive ecosystem needs to be built to foster I4M, including reforms in regulation and taxation, and attracting bright young people. If that happens Indian I4M can serve billions at the base of the pyramid around the world.

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44

May, Kiirsten, und Alex Varricchio. Proximity Paradox: How to Create Distance from Business As Usual and Do Something Truly Innovative. ECW Press, 2020.

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45

May, Kiirsten, und Alex Varricchio. Proximity Paradox: How to Create Distance from Business As Usual and Do Something Truly Innovative. ECW Press, 2020.

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46

May, Kiirsten, und Alex Varricchio. Proximity Paradox: How to Create Distance from Business As Usual and Do Something Truly Innovative. ECW Press, 2020.

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47

Yeoman, Ruth. From Traditional to Innovative Multi-Stakeholder Mutuals. Herausgegeben von Jonathan Michie, Joseph R. Blasi und Carlo Borzaga. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780199684977.013.34.

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The UK Coalition Government’s public-sector transformation initiatives produced a growing number of public-service mutuals. Despite this, there is little understanding of the transition experiences of such organizations, and associated processes of organizational change. This chapter describes the case of Rochdale Boroughwide Housing (RBH), an affordable housing provider, and now a dual constituency mutual, jointly owned by staff and tenants. A key characteristic of the change was the need for individuals to craft new self-identities by holding in tension the identity of being a co-owner with that of being a public-service worker or tenant. Smith and Graetz’s (2011) ‘paradox management’ was used to investigate new values arising from the proliferation of dualities. Although the stresses of change were not avoided, the co-owners of RBH created new capabilities with the potential to, not only sustain the organization, but also increase the resilience and innovative capacities of the communities it exists to serve.

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48

M, Polimeni John, Hrsg. The Jevons paradox and the myth of resource efficiency improvements. London: Earthscan, 2008.

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49

Wheatley, Pat, und Charlotte Dunn. Demetrius the Besieger. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780198836049.001.0001.

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Demetrius the Besieger is a historical and historiographical biography of Demetrius Poliorcetes ‘The Besieger of Cities’ (336–282 BC), an outstanding, yet enigmatic figure who presided over the disintegration of Alexander the Great’s empire after 323 BC. His campaigns, initiatives, and personal life bestride the opening forty years of the so-called ‘Hellenistic’ age, and are pivotal in its formation. Son of Antigonus Monophthalmus ‘The One-Eyed’, who fought alongside Alexander, Demetrius is the most fascinating and high profile of the Diadochoi, or Successors to Alexander the Great, and he became the first of the Hellenistic kings. This work provides a detailed account of Demetrius’ life set in the historical context of the chaotic period following Alexander’s unexpected death. It examines his career as a general, a king, and a legendary womanizer, presenting both the triumphs and disasters experienced by this remarkable individual. Demetrius was especially famous for his spectacular siege operations against enemy cities, and gained his unique nickname from his innovation in building gigantic siege engines, which were engineering wonders of the ancient world. However, his life was a paradox, with his fortunes oscillating wildly between successful and catastrophic ventures. His intrinsic qualities were hotly debated by the ancients, and remain controversial to this day. What is indisputable is that his endeavours dominated a formative period marked by great flux and enormous change, and his dazzling persona supplies a lens through which we can understand Hellenistic history.

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50

Wade, Leslie A., Robin Roberts und Frank de Caro. Downtown Mardi Gras. University Press of Mississippi, 2019. http://dx.doi.org/10.14325/mississippi/9781496823786.001.0001.

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After Hurricane Katrina devastated New Orleans and the surrounding region in 2005, the city debated whether to press on with Mardi Gras or cancel the parades. Ultimately, they decided to proceed. New Orleans’s recovery certainly has resulted from a complex of factors, but the city’s unique cultural life—perhaps its greatest capital—has been instrumental in bringing the city back from the brink of extinction. Voicing a civic fervor, local writer Chris Rose spoke for the importance of Carnival when he argued to carry on with the celebration of Mardi Gras following Katrina: “We are still New Orleans. We are the soul of America. We embody the triumph of the human spirit. Hell. We ARE Mardi Gras”. Since 2006, a number of new Mardi Gras practices have gained prominence. The new parade organizations or krewes, as they are called, interpret and revise the city’s Carnival traditions but bring innovative practices to Mardi Gras. The history of each parade reveals the convergence of race, class, age, and gender dynamics in these new Carnival organizations. Downtown Mardi Gras: New Carnival Practices in Post-Katrina New Orleans examines six unique, offbeat, Downtown celebrations. Using ethnography, folklore, cultural, and performance studies, the authors analyze new Mardi Gras’s connection to traditional Mardi Gras. The narrative of each krewe’s development is fascinating and unique, illustrating participants’ shared desire to contribute to New Orleans’s rich and vibrant culture.

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