Tag Archives: Innovation Management

A board game

Blaming the CEOs for all real and imaginable transgressions is a common thing these days. I’m not an exception myself: on more than one occasion, I argued that all major problems of the corporate innovation process stem from the lackluster … Continue reading

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Innovation: for and against

I like Jeff Bezos’ line: “Good intentions don’t work, mechanisms do.” To me, it sounds like a full support of my conviction that endless talks about establishing a “culture of innovation” is a distraction, rather than an enabler, in fostering … Continue reading

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Innovation “quid pro quo”: firms that treat workers better are more innovative

In my previous post, I described studies showing that giving stock option grants to both executive and non-executive employees fosters innovation, which points to the important role compensation plays in defining corporate innovation performance. However, compensation is only one factor … Continue reading

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Innovate today, get paid tomorrow

Theoretical analysis conducted by Gustavo Manso in 2011 suggests that the optimal incentives motivating employees to innovate must include a combination of tolerance for failures in the short term and reward for success in the long. Tolerance for early failures allows … Continue reading

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Crowdsourcing 2.0

I like to argue, only half-jokingly, that crowdsourcing is very simple. It consists of only two components: a question and a crowd—a question that you present to a crowd and a crowd that you assemble to answer this question. And … Continue reading

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Are you innovating? We won’t be paying you today!

A solid body of evidence, from both controlled laboratory experiments and field studies, shows that compensation based on the pay-for-performance (P-f-P) principle—when individuals receive a fixed percentage of the profits resulted from their activities–is effective in inducing higher levels of … Continue reading

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One more time about “innovation terminology”

In a recent HBR article, Scott Kirsner suggests ditching the term “corporate entrepreneur.” Kirsner names a number of reasons why corporate innovation, especially in large firms, is different from true entrepreneurship. One is bureaucratic shackles that restrict the development of … Continue reading

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