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Inter-Firm Networks And Innovation: The Difference Between The Horizontal And Vertical Type, Yanli Zhang
Inter-Firm Networks And Innovation: The Difference Between The Horizontal And Vertical Type, Yanli Zhang
Department of Management Faculty Scholarship and Creative Works
The literature has long recognized the important role that the closed kind of Japanese business group network has played in the innovative strengths of Japanese firms, yet at the same time the constraint that this type of network places upon the firms' technological connections to the rest of the world. In this article, this phenomenon is revisited taking into account the critical difference between two types of business group networks: the horizontal type and the vertical type. Using data on the US patents granted to the largest Japanese industrial firms, the results show that there are important differences between the …
“Go Live In ’05”—From Hierarchy To Shared Governance In Higher Education, Peter A. Maresco
“Go Live In ’05”—From Hierarchy To Shared Governance In Higher Education, Peter A. Maresco
WCBT Faculty Publications
Higher education is in the midst of a major transformation evidenced by several factors: greater demands from stakeholders; pressure to increase student enrollment, financial uncertainty, limited resources, and a responsibility to contribute to the community’s civic and economic development. Faculty and staff in higher education are challenged to deliver education in innovative ways. This innovation requires an expedient method of governance and necessitates careful examination of the organization’s structural, cultural, and decision-making processes. To meet these demands, leaders in higher education must examine decision-making processes and design governance models that respond quickly and efficiently to their myriad of constituents.
Balanced Innovation Management, David R. King
Balanced Innovation Management, David R. King
Management Faculty Research and Publications
The Department of Defense has demonstrated success in managing innovation. The military’s approach to innovation management extends beyond traditional distinctions between internal and external innovation modes. Summarizing specific innovation strategies available to managers develops recognition of this growing reality. The article concludes with resulting lessons that can be more widely adopted by managers.