Download e-book for iPad: A Bigger Prize: How We Can Do Better than the Competition by Margaret Heffernan

By Margaret Heffernan

ISBN-10: 1610392922

ISBN-13: 9781610392921

Get into the simplest faculties. Land your subsequent huge merchandising. costume for fulfillment. Run swifter. Play more durable. paintings tougher. hold rating. And no matter what you do—make convinced you win.

Competition runs via each element of our lives this present day. From the cubicle to the race song, in company and love, faith and technological know-how, what concerns now's to be the largest, quickest, meanest, hardest, richest.

The upshot of these kinds of contests? As Margaret Heffernan exhibits during this eye-opening ebook, pageant on a regular basis backfires, generating an explosion of dishonest, corruption, inequality, and possibility. The demolition derby of recent lifestyles has broken our skill to paintings together.

But it doesn’t must be this manner. CEOs, scientists, engineers, traders, and inventors worldwide are pioneering higher how you can create nice items, construct enduring companies, and develop relationships. Their mystery? Generosity. belief. Time. Theater. From the cranberry bathrooms of Massachusetts to the school rooms of Singapore and Finland, from tiny start-ups to worldwide engineering organizations and cherished American organizations—like Ocean Spray, Eileen Fisher, Gore, and Boston Scientific—Heffernan discovers methods of residing and dealing that foster creativity, spark innovation, strengthen our social cloth, and consider quite a bit higher than profitable.

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Administrative Science Quarterly 41(1): 116–145. B. 1999. Strategic Outsourcing: Leveraging Knowledge Capabilities. Sloan Management Review 40(4): 1–9. ———. 2000. Outsourcing Innovation: The New Engine of Growth. Sloan Management Review 41(4): 1–13. , and A. Nerkar. 2001. Beyond Local Search: Boundary-Spanning, Exploration, and Impact in the Optical Disc Industry. Strategic Management Journal 22(4): 287–306. P. Knudsen. 2012. The (Unknown) Providers to Other Firms’ New Product Development: What’s in It for Them?

Moreover, external R&D may help firms to access complementary or heterogeneous knowledge assets (Cassiman and Veugelers 2006; Grimpe and Kaiser 2010), which are considered to be the primary source of innovation (Nelson and Winter 1982; Rosenkopf and Nerkar 2001). For these reasons, firms diversify their external knowledge sources and search for complementary resources (Bertrand and Mol 2013; Lewin et al. 2009; von Zedtwitz and Gassmann 2002; von Zedtwitz et al. 2004). Despite these advantages, the decision to outsource R&D activities has also the one or other downside: the uniqueness of research results acquired from an R&D provider is questionable, because competitors may have access to the expertise of the same R&D provider (Grimpe and Kaiser 2010); and, a client firm purchases research results from an R&D provider without being (or being only slightly) involved in the knowledge generation of external R&D.

And E. Viardot. 2016. Revolution of Innovation Management. The Digital Breakthrough Volume 1. London, UK: Palgrave Macmillan. , R. Reinhardt, and S. Gurtner. 2013. Measuring the Success of Open Innovation. In Evolution of Innovation Management, ed. Alexander Brem and Eric Viardot, 52–74. London: Palgrave Macmillan. Gawer, A. 2014. Bridging Differing Perspectives on Technological Platforms: Toward an Integrative Framework. Research Policy 43(7): 1239–1249. , R. Whittington, K. Scholes, D. Angwin, and P.

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A Bigger Prize: How We Can Do Better than the Competition by Margaret Heffernan

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