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  • 1
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Creativity and innovation management 5 (1996), S. 0 
    ISSN: 1467-8691
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: In an earlier study of the policy orientations of innovative entrepreneurs, it was observed that there were considerable variations within the high-innovation and low-innovation groups identified for the purpose of comparing policy orientations. The possibility of identifying sub-types within the two groups was apparent and therefore the sample was subjected to cluster analysis. The most interpretable clusters were obtained when the two groups were clustered separately on the basis of the innovators’ orientations. Seven sub-types were identified within the high-innovation group which were named as inventor/tinkerer, adventurer, searcher/problem-solver, gap-filler, social visionary, opportunity-grabber, and specialist pioneer. The low-innovation group, on the other hand, got grouped into six sub-types which were named as chance entrant, agent-turned producer, concession-grabber, obsessed producer, ancillary/imitator, and non-pioneer niche holder. Some observed similarities among the sub-types of low and high innovation groups may be interpreted as offering empirical support to the theory that all entrepreneurs are innovators, with the differences being explained as those of degree. Common entrepreneurial subtypes were hypothetically identified on this basis. Alternatively, it could be proposed that innovativeness is a moderating variable which has a transformational impact on the basic entrepreneurial sub-types.
    Type of Medium: Electronic Resource
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  • 2
    Electronic Resource
    Electronic Resource
    Oxford, UK and Malden, USA : Blackwell Publishing Ltd.
    Creativity and innovation management 14 (2005), S. 0 
    ISSN: 1467-8691
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Research literature on innovation in established firms has made a useful distinction between radical innovation and incremental innovation and identified the organizational features associated with each. An implied assumption of many such studies is that radical innovations (compared to incremental) would have a greater impact on the organization as well as the economy. While this is generally true, it is incorrect to assume that all incremental innovations could be uniformly categorized as low-impact innovations. In a study of 31 cases of innovation implemented in large corporations in India, it was observed that though all of them could be classified as ‘incremental’, their impact varied considerably. A combined index for assessing the impact based on the novelty of the idea, revenues generated/costs saved, dissemination within and outside the organization, extent of commercialization and patentability, was used to categorize the innovations into high impact (HI) and low impact (LI) groups. The analysis of the two groups was qualitative and was based on the detailed case studies prepared through extensive interviews of people involved in the projects. Inferences from the comparative analysis are explained under six sub-themes that emerged as important in differentiating between low and high impact innovations, namely: individual versus team action; the top management support; the role of the immediate supervisor; rewards, recognition and incentives; focus on core versus non core areas; and documenting and patenting practices. An important factor that enhances the impact of innovations is that organizations should have a deliberate innovation strategy and corresponding organizational structures and processes. Coupled with the innovation strategy, organizations should also develop and implement a value appropriation strategy.
    Type of Medium: Electronic Resource
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  • 3
    Electronic Resource
    Electronic Resource
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Creativity and innovation management 10 (2001), S. 0 
    ISSN: 1467-8691
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Book reviewed in this article:Khandwalla, Pradip N., Turnaround Excellence: Insights from 120 Cases
    Type of Medium: Electronic Resource
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  • 4
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Creativity and innovation management 1 (1992), S. 0 
    ISSN: 1467-8691
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Entrepreneurial innovation is generally understood as product innovation not only by the layman but by entrepreneurs themselves, even though in practice the latter are innovative in several other areas. Researchers and scholars have attempted to capture the essence of the concept of entrepreneurial innovation. In a study of 138 Indian entrepreneurs, the author found that entrepreneurs acquire competitive advantage for their ventures through innovations in other areas also such as finance, personnel, organization structure, culture, R&D management, and government relations. A factor analysis of these different types of innovation brought out four major categories of innovation, namely (i) operations innovation, (ii) market/marketing innovation, (iii) organizational innovation and (iv) boundary management innovation. This broader perspective compares with, and extends a view of innovation originally suggested by Schumpeter.
    Type of Medium: Electronic Resource
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  • 5
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    R & D management 22 (1992), S. 0 
    ISSN: 1467-9310
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Type of Medium: Electronic Resource
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  • 6
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    R & D management 26 (1996), S. 0 
    ISSN: 1467-9310
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Type of Medium: Electronic Resource
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  • 7
    Electronic Resource
    Electronic Resource
    Oxford, UK : Blackwell Publishing Ltd
    Creativity and innovation management 2 (1993), S. 0 
    ISSN: 1467-8691
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: The research reported in this paper was provoked by the author's experience with two entrepreneurs operating in the same industry in the same city in India during the same period. Ironically, the one with better resources and institutional support (call him Entrepreneur-A) could not succeed, while the other (Entrepreneur-B) with little resources and institutional support now presides over a fast-growing business.
    Type of Medium: Electronic Resource
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