Creativity is the lifeblood of any business--from fledgling startup to global giant, creativity is what inspires entrepeneurs to take the leap into the unknown, motivates project teams to design faster and better products, drives executives to set their sights on new markets and customers. The Creative Enterprise asks: where do these creative impulses come from, and how can they be channeled into profitable ventures? Contributions from scholars and practitioners around the world integrate insights from the fields of management, economics, technology, psychology, and sociology to shed new light on innovation and how it drives business growth. Volume 1 focuses on innovation strategies, with chapters on developing the new product pipeline, technology transfer, and strategic alliances. Volume 2 considers the individual and organizational aspects of innovation, with chapters on the psychology of creativity and the influences of organizational culture on innovation. Volume 3 covers the infrastructure for promoting and sustaining innovation, with chapters on managing creative teams, selecting and funding projects, and developing effective performance measurement and rewards systems.
Create--to make or bring into existence something new, derived from the Latin crescere, to grow. Creativity is the lifeblood of any business--from fledgling startup to global giant, creativity is what inspires entrepreneurs to take the leap into the unknown, motivates project teams to design faster and better products, drives executives to set their sights on new markets and customers. Where does this creativity come from? How can it be channeled into profitable ventures? The Creative Enterprise brings together the most current thinking from academics and practitioners around the world to shed new light on creativity and how it drives business growth. It addresses such topics as: Why are some organizations creative and others are not? What catalyzes new ideas? How can leaders balance short-term financial pressures and long-term creative aspirations? And how can firms maximize the value of their ideas into profitable products and services?
While many authors have tackled pieces of the puzzle, this set uniquely integrates insights from the fields of management, economics, technology, psychology, and sociology, to cover the spectrum across individual and organizational innovation. Volume 1 focuses on innovation strategies, with chapters on developing the new product pipeline, measuring the impact of innovation on firm growth, technology transfer, and strategic alliances. Volume 2 considers the individual and organizational aspects of innovation, with chapters on creativity and artwork, idea catalysts and blocks, and the interplay between organizational culture and innovation. Volume 3 covers the infrastructure for promoting and sustaining innovation, with chapters on managing creative teams, selecting and funding projects, and developing effective performance measurement and rewards systems.
About the Author: TONY DAVILA is a faculty member at IESE Business School, University of Navarra, and in the Graduate School of Business at Stanford University, where he specializes in performance measurement and control systems for innovation management. He consults to large companies and Silicon Valley startups, and has published in leading journals, including Research Policy and the Harvard Business Review. With Marc J. Epstein and Robert Shelton, he is co-author of Making Innovation Work.
MARC J. EPSTEIN is Distinguished Research Professor of Management, Jones Graduate School of Management, Rice University and was recently Visiting Professor and Hansjoerg Wyss Visiting Scholar in Social Enterprise at the Harvard Business School. A specialist in corporate strategy, governance, performance management, and corporate social responsibility, he is the author or co-author of over 100 academic and professional papers and more than a dozen books, including Counting What Counts, Measuring Corporate Environmental Performance, Making Innovation Work (with Tony Davila and Robert Shelton), and Implementing E-Commerce Strategies (Praeger, 2004), and co-editor and contributor to the multi-volume set, The Accountable Corporation (Praeger, 2005). A senior consultant to leading organizations and governments for over 25 years, he currently serves as Editor-in-Chief of the journal Advances in Management Accounting.
ROBERT SHELTON is Principal at PRTM Management Consultants. He advises executives in a wide variety of industries and speaks on issues of innovation and business strategy to corporate, government, and university audiences around the world. Previously serving as Managing Director at Navigant Consulting, Vice President and Managing Director with Arthur D. Little, and as Managing Director of the Technology Management Practice at SRI International, his work has been cited in such publications as the Wall Street Journal and CNN Financial News and been broadcast on National Public Radio. With Marc J. Epstein and Antonio Davila, he is co-author of Making Innovation Work.
