- Oxford Library of Psychology
- The Oxford Handbook of Creativity, Innovation, and Entrepreneurship
- Oxford Library of Psychology
- About the Editors
- Introduction: Integrating Creativity, Innovation, and Entrepreneurship to Enhance the Organization’s Capability to Navigate in the New Competitive Landscape
- Leadership and Creativity: The Mechanism Perspective
- Empowerment and Employee Creativity: A Cross-Level Integrative Model
- Rewards’ Relationship to Creativity, Innovation, and Entrepreneurship
- Entrepreneurial Creativity: The Role of Learning Processes and Work Environment Supports
- An Identity Perspective on Creative Action in Organizations
- Psychological Bricolage: Integrating Social Identities to Produce Creative Solutions
- The Role of Antagonism in the Identities of Professional Artistic Workers
- Play, Flow, and Timelessness
- The Mood and Creativity Puzzle
- Does Passion Fuel Entrepreneurship and Job Creativity?: A Review and Preview of Passion Research
- Creativity in Teams: A Key Building Block for Innovation and Entrepreneurship
- Social Networks, Creativity, and Entrepreneurship
- A Cross-Level Perspective on Creativity at Work: Person-in-Situation Interactions
- Ethics and Creativity
- A Cross-Cultural Analysis of Creativity
- Is All Creativity Created Equal?: Exploring Differences in the Creativity Processes Across the Creativity Types
- Organizing Creativity: Lessons From the Eureka! Ranch Experience
- Business Innovation Processes
- Innovating Without Information Constraints: Organizations, Communities, and Innovation When Information Costs Approach Zero
- Product-to-Platform Transitions: Organizational Identity Implications
- Business Model Innovation: Toward a Process Perspective
- Institutional Innovation: Novel, Useful, and Legitimate
- Dynamic Managerial Capabilities: A Perspective on the Relationship Between Managers, Creativity, and Innovation in Organizations
- Prigogine’s Theory of the Dynamics of Far-From-Equilibrium Systems: Application to Strategic Entrepreneurship and Innovation in Organizational Evolution
- Why Aren’t Entrepreneurs More Creative?: Conditions Affecting Creativity and Innovation in Entrepreneurial Activity
- Entrepreneurship as Emergence
- Corporate Entrepreneurship: Accelerating Creativity and Innovation in Organizations
- Entrepreneurial Identity and Resource Acquisition: The Role of Venture Identification
- Socioemotional Wealth: An Obstacle or a Springboard to Creativity, Innovation, and Entrepreneurship in Family Firms?
Abstract and Keywords
This chapter examines business innovation processes as an ongoing set of activities comprising invention, development, and implementation. Invention implies the emergence of novel ideas of potential value. However, to realize this potential, ideas have to be developed, a process that requires both their instantiation in the form of prototypes and the creation of an infrastructure to generate value in use. In addition, the implementation of innovations (i.e., their widespread adoption) requires additional efforts. After the explication of these three elements of innovation processes, the complexities involved are highlighted. In particular, innovation processes do not progress in a neat, linear fashion from invention to development and implementation but instead are characterized by considerable shifts between these elements. The chapter concludes by highlighting implications for practice.
Raghu Garud is Alvin H. Clemens Professor of Management & Organization and the Research Director of the Farrell Center for Corporate Innovation and Entrepreneurship, Pennsylvania State University.
Philipp Tuertscher is Assistant Professor at the E&I Institute for Entrepreneurship and Innovation at the Vienna University of Economics and Business Administration, Austria.
Andrew H. Van De Ven is Vernon H. Heath Professor of Organizational Innovation and Change in the Carlson School of Management of the University of Minnesota. He received his Ph.D. from the University of Wisconsin, Madison in 1972, and taught at the Wharton School of the University of Pennsylvania before his present appointment. He is author of several books including The Innovation Journey (1999) and Engaged Scholarship: A Guide for Organizational and Social Research (2007). Van de Ven was 2000–2001 President of the Academy of Management.
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