- 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
Innovation traditionally takes place within an organization’s boundaries and with selected partners. This Chandlerian approach is rooted in transaction costs, organizational boundaries, and information challenges. Information processing, storage, and communication costs have been an important constraint on innovation and a reason why innovation takes place inside the organization. However, exponential technological progress is dramatically decreasing information constraints, and in many contexts, information costs are approaching zero. This chapter discusses how reduced information costs enable organizations to engage communities of developers, professionals, and users for core innovative activities, frequently through platforms, ecosystems, and incorporating user innovation. When information constraints drop dramatically and the locus of innovation shifts to the larger community, there are profound challenges to the received theory of the firm and to theories of organization and innovation. Specifically, this chapter considers how shifts in information costs affect organizational boundaries, business models, interdependence, leadership, identity, search, and intellectual property.
Elizabeth J. Altman is currently a doctoral student in management at the Harvard Business School.
Frank Nagle is a Doctoral student at Harvard Business School.
Michael Tushman is a professor of business administration at Harvard Business School.
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