Innovation leadership

Summary

Innovation leadership is a philosophy and technique that combines different leadership styles to influence employees to produce creative ideas, products, and services. The key role in the practice of innovation leadership is the innovation leader. Dr. David Gliddon (2006) developed the competency model of innovation leaders and established the concept of innovation leadership at Penn State University. As an approach to organization development, innovation leadership can support achievement of the mission or the vision of an organization or group. With new technologies and processes, it is necessary for organizations to think innovatively to ensure continued success and stay competitive. to adapt to new changes, “The need for innovation in organizations has resulted in a new focus on the role of leaders in shaping the nature and success of creative efforts.” Without innovation leadership, organizations are likely to struggle. This new cal

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https://en.wikipedia.org/wiki/Innovation_leadership

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This course provides an introduction to the topic of entrepreneurship, the process of new firm creation and the commercialization of technologies. The course integrates theories of entrepreneurship with a practical, process-based project in which students develop a business concept in teams.

This course is a joint initiative between the School of Engineering and the College of Management to encourage and promote entrepreneurship and management skills, engineering design, hands-on experience, teamwork, and awareness of social and ethical implications in engineering and management.

This class will provide students with an understanding of some real-world issues related to the "knowledge economy." Why should we innovate as a society? Why innovation doesn't just happen and how can the government help firms innovate? We will answer these questions and others using economic tools.

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Creating Exploratory Innovations by Learning from Entrepreneurial Ventures

Anu Wadhwa

Corporate venture capital (CVC), direct minority equity investments made by established companies in privately held start-ups, has become an important strategic tool for many large companies. In particular, firms often pursue CVC investing as a way to learn about novel technologies. Although CVC investments are inherently exploratory and have been found to enhance investing firm’s innovation, research has yet to establish whether CVC investing leads to the development of exploratory innovations (i.e., innovations that embody knowledge that differs from knowledge used by the firm in prior innovation efforts). In this paper, we explore the conditions under which CVC investments lead to the creation of exploratory knowledge by corporate investors. Building on insights from the recombinatory search and interorganizational learning literatures, we argue that three characteristics of an investing firm’s portfolio of start-ups will enhance its creation of exploratory knowledge. Using longitudinal data on a panel of 40 telecommunications equipment manufacturers, we find that investing firms produce more exploratory knowledge when their portfolios include start-ups that are moderately diverse, mature, and possess codified technological knowledge.

Springer2008

Learning from Startups: Corporate Venture Capital and Exploratory Knowledge Creation

Anu Wadhwa

Corporate venture capital (CVC), direct minority equity investments made by established companies in privately held startups, has become an important strategic tool for many large companies. In particular, firms often pursue CVC investing as a way to learn about novel technologies. Although CVC investments are inherently exploratory and have been found to enhance investing firm innovation, research has yet to establish whether CVC investing leads to the development of exploratory innovations (i.e., innovations that embody knowledge that differs from knowledge used by the firm in prior innovation efforts). In this paper we explore the conditions under which CVC investments lead to the creation of exploratory knowledge by corporate investors. Building on insights from the innovation search and interorganizational learning literatures, we argue that three characteristics of an investing firm’s portfolio of startups will impact its creation of exploratory knowledge. Using longitudinal data on a panel of 40 telecommunications equipment manufacturers, we find that investing firms produce more exploratory knowledge when their portfolios include startups that are moderately diverse and that the degree to which portfolio firms have codified their knowledge enhances the effect of diversity.

2009