Innovation and EntrepreneurshipHarper Collins, 9 mai 2006 - 288 pagini Peter Drucker's classic book on innovation and entrepreneurship This is the first book to present innovation and entrepreneurship as a purposeful and systematic discipline that explains and analyzes the challenges and opportunities of America's new entrepreneurial economy. Superbly practical, Innovation and Entrepreneurship explains what established businesses, public service institutions, and new ventures need to know and do to succeed in today's economy. |
Cuprins
| 1 | |
Purposeful Innovation and the Seven Sources | 30 |
355 | 57 |
Process Need | 69 |
Industry and Market Structures | 76 |
Demographics | 88 |
Changes in Perception | 99 |
New Knowledge | 107 |
THE PRACTICE OF ENTREPRENEURSHIP | 141 |
ENTREPRENEURIAL STRATEGIES | 207 |
The Entrepreneurial Society | 253 |
Suggested Readings | 267 |
141 | 270 |
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Termeni și expresii frecvente
American areas aspirin automobile bank become century Citibank competitor consumer cost created creative imitation customers demographic designed DuPont early ecological niche economic electrical engine ENIAC enterprise entrepreneurial judo entrepreneurial management entrepreneurial society entrepreneurial strategies entrepreneurship example existing business exploit failure Ford Motor Company Fustest Georg Siemens German growing growth Herman Miller high-tech hospital incongruity industry innovation and entrepreneurship innovative efforts innovative opportunity invention J. P. Morgan Japanese Johnson & Johnson knowledge knowledge-based innovation later leader leadership look machine major manufacturer ment mini-mill Mostest organization personal computer policies practice preneurial product or service profits public-service institutions reality requires result risk ROLM social innovation specialty skill niche specific steam turbines structure supplier systematic tech thing tion toll-gate top management traditional unexpected success United venture World World War II
Pasaje populare
Pagina 19 - Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service. It is capable of being presented as a discipline, capable of being learned, capable of being practiced.
Pagina 12 - It may still be the case that if you build a better mousetrap the world will beat a path to your door.
Pagina 35 - The incongruity — between reality as it actually is and reality as it is assumed to be or as it "ought to be"; • Innovation based on process need; ' Changes in industry structure or market structure that catch everyone unawares.
Pagina 35 - systematic innovation' consists in the purposeful and organized search for changes, and in the systematic analysis of the opportunities such changes might offer for economic or social innovation.
Pagina 228 - Quality" in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for. A product is not "quality" because it is hard to make and costs a lot of money, as manufacturers typically believe.
Pagina 179 - ... do good." This means that they tend to see their mission as a moral absolute rather than as economic and subject to a cost/benefit calculus. Economics always seeks a different allocation of the same resources to obtain a higher yield. In the public-service institution, there is no such thing as a higher yield. If one is "doing good," then there is no "better." Indeed, failure to attain objectives in the quest for a "good" only means that efforts need to be redoubled.
Pagina 21 - Say to characterize a special economic actor — not someone who simply opens a business, but someone who "shifts economic resources out of an area of lower and into an area of higher productivity and greater yield" [footnote omitted] Bornstein describes (pp.
Pagina 28 - Entrepreneurs, by definition, shift resources from areas of low productivity and yield to areas of higher productivity and yield.
Pagina 135 - Because innovation is both conceptual and perceptual, would-be innovators must also go out and look, ask, and listen. Successful innovators use both the right and left sides of their brains. They look at figures. They look at people. They work out analytically what the innovation has to be to satisfy an opportunity. Then they go out and look at potential users to study their expectations, their values, and their needs. To be effective, an innovation has to be simple and it has to be focused. It should...
Pagina 3 - We are indeed in the stages of a major technological transformation, one that is far more sweeping than the most ecstatic of the futurologists yet realize, greater even than Megatrends or Future Shock. Three hundred years of technology came to an end after World War II. During those three centuries the model for technology was a mechanical one: the events that go on inside a star such as the sun... Since the end of World War II, however, the model of technology has become the biological process,...
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Administración James Arthur Finch Stoner,R. Edward Freeman,Daniel R. Gilbert Nu există previzualizare disponibilă - 1996 |