Cover; Half-Title Page; Dedication; Title Page; Copyright Page; Contents; Acknowledgments; Preface; Introduction; The mysteries of CI; Manager and researcher ... and why not?; Peers in CI; CI is a rehash of OI; The problem to be solved; Pragmatic markers; Institutional work; Translation; Adaptation; Essential points; Structure of the book; 1. Innovation: a Story Without an End; 1.1. The concept of managerial innovation (MI); 1.1.1. Evolution up until the 1990s; 1.1.2. The 2000s: democratization of the concept; 1.1.3. The characteristics of MI; 1.2. MI in the company; 1.2.1. The Oslo Manual
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1.2.2. The results of the CIS 2010 survey1.2.3. Various illustrations; 1.3. Open innovation (OI); 1.3.1. Research directions on OI; 1.3.2. New research perspectives on OI; 1.3.3. Characteristics of OI; 1.3.4. OI in the firm; 1.4. Conclusion; 2. Incubators and Other Accelerators: the Joys of Diversity?; 2.1. Definition(s) and form(s) of incubators; 2.1.1. Definition(s) of incubation; 2.1.2. The different forms of incubation; 2.1.3. The diversity of forms of incubation in France; 2.1.4. The "accelerator/incubator" subtlety; 2.2. Large groups/start-ups: motivation under pressure!
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2.2.1. An omnipresent political world2.2.2. The context of large groups; 2.2.3. The context of start-ups; 2.3. The entrepreneurial policy of large groups; 2.3.1. Distrust is necessary; 2.3.2. A marriage of challenges; 2.3.3. Good heart against bad fortune, or the marriage of convenience!; 2.4. No research on corporate incubation; 2.4.1. No direct research on CI; 2.4.2. The emergence of a perspective; 2.5. Conclusion; 3. The Architects of Interactions: the Four Strategic Access Points; 3.1. The problematization of the CI; 3.2. The work of "managerial curation"; 3.3. The work of "motivation."
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3.4. The work of "building identity networks"3.5. The work of "changing normative associations"; 3.6. Grid of strategic access points, in summary; 4. Topography: the Characteristics of a Structure; 4.1. The characteristics of a structure; 4.2. Relative advantages; 4.3. Complexity; 4.3.1. Irrational complexities; 4.3.2. Rational complexities; 4.3.3. The assessment; 4.4. Ambiguity; 4.5. Conclusion; 5. Adaptation in situ: Levers for Manipulation; 5.1. The role of adaptation; 5.2. Hard facts and soft facts; 5.2.1. Hard facts of the CI; 5.2.2. Soft facts of the CI; 5.3. "FCE-influencers."
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5.4. "FCE-products"5.5. Conclusion; 6. When Practice Becomes the Model to Follow: the Adoption of CI; 6.1. The company microcosm: a determining role in the stage of problematization; 6.2. Institutional work: a group of systems and practices; 6.3. Translation, a driver for institutional work; 6.4. Adaptation or translation in situ; 6.5. Conceptual links; 6.6. The institutional adoption pyramid; 7. CI Example A: the "Boss's Thing"; 7.1. Corporate context of CI A; 7.2. CI A players; 7.3. The structure of CI A; 7.4. The tasks and operations of CI A; 7.5. The tools of CI A; 7.6. Overview of CI A