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Abstract : The main hypothesis of this research relies on the discrepancy between the evolution of the state and that of the other components of the socio-economic system as a factor of nations competitiveness. By adopting an evolutionist and historical perspective, the state is analyzed as an actor of the nations' evolution in their ability to absorb technological progress. The framework relies on the northian distinction between organizations and institutions, focusing on innovation's dynamics within public institutions and organizations. Both are analyzed as adaptive systems co-evolving in two temporal dimensions: the braudelian long-term since the Renaissance, and the present short-term of the information technologies revolution. The first part focuses on innovation as a socio-economic process stepping from disruption to continuities. Chapter I put in perspective the evolution of the state and of the technology. Chapter II analyzes what is at stake with the information technologies revolution. Chapter III assesses the role of the state and its evolution in the history of Great Britain and the US. The second part studies what are the possibilities for the state to get transformed (chapter I) drawing on an assessment on the New Public Management movement. The analyze goes on organizations (chapter II) through a comparison between cases of organizational transformation in France and in the US. A compared analysis between the ongoing institutional change in the budgetary framework in France and Canada allows to assess how to link institutional and organizational transformation. As a conclusion, the steering of such a reform appear to be socially feasible and technically mature, but suffers from a lag of evolution at the institutional level where politicians and mainstreams ideas dally in integrating the parameters of the third industrial revolution paradigm. ; L'hypothèse principale de cette recherche est le décalage entre l'évolution de l'Etat et celle des autres composantes du système socio-économique comme facteur de compétitivité des nations. S'inscrivant dans une perspective historique évolutionniste, l'Etat est analysé comme acteur de l'évolution des nations dans leur capacité à absorber les progrès de la technologie. Le cadre d'analyse repose sur la distinction northienne entre institutions et organisations, en recherchant les dynamiques d'innovations des organisations et des institutions du secteur public et leurs liens. Ils sont analysés comme des systèmes adaptatifs co-évoluant dans deux dimensions temporelles : celle du temps long depuis la Renaissance et celle du temps court des défis de la III° révolution industrielle basée sur les technologies de l'information. La première partie étudie l'innovation comme processus socio-économique allant de ruptures en continuité. Le chapitre I met en perspective l'évolution de l'Etat et celle de la technologie. Le chapitre II analyse les enjeux de cette évolution à l'heure des technologies de l'information. Le chapitre III fait le bilan du rôle et de l'évolution de l'Etat en Grande-Bretagne et aux Etats-Unis. La seconde partie étudie les possibilités pour l'Etat de se transformer (chapitre I) à partir du bilan de la nouvelle gestion publique. L'analyse se poursuit au niveau des organisations (chapitre II) par une étude comparée de quatre cas en France et aux Etats-Unis. L'analyse comparée des réformes de la gestion publique en France et au Canada permet d'évaluer la possibilité de lier innovation organisationnelle et innovation institutionnelle (chapitre III). En conclusion, le pilotage d'une telle réforme apparaît comme socialement possible et techniquement mature au niveau organisationnel, mais souffrir d'un retard d'évolution au niveau institutionnel où le politique et les idées dominantes tardent à intégrer les données du nouveau paradigme de la III° révolution industrielle.

Abstract : The main hypothesis of this research relies on the discrepancy between the evolution of the state and that of the other components of the socio-economic system as a factor of nations competitiveness. By adopting an evolutionist and historical perspective, the state is analyzed as an actor of the nations' evolution in their ability to absorb technological progress. The framework relies on the northian distinction between organizations and institutions, focusing on innovation's dynamics within public institutions and organizations. Both are analyzed as adaptive systems co-evolving in two temporal dimensions: the braudelian long-term since the Renaissance, and the present short-term of the information technologies revolution. The first part focuses on innovation as a socio-economic process stepping from disruption to continuities. Chapter I put in perspective the evolution of the state and of the technology. Chapter II analyzes what is at stake with the information technologies revolution. Chapter III assesses the role of the state and its evolution in the history of Great Britain and the US. The second part studies what are the possibilities for the state to get transformed (chapter I) drawing on an assessment on the New Public Management movement. The analyze goes on organizations (chapter II) through a comparison between cases of organizational transformation in France and in the US. A compared analysis between the ongoing institutional change in the budgetary framework in France and Canada allows to assess how to link institutional and organizational transformation. As a conclusion, the steering of such a reform appear to be socially feasible and technically mature, but suffers from a lag of evolution at the institutional level where politicians and mainstreams ideas dally in integrating the parameters of the third industrial revolution paradigm. ; L'hypothèse principale de cette recherche est le décalage entre l'évolution de l'Etat et celle des autres composantes du système socio-économique comme ...

Open source, community and crowd innovations have not only drastically changed the way products and services are developed, but also the way we work and live. Yet, organizations of all kinds, may they be small or large, globalized or local, etc., still struggle to effectively adapt to this social, however, technology-enabled trend. This work sheds light on community-based innovation development within organizations, i.e. organizational innovation communities. Three major questions are tackled: How to introduce organizational innovation communities, or how to build communities from scratch? How to manage organizational innovation communities, or can we manage creativity? How to foster employee engagement, or how to turn ordinary employees into innovation hot-spots? Based on qualitative as well as quantitative research methods, the author derives in-depth and surprising insights as well as hands-on recommendations to speed-up, improve, and foster innovation development.

This Brief focuses on strategies for innovation. Top-Down Innovation discusses the barriers to successful organizational and product innovation, distills the leading theories about how to foster innovation, and presents six case studies of well-known brands that have succeeded (and in one case failed) in meeting innovation challenges. Synthesizing the lessons learned from companies that have mastered innovation over time, it provides a new perspective on the role of market-leading companies and top management in driving innovation. Since the publication of Clayton Christensen's pioneering Innovator's Dilemma in 1997, the rules of innovation have themselves been transformed. Today, innovation frequently starts at the CEO level with a vision that percolates throughout the organization. In contrast to traditional theories of technology disruption, new market entrants, and business model innovation, this study concludes that vision and leadership at the top is a decisive factor in successful innovation initiatives.

Open innovation increases the profit of companies and organizations via the input and the adoption of new ideas that are transformed into new processes, products, and services. Yet, how do we ensure that adopters of such innovations focus on relevant problems and use appropriate methods? How should we manage open innovation technologies? How can we exploit distributed knowledge and inventions? And how can we promote them successfully on the market?With valuable lessons to be learned from academic research and industrial experiences of e.g. Intel, Nokia, Philips Healthcare, small municipalities, e-learning platforms and user communities, this book focuses on some of the key dimensions of open innovation and open innovation technologies. It is divided into three themes: theme 1 deals with open innovation as it is in use today, including theoretical underpinnings and lessons from related research fields. Theme 2 analyzes the use of open innovation in organizations today in order to extract best practices. Theme 3 presents forward-looking theoretical research as well as practical future uses of open innovation. Each chapter addresses the particular topics by presenting experiences and results gained in real life projects and/or by empirical research, and clearly states its purpose and how readers are supposed to benefit from it. Overall, the objectives of this book are to advance and disseminate research on systematic open innovation, and to make its results available to practitioners. Thus, the intended target audience includes the international academic community, industrial enterprises, and public authorities.

The Trial, the Case, the Cause.
Voltaire and the critical innovation.
Elisabeth Claverie [76-851
In the 1760's, Voltaire took on the impassioned defense of a number of people accused of crime by judges of Parlement (Calas, Sirven, Chevalier de la Barre). Undertaking this defense meant accusing and, as a consequence, transforming the judiciary arena, in which procedures were secret, into a public arena. The innovation introduced by Voltaire during the Calas case was that, in order to defend him, the philosopher did not look for social or religious support, but brought forward a new definition of honour, making Calas a representative of the "human kind". In so doing Voltaire created a paradigma centered on the notion of Cause, used regularly, and until recently still, in political criticism.

In presenting the concepts and the logical structure of the reasoning offered by game theory and their applications, the book explains the rational process of decision making in the framework of firm management and market competition. The book will expose both general teachings and a comprehensive analysis applied to specific case studies of various sectors of the economy.

Essential strategies to transform your organization and boost your profits. Want to recapture your organization's original innovative spirit? Stoking Your Innovation Bonfire helps you remove the obstacles that have crippled the innovation superpowers that made your organization successful in the first place.: Helps you identify the blockages hindering innovation within your organization; Reveals the fundamental changes that will help your business rebuild its hidden or lost innovation capabilities; Explores leading innovation theories you can apply right away-without expensive consultants. Get.

"A leader's ability to discover and implement innovations is crucial to adapting to changing technologies and customer preferences, enhancing employee creativity, developing new products, supporting market competitiveness, and sustaining economic growth. Gliddon and Rothwell provide an exciting and comprehensive resource for readers that are currently seeking to build success in organizations with new ideas. Innovation leadership involves synthesizing different leadership styles in organizations to influence employees to produce creative ideas, products, services and solutions. It is a practice and an approach to organization development and organizational change. Innovation leadership commonly includes four basic stages, which are: (a). support for idea generation, (b). identifying innovations (c). evaluating innovations, and (d). implementation. There are two types of innovations including: (a). exploratory innovation, which involves generating brand new ideas, and (b). value-added innovation, which involves modifying and renewing ideas that already exist. The two fundamental leadership theories that are generally necessary for innovation leadership are path-goal theory and leader member exchange theory. The key role in the practice of innovation leadership is that of the innovation leader. However, there are currently multiple perspectives on the definition of an innovation leader. An individual in an organization, a group within an organization, the organization itself, and even a community, state, or nation can be considered an innovation leader. The book explores each of these perspectives on the definition of an innovation leader."--Provided by publisher.