Leonard-Barton, a professor of business administration at Harvard Business School, asks why some companies are better than others at successfully developing new products. To answer that question, she interviewed managers in various manufacturing industries who have been successful--and others who have not. The result is an understanding of the process of how better to manage a firm's "knowledge assets." Important is her discovery that a company's core competency can become a "core rigidity." Doing one thing well to the exclusion of anything else stifles creativity. Or, when the competitive environment changes, companies that continue only with what has worked in the past are often put at a disadvantage. She also examines four activities she found to be involved in the innovation process: integrated problem solving, implementation of new methodologies, experimentation, and the importing of know-how. Wellsprings
is designed in part for use by academics in training managers, but its practical insights will be helpful to practitioners as well. David Rouse
--This text refers to an out of print or unavailable edition of this title.
"An original and elegant thesis....Provides an actionable framework for competing in a world where value resides in ideas." --IndustryWeek
"A valuable addition to the literature for practicing managers concerned with innovation." --Sloan Management Review
"The analysis and observations are both first rate." --Production Magazine -- Book Reviews
"WELLSPRINGS OF KNOWLEDGE breathes fresh life into the world of corporate creativity...Wellsprings is a refreshing break from hyperbole. Accessible, well-written and realistic, the book provides the foundations for understanding and managing the many sources of organizational genius." -- USA Today, May 18, 1998