The corporate entrepreneur : Leading organizational transformation

Long Range Planning

Volumn 30, Issue 3, 1997, Pages

  Vandermerwe, Sandra ^a   Birley, Sue ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0041505304     PISSN: 00246301     EISSN: None     Source Type: Journal    
DOI: 10.1016/s0024-6301(97)90244-2     Document Type: Article

References (20)

1. For reading on customer "ownership", what this means, the implications for management and best practice; see S. Vandermerwe, The 11th Commandment - Transforming To "Own" Customers, John Wiley, UK (1996);
2. S. Vandermerwe, Becoming a customer "owning" corporation, Long Range Planning, December (1996).
3. There is quite a lot of reading on this subject of influence and diffusion though to our knowledge the 360% influence (as opposed to either top down or bottom up) has only been described in the above book.
4. See, for example, S. Birley, D. Norburn and K. Manning, Why large organisations must change, Management Decision, 26(4), (1988).
5. S. Vandermerwe, The process of market-driven transformation, Long Range Planning, April (1995).
6. For original work on diffusion; see E. Rodgers, Diffusion of Innovation, The Free Press, New York (1982).
7. For more on diffusion theme and customer transformation, see S. Vandermerwe, The process of market-driven transformation. Long Range Planning, April (1995);
8. S. Vandermerwe, The 11th Commandment - Transforming To "Own" Customers, Chapter 20;
9. J. Kotter, Leading change: why transformation efforts fail, Harvard Business Review, March/April (1995).
10. Milestone planning is a common method used in new ventures where time scales are uncertain. See, for example, Z. Block and I. C. MacMillan, Milestones for successful venture planning, Harvard Business Review, 5 (1985).
11. For interesting reading on what some of the "greats" in innovations like 3M have done/are doing see in this context, see How can big companies keep the entrepreneurial spirit alive? Harvard Business Review, November/December (1995).
12. For a more detailed discussion of these issues which to date has been confined to corporate venturing activities, see X. Block and I. C. MacMillan, Corporate Venturing: Creating New Businesses Within the Firm, Harvard University Press, Boston, MA (1993);
13. S. Birley, D. Norburn and K. Manning, Implementing corporate venturing, In Lamb and Shrivastava (eds), Advances in Strategic Management, Vol. 5, pp. 165-179 (1988).
14. This reinforces what the literature is beginning to say. See for instance, J. Waldroop and T. Butler, The executive as coach, Harvard Business Review, November/December (1996).
15. For the quote and interesting reading on Gerstner and his new approach for IBM see, How IBM became a growth company again. Business Week, International edition, December (1996).
16. For reading on behaviour and roles in the area of leadership and transformation see amongst others; J. Kotter, A Force for Change: How Leadership Differs from Management, The Free Press, New York (1990);
17. J. Kotter, Leading change: why transformation efforts fail, Harvard Business Review, March/April (1995);
18. S. L. Hart and R. E. Quinn, Roles executives play: CEO's behavioural complexity, and firm performance, Human Relations, 46(5) (1993);
19. D. R. Denison, R. Hooijberg, R. E. Quinn, Paradox and performance: toward a theory of behavioural and managerial leadership, Organization Science, 6(5) (1995);
20. R. Quinn and K. Cameron, Paradox and Transformation, Ballinger, Cambridge (1988).