Integrating innovation style and knowledge into strategy

MIT Sloan Management Review

Volumn 50, Issue 1, 2008, Pages

  McDonough III, Edward F ^a,d   Zack, Michael H ^a,d   Lin, Hsing Er ^b   Berdrow, Iris ^c  

^a NORTHEASTERN UNIVERSITY   (United States)

^b UNIVERSITY OF ANTWERP   (Belgium)

^c BENTLEY COLLEGE   (United States)

^d NORTHEASTERN UNIVERSITY

Author keywords

[No Author keywords available]

Indexed keywords

EID: 57049117325     PISSN: 15329194     EISSN: None     Source Type: Journal    
DOI: None     Document Type: Article

References (6)

1. M.E. Porter, "What Is Strategy?" Harvard Business Review. Vol. 74, no. 6 (November-December 1996): 61-78.
2. M.H. Zack, "Developing a Knowledge Strategy," California Management Review 41, no. 3 (spring 1999): 125-145.
3. This conclusion is based on a knowledge strategy audit performed at Polaroid by one of the authors shortly before Polaroid's turn towards bankruptcy.
4. P. Patel and K. Pavitt, "How Technological Competencies Help Define the Core (not the Boundaries) of the Firm," in "The Nature and Dynamics of Organizational Capabilities," ed. G. Dosi, R.R. Nelson and S.G. Winter (Oxford: Oxford University Press, 2000), 312-333.
5. M. Sawhney, R.C. Wolcott and I. Arroniz, "The 12 Different Ways for Companies to Innovate," MIT Sloan Management Review 47, no. 3 (spring 2006): 75-81.
6. The case study is based on primary research conducted over several years by one of the authors and the company's 2005-2007 annual reports.