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02498nam a22005055i 4500 |
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978-3-642-54171-1 |
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DE-He213 |
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20151204165147.0 |
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cr nn 008mamaa |
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141020s2015 gw | s |||| 0|eng d |
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|a 9783642541711
|9 978-3-642-54171-1
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|a 10.1007/978-3-642-54171-1
|2 doi
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|d GrThAP
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|a HD28-70
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|a KJMV6
|2 bicssc
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|a PDG
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|a BUS087000
|2 bisacsh
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|a 658.514
|2 23
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|a Weis, Bernd X.
|e author.
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|a From Idea to Innovation
|h [electronic resource] :
|b A Handbook for Inventors, Decision Makers and Organizations /
|c by Bernd X. Weis.
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|a Berlin, Heidelberg :
|b Springer Berlin Heidelberg :
|b Imprint: Springer,
|c 2015.
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|a XVI, 263 p. 124 illus.
|b online resource.
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|a text
|b txt
|2 rdacontent
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|a computer
|b c
|2 rdamedia
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|a online resource
|b cr
|2 rdacarrier
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|a text file
|b PDF
|2 rda
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|a Management for Professionals,
|x 2192-8096
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|a Introduction -- Creative Destruction -- Innovation -- Business Models -- Innovation Culture and Innovation Management -- Invention -- Creativity -- Outlook -- Indices.
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|a The book assists in bringing together the three stakeholders of an innovation – inventor, decision maker and organization. These stakeholders have conflicting requirements and the book offers advice on how and by what methods they can communicate and the information that is expected and required in different phases of innovation. The perspectives of inventor, decision maker and organization are integrated in a business model that enables a common “language” and communication platform for the inevitably emerging tension field and that allows for asking and answering the right questions.
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|a Business.
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|a Leadership.
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|a Management.
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|a Industrial management.
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|a Economics.
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|a Business and Management.
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|a Innovation/Technology Management.
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|a Popular Science in Economics / Management.
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|a Business Strategy/Leadership.
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710 |
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|a SpringerLink (Online service)
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|t Springer eBooks
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|i Printed edition:
|z 9783642541704
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830 |
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|a Management for Professionals,
|x 2192-8096
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856 |
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|u http://dx.doi.org/10.1007/978-3-642-54171-1
|z Full Text via HEAL-Link
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912 |
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|a ZDB-2-SBE
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950 |
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|a Business and Economics (Springer-11643)
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