Dorothy Leonard-Barton - Wellsprings of knowledge: building and sustaining the sources of innovation
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Wellsprings of knowledge: building and sustaining the sources of innovation
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Wellsprings of Knowledge focuses on the knowledge-creating activities and behaviors that managers guide, control, and inspire: developing problem-solving skills; experimenting to build for the future; integrating information across internal project and functional boundaries; and importing expertise from outside the firm. Since not all knowledge creates competitive advantage, the author helps managers understand what constitutes a core capability for their firm, and which non-strategic capabilities can be jettisoned or outsourced.
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Wellsprings of Knowledge : Building and Sustaining the Sources of Innovation
author
:
Leonard-Barton, Dorothy.
publisher
:
Harvard Business School Press
isbn10 | asin
:
0875848591
print isbn13
:
9780875848594
ebook isbn13
:
9780585066912
language
:
English
subject
Information technology--Management, Information resources management, Management information systems.
publication date
:
1995
lcc
:
HD30.2.L46 1995eb
ddc
:
658.4/038
subject
:
Information technology--Management, Information resources management, Management information systems.
Page iii
Wellsprings of Knowledge
Building and Sustaining the Sources of Innovation
Dorothy Leonard
Harvard Business School Press Boston, Massachusetts
Page iv
Published by the Harvard Business School Press in hardcover, 1995; in paperback, 1998
Copyright 1995 President and Fellows of Harvard College
All rights reserved
Printed in the United States of America
02 01 00 99 5 4 3 (pbk)
Library of Congress Cataloging-in-Publication Data
Leonard-Barton, Dorothy. Wellsprings of knowledge : building and sustaining the sources of innovation / Dorothy Leonard-Barton. p. cm. Includes bibliographical references and index. ISBN 0-87584-612-2 I. Information technologyManagement. 2. Information resources management. 3. Management information systems. I. Title. HD30.2.L46 1995 658.4' 038dc2095-14582 CIP
ISBN 0-87584-859-1 (pbk)
The paper used in this publication meets requirements of the American National Standard for Permanence of Paper for Printed Library Materials Z39.49-1984.
Page v
To Ron, my best critic and personal wellspring, and to my unfailing supporters, Gavin and Michelle.
Page vii
CONTENTS
Preface
ix
Introduction
xi
Part One: The Nature of Core Capabilities and Rigidities
1 Core Capabilities
3
2 Core Rigidities
29
Part Two: Key Innovation Activities
3 Shared Problem Solving
59
4 Implementing and Integrating New Technical Processes and Tools
91
5 Experimenting and Prototyping
111
6 Importing and Absorbing Technological Knowledge from outside of the Firm
135
7 Learning from the Market
177
Part Three: Growth and Renewal
8 Transferring Product Development Capabilities into Developing Nations
215
Page viii
9 Continuous Wellsprings
259
Notes
269
References
295
Index
321
About the Author
335
Page ix
PREFACE
My former professor and longtime friend Everett Rogers, whose prodigious output of books and articles always awed me, once surprised me with the comment that he never knew enough material to write a book when he started it. I had naively assumed that his remarkable syntheses and insights were mostly, if not wholly, formed when he first set fingers to keyboard. As is common with the wisdom of teachers, the remark took on more significance when I experienced it in my own life. In one sense, this book is a compilation of observations accumulated over several decade. Threading through this volume are traces of long-ago Peace Corps experiences with the development of technological capabilities in Thailand and later memories of steelmaking equipment rusting in the sands of an Indonesian beach, mutely denying the effectiveness of a Russian technology-transfer program. My preoccupation throughout this book with
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1995