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Ma theory and the creative managemen...
~
Kodama, Mitsuru.
Ma theory and the creative management of innovation
Record Type:
Language materials, printed : Monograph/item
Title/Author:
Ma theory and the creative management of innovation/ edited by Mitsuru Kodama.
other author:
Kodama, Mitsuru.
Published:
New York :Palgrave Macmillan US : : 2017.,
Description:
xiii, 296 p. :ill., digital ; : 24 cm.;
Contained By:
Springer eBooks
Subject:
Industrial management. -
Online resource:
http://dx.doi.org/10.1057/978-1-137-59194-4
ISBN:
9781137591944
Ma theory and the creative management of innovation
Ma theory and the creative management of innovation
[electronic resource] /edited by Mitsuru Kodama. - New York :Palgrave Macmillan US :2017. - xiii, 296 p. :ill., digital ;24 cm.
This book focuses on the core theoretical concept of "Ma thinking" - an idea that serves as springboard for the thoughts and actions of distinguished practitioners, innovators, and researchers. The theoretical and practical importance of the Ma concept in new innovation activities lies in the thinking and activities of the leading practitioners. However, there is little academic research clarifying these characteristic dynamic transition mechanisms and the synthesis of diverse paradoxes through recursive activities between formal and informal organizations to achieve integration of dissimilar knowledge.
ISBN: 9781137591944
Standard No.: 10.1057/978-1-137-59194-4doiSubjects--Topical Terms:
556510
Industrial management.
LC Class. No.: HD31.2 / .M384 2017
Dewey Class. No.: 658.4092
Ma theory and the creative management of innovation
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edited by Mitsuru Kodama.
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Imprint: Palgrave Macmillan,
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2017.
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xiii, 296 p. :
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ill., digital ;
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24 cm.
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This book focuses on the core theoretical concept of "Ma thinking" - an idea that serves as springboard for the thoughts and actions of distinguished practitioners, innovators, and researchers. The theoretical and practical importance of the Ma concept in new innovation activities lies in the thinking and activities of the leading practitioners. However, there is little academic research clarifying these characteristic dynamic transition mechanisms and the synthesis of diverse paradoxes through recursive activities between formal and informal organizations to achieve integration of dissimilar knowledge.
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Economics and Finance (Springer-41170)
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