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Organized InnovationA Blueprint for Renewing America’s Prosperity$

Steven C. Currall, Ed Frauenheim, Sara Jansen Perry, and Emily M. Hunter

Print publication date: 2014

Print ISBN-13: 9780199330706

Published to Oxford Scholarship Online: January 2014

DOI: 10.1093/acprof:oso/9780199330706.001.0001

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(p.158) Appendix C Research Questions for Future Scholarly Examinations of Organized Innovation

(p.158) Appendix C Research Questions for Future Scholarly Examinations of Organized Innovation

Organized Innovation
Oxford University Press

The following are examples of research questions derived from the Organized Innovation framework that future scholars may wish to test empirically:

  1. 1. What are the requisite skills that leaders of multidisciplinary research centers must demonstrate to foster Channeled Curiosity, Boundary-Breaking Collaboration, and Orchestrated Commercialization?

  2. 2. Can such leadership skills be embodied in a single leader? Channeled Curiosity emphasizes orienting, Boundary-Breaking Collaboration emphasizes facilitating, and Orchestrated Commercialization emphasizes coordinating. Can all those activities be fulfilled by one person or is a team of leaders with different skills required?

  3. 3. What leadership experience and/or mentorship programs should university leaders put in place to develop a pool of faculty members and other leaders who are able to apply the principles of Organized Innovation?

  4. 4. What policies and procedures are necessary to create an organizational climate at multidisciplinary research centers that serves as the foundation for Organized Innovation? What obstacles do centers face if the current climate needs to be altered? What organizational support structures or processes can help leaders overcome those obstacles?

  5. 5. What are the optimal incentive schemes to foster application of Organized Innovation principles? Is it possible to use financial incentives to encourage Channeled Curiosity and Boundary-Breaking Collaboration, or must financial incentives be reserved solely for Orchestrated (p.159) Commercialization? Are nonfinancial incentives more appropriate for Channeled Curiosity and Boundary-Breaking Collaboration, such as prizes or citations for university faculty who demonstrate those actions?

  6. 6. Are role models more powerful than formal incentives of any type in compelling behaviors that are consistent with the Organized Innovation framework?

  7. 7. What training is required to equip researchers with the skills necessary to advance the Organized Innovation framework? For example, how should universities ensure that researchers and/or center leaders have the basic skills of communication and conflict resolution that are required of, for example, Boundary-Breaking Collaboration?

  8. 8. What entrepreneurial behaviors do researchers need to fully display to create an organization embodying the Organized Innovation framework?

  9. 9. What are the appropriate economic measures of success of any Organized Innovation initiative (e.g., companies formed, jobs created, new products introduced to the marketplace)? What are the quantitative and qualitative measures that can be used to assess return on investment of the Organized Innovation framework?

  10. 10. What indicators of societal impact (e.g., non-economic) should be used to further measure return on investment in Organized Innovation-based initiatives?

  11. 11. What metrics or measures are appropriate to assess organizational levels of Channeled Curiosity, Boundary-Breaking Collaboration, and Orchestrated Commercialization?