BusinessCorporationIntroduction外文文献.docVIP

Introduction Venturing into new management territory can be daunting. The old haunts are familiar and comfortable? and, besides, theyve worked fine for generations despite short-term thinking, turf wars, and fear of conflict just to name a few of the most obvious drawbacks. But the problem is that the old haunts are also limiting (Jonash Sommerlatte 1999). Remaining huddled inside them limits access to new realms of growth and value and does nothing to cope with the whole new set of circumstances facing business today. As the economy shifts from a product-based system to knowledge-based one, managers need ways to manage their investments in intangible assets that drive innovation. Keeping intellectual property or any kind of secret secure in this era of the Internet, high staff mobility, and open communication has become very difficult. And maintaining the loyalty of smart employees is a problem of major proportions (Jonash Sommerlatte 1999). ? The innovation premium is about working smarter rather than simply working harder. Companies must become faster and more versatile. Companies do not need to dramatically restructure their companys entire strategy, reorganize all their resources, or completely change their processes and organizational structure. What should be done is to find ways to alter the business approach and overlay new management practices that can create and capture more value from innovation (Jonash Sommerlatte 1999). Being creative is such a natural part of being human that we can view creativity much the way we view language; no human cultures, no matter how isolated, have ever been found that do not use language. The same may be said of creativity. Of course, some cultures may boast more extensive technological, scientific, literary, or artistic accomplishments, but this depends on the relative value societies place on innovation, not differences in the basic mental processes of which people are capable (Finke, Smith Ward 1995 ? ?Capitalizing