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2014 | OriginalPaper | Chapter

Innovation and Entrepreneurship: The Invisible Cycle

Author : Robert B. Rosenfeld

Published in: Sustainable Entrepreneurship

Publisher: Springer Berlin Heidelberg

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Abstract

Why is it that some corporations thrive for decades, only to diminish into financial struggles, demoralizing layoffs, and often, bankruptcy? Perhaps there exists an invisible force or phenomenon that has eluded the leaders of yesterday and today, not unlike microscopic organisms, that were made visible by the advent of the microscope in 1590. If we could turn a “creative lens” on these invisible forces and phenomena, we may discover an opportunity to revitalize the organization and restore it to a time of achievement and success.

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Footnotes
1
This chapter is adapted from Rosenfeld et al. (2011). Leveraging Differences. The Invisible Element: A Practical Guide for the Human Dynamics of Innovation (pp. 53–73). Rochester: Innovatus Press.
 
Literature
go back to reference Adapted from Rosenfeld, R. B., Wilhelmi, G. J., & Harrison, A. (2011). Leveraging differences. In The invisible element: A practical guide for the human dynamics of innovation (pp. 53–73). Rochester: Innovatus Press. Adapted from Rosenfeld, R. B., Wilhelmi, G. J., & Harrison, A. (2011). Leveraging differences. In The invisible element: A practical guide for the human dynamics of innovation (pp. 53–73). Rochester: Innovatus Press.
go back to reference Bennis, W., & Biederman, P. W. (1997). Organizing genius. Cambridge: Perseus Books. Bennis, W., & Biederman, P. W. (1997). Organizing genius. Cambridge: Perseus Books.
go back to reference Dickens, E. (2005). The Da Vinci notebooks. New York: Arcade. Dickens, E. (2005). The Da Vinci notebooks. New York: Arcade.
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go back to reference Knowledge work and knowledge worker were first used by Drucker. A knowledge worker is an individual valued for their ability to interpret information within a specific area. Knowledge work and knowledge worker were first used by Drucker. A knowledge worker is an individual valued for their ability to interpret information within a specific area.
go back to reference Miller, L. M. (1989). Barbarians to bureaucrats: Corporate life cycle strategies (p. 2). New York: Fawcett Columbine. Miller, L. M. (1989). Barbarians to bureaucrats: Corporate life cycle strategies (p. 2). New York: Fawcett Columbine.
go back to reference Rosenfeld, R., & Servo, J. (1984). Business and creativity: Making ideas connect. The Futurist, XVII(4), 21–26. Rosenfeld, R., & Servo, J. (1984). Business and creativity: Making ideas connect. The Futurist, XVII(4), 21–26.
Metadata
Title
Innovation and Entrepreneurship: The Invisible Cycle
Author
Robert B. Rosenfeld
Copyright Year
2014
Publisher
Springer Berlin Heidelberg
DOI
https://doi.org/10.1007/978-3-642-38753-1_4