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| 1 | The quest for resilience显示文摘 | Hamel G Valikangas L | | 0，，09： | 1 |
| 2 | The quest for resilience 显示文摘 | Hamel G Valikangas L | 2003 | Harvard Business Review2003，81，9： | 1 |
| 3 | Enabling Open Innovation:Lessons from Haier显示文摘Open innovation has become a dominant innovation paradigm.However,the actual adoption of open innovation organizational designs and practices remains elusive,and ongoing examples of large companies practicing open innovation in mature industries or beyond R&D activities are rare.Despite the continuing interest in open innovation and the surging research on the topic,not much is documented about how,in particular,large companies interpret and implement open innovation or develop and sustain an innovation‐enabling culture.This paper reports on a study of Haier’s adoption of six radical innovations as it implements an open innovation organization over a period of seven years.The study is unique in that the cases reveal how open innovation is enabled by the socially enabling mechanisms developed under Chairman Ruimin Zhang’s leadership.These varied enabling mechanisms open the organization to serendipity at every level,from the bottom up to suppliers.Most importantly,the mechanisms imprint and sustain an open innovation culture recognized as important—yet often left unarticulated in terms of how it is practiced—in the prior literature.The paper contributes to and highlights the centrality of socially enabling mechanisms underlying an organization’s innovation absorptive capacity. | Arie Y.Lewin Liisa Valikangas Jin Chen | 2017 | International Journal of Innovation Studies2017，1，1： | 1 |
| 4 | In praise of resource constraints显示文摘 | Gibbert M Hoegl M Valikangas L | 2007 | MIT Sloan Management Review2007，48，3： | 1 |
| 5 | The quest for resilience显示文摘 | Gary Hamel Liisa Valikangas | 2003 | Harvard Business Review2003，，9： | 1 |
| 6 | Introduction to the Special Issue:Financial Resource Constraints and Innovation 显示文摘 | GIBBERT M HOEGL M VALIKANGAS L | 2014 | Journal of Product Innovation Management2014，31，2： | 1 |
| 7 | Managing internal corporate venturing cycles显示文摘 | Burgelman R A Valikangas L | | 0，，04： | 1 |
| 8 | Boundary-setting strategies for escaping the innovation traps显示文摘 | Michael Gibbert | 2005 | Sloan Management Review2005，46，3： | 1 |
| 9 | The quest for resilience显示文摘 | Hamel G Valikangas L | 2003 | Harvard Business Rev2003，81，9： | 1 |
| 10 | The Quest for Resilience显示文摘 | HAMEL G VALIKANGAS L | 2003 | Harvard Business Review2003，81，9： | 1 |
| 11 | Strategic types of services and international marketing 显示文摘 | Liisa Valikangas Uolevi Lehtinen | 1994 | International Journal of Service Industry Management1994，5，2： | 1 |
| 12 | The quest for resilience 显示文摘 | Hamel G Valikangas L | 2003 | Harvard Business Review2003，81，9： | 1 |
| 13 | The quest for resilience 显示文摘 | HAMEL G VALIKANGAS L | 2003 | Harvard Business Review2003，81，9： | 1 |
| 14 | The quest for resilience显示文摘 | Hamel G and Valikangas L | 2003 | Harvard business review2003，81，9： | 1 |
| 15 | The Quest for Resilience显示文摘 | G Hamel L Valikangas | 2003 | Harvard Business Review2003，，9： | 1 |
| 16 | The quest for resilience显示文摘 | Gary Hamel Liisa Valikangas | 2003 | Harvard Busi- ness Review2003，，9： | 1 |
| 17 | Strategic types of services and International Marketing 显示文摘 | Liisa Valikangas Uolevi Lehtinen | 1994 | International Journal of Service Industry Management1994，5，2： | 1 |
| 18 | 将创新作为企业核心能力管理显示文摘切莫犯那些最平庸的错误:建一个独立的创新部门,去执行那些目标不明确的项目,然后经过颗粒未收的几年,这个项目就受到来自各方苛刻的质疑。这样绝对行不通,这是在浪费您手下人的天赋和您的金钱。 | Liisa VALIKANGAS | 2005 | 21世纪商业评论2005，，2： | 0 |
| 19 | 企业赢得灵活性的四个步骤显示文摘四个方面的战略规划,能够提高企业的灵活性,助其保持竞争力。 | Liisa Valikangas | 2004 | IT时代周刊2004，，07X： | 0 |
| 20 | Out-of-sync in managerial attention:Temporal and repertory mismatches between the headquarters and subsidiary显示文摘We advance the attention-based view by presenting empirical evidence that the attention of headquarters and subsidiary managers in a multi-business organization is,at times,out of sync.Based on empirical material that allows us to differentiate between what is attended to and what is ignored by management,we analyze the focus of managerial attention,environmental and subsidiary stimuli,and actions taken in the decision-making process over 15 years,during a period of strategic transformation.We suggest that attentional mismatches occur not only between strategic issues but also between what are considered relevant responses or actions to be taken at any particular time.We analyze the origins of the attentional mismatches and explore ways to avoid such nonalignment in strategic decision making. | Armi Temmes Liisa Valikangas | 2019 | International Journal of Innovation Studies2019，3，2： | 0 |
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