TheMJAin 2019: going from very good to great!

Nicholas J Talley AC

doi:10.5694/mja2.50413

Open Innovation Maturity

International Journal of Knowledge-Based Organizations ◽

10.4018/ijkbo.2012010106 ◽

2012 ◽

Vol 2 (1) ◽

pp. 92-111 ◽

Cited By ~ 5

Author(s):

Hagen Habicht ◽

Kathrin M. Möslein ◽

Ralf Reichwald

Keyword(s):

Open Innovation ◽

Innovation Management ◽

Maturity Model ◽

Management Framework ◽

Individual Level ◽

Capability Maturity ◽

Good To Great ◽

Parallel Case ◽

The Individual ◽

Multidimensional Concept

Many firms are eager to tackle the challenge of moving from good to great innovators with the help of open innovation. However, a considerable number of open innovation projects fail because firms are not ready to fully engage in open innovation. They lack knowledge about how to manage its multiple facets. Drawing on a capability maturity approach, the authors propose a competence management framework to support the development of open innovation maturity – an organization’s excellence in conducting open innovation. Management categories and maturity levels are inductively identified and reflected in the context of prominent literature. The resulting Open Innovation Maturity model is based on insights from 12 parallel case studies and two open innovation pilots covering the software and the airport industry. Empiric results show that competences on the process level and on the individual level impact the success of open innovation. Hence, Open Innovation Maturity is a multidimensional concept describing the overall capacity of a firm to successfully engage in and make use of open innovation.

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Getting from good to great: a conversation with Jim Collins

Strategy and Leadership ◽

10.1108/10878570210442506 ◽

2002 ◽

Vol 30 (5) ◽

pp. 10-14 ◽

Cited By ~ 3

Author(s):

William C. Finnie ◽

Stanley C. Abraham

Keyword(s):

Good To Great

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Understanding level 5 leaders: the ethical perspectives of leadership humility

Journal of Management Development ◽

10.1108/jmd-09-2016-0184 ◽

2017 ◽

Vol 36 (5) ◽

pp. 724-732 ◽

Cited By ~ 6

Author(s):

Cam Caldwell ◽

Riki Ichiho ◽

Verl Anderson

Keyword(s):

Research Information ◽

Content Type ◽

Building Trust ◽

Good To Great ◽

Conceptual Paper ◽

The Relationship ◽

Follower Trust ◽

Practical Implications ◽

Ethical Perspectives

Purpose The purpose of this paper is to explore the ethical perspectives of leadership humility. Jim Collins, in his seminal work, Good to Great, noted that all great organizations are led by “Level 5 leaders (L5Ls).” These leaders exhibit fierce resolve, but incredible humility. This paper examines the nature of humility and its assumptions associated with 12 frequently cited ethical perspectives. Humility builds high follower trust and commitment so often lacking in the modern organization. The paper identifies four practical contributions for scholars and leaders who seek to understand the role of humility in leadership effectiveness. Design/methodology/approach This paper is a conceptual paper which relies heavily on research from the current literature about leadership, trust, and humility. Findings This paper compares humility with 12 well-regarded ethical perspectives and presents humility as an ethically-relevant leadership construct that helps leaders to build trust, commitment, and followership. Research limitations/implications Because this paper is not an empirical study, it does not present research information, propositions, or hypotheses. Practical implications This paper suggests that leaders can be more effective if they come to understand the implicit ethical nature of leadership and the importance of humility in building trust. Originality/value Although Collins’ research about great organizations identified the importance of Level 5 leadership 15 years ago, very little has been written about the nature of humility as a leadership virtue. More importantly, this paper is among the first to identify the relationship between ethics and humility for L5Ls.

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