Essay based on

Peter F. Drucker (1993) Innovation and Entrepreneurship

(Harper Business edition, first edition 1986). HarperCollins Publishers; New York.

Summary

ThisessayreferencesthevolumeInnovationandEntrepreneurship(IE
henceforth)byPeterDrucker.Drucker(19092005)wasascholarand
consultantwithanexceptionallylongcareer.HemovedfromGermanyin
early30stoUKandduringSecondWorldWarheimmigratedtoUnited
Statesattheage34.Druckerhasmadeanimpactonvariousareasof
management,businessstrategy,organizationcultureandalsoinnovation.
Druckeriscommonlycreditedforcoiningthetermknowledgeworker.IE
presentsarelativelylateadditionamong39otherbooksalongDruckers
extensivecareer,whichincludedconsultationtonumerouslargecompanies.
Hewasknownforpronouncedcriticismofexistingcontrolstructures,
includinggovernment,forauniqueviewofliberalismwithequalrights,
privatizationandthoughtslateronleadingtoformationofNewPublic
Managementtheory(http://en.wikipedia.org/wiki/Peter_Druckerreferenced
2.12.2009).
Thebookitself,IE,isbuiltuponaphilosophythatinfuture(orrightnow,
consideringthetimeperspectiveofthebook),anentrepreneurialsocietywill
betheonlyonethatcansustainthedevelopmentofawelfaresociety.And
theentrepreneurialsocietywillbeaproductofaneconomyofinnovative
entrepreneurshipcombinedwithgovernmentfacilitation,oratwith
governmentofminimalinterferencewiththisdevelopment.Allthroughthe
book,DruckerpresentsUnitedStatesasanexampleofsuccessful
entrepreneurialeconomy,inwhichanentrepreneurfriendlyeconomyhasin

Drucker:InnovationandEntrepreneurship/summarybyLassiA.Liikkanen

variousbusinessareasbeenabletocountertheissuesoffallingsmokestack
industriesinthepastdecades.IthasprovidedUSmorejobsthanthe
considerablegrowthofpopulationwouldhavedemanded.Japanisalso
mentioned,whichshowsadmirableinsightevenifthe2009economicslump
didagainhitJapaneseveryhard.Anotherrepeatingmotifinthebookisthat
inallinnovationtalk,hightechisalwaysexaggerated.Whilehightechmay
havepotentialbigimpact,andtherearegoodmanyolderandnewer
examples,Druckerseesitatveryriskyandcurrentlymismanagedindustry.
Thushisexamplesofinnovationaremainlyderivedfromotherbusiness
domains.
ThebookIEisdesignedtoprovideguidelinesonhowentrepreneurscan
becomeinnovativeandnotjustinventiveengineersandeconomicalfailures.
Thebookisthusorganizedintothreeparts:innovationpractice,
entrepreneurshippracticeandentrepreneurialstrategies.Eachofthesehas
eachitsownroleintheinnovationgameandwillbenextreviewed
separately.

Innovationpractice
Successfulinnovationpractice,accordingtoDrucker,isbasedonsystematic
hardwork.Notonluckorsingleinsightfulideas.Druckerintroduces
systematicinnovationasaframeworkforexploitinginnovativeopportunities.
Heintroducessevensourcesofinnovationthatcanbemonitoredforstarting
upnewinnovations.Thesesevenfallintotwocategories:internalandexternal
toanenterprise.Fourchaptersinthebookdealwiththeformer,threewith
thelatter.TheywillnextberecappedintheorderusedbyDrucker.Hesees
thatthefirstonesaretheeasiestopportunitiesforinnovationandthe
implementation,andriskincreasetowardstheendofthelist.Theabstract
Drucker:InnovationandEntrepreneurship/summarybyLassiA.Liikkanen

sourcecategoriesarenotmutuallyexclusive,butaninnovationmaybe
relatedtoseveralsourcecategories.
Unexpectedsuccessisaneventwheresomebusinessareasuddenlystartsto
boombeyondexpectations.Thisshouldprovidethecompanyachanceto
renewtheiroperationandmakethebestofthesituation,whateverthe
underlyingcause,andacceptthatthemarketis
changing.Unexpectedfailureisasimilarindicatorof
changestakingplaceintheworld.Severalexamplesare
given,includingFordautomobilesEdsel.Thismodel
wascarefullydesignedtotargetuppermiddleclass
people.However,itturnedoutthatduringtheyearsof
design,productionandlaunch,themarkethad
changed.Therewerenomorecustomersinterestedin
thecar,asthecustomervalueswerechangedquicklyinthepostWWII
society.Instead,FordsThunderbird,averydifferenttypeofcarfordifferent
typeofcustomersmadeabighitandalegendofitsown
(http://en.wikipedia.org/wiki/Edsel).
Itmustbenotedthatatthispoint,Druckerisclearlywronginprovidingthis
examples.Forddidnotactuallyactupontheunexpectedfailure.Thefamous
Tbirdhadalreadybeenonthemarketthreeyears
(since1955)beforeEdselwaslaunchedin1958.
Unexpectedoutsideeventsarealsomentionedasone
Ford Thunderbird (1955)

sourceofsurprise.Inthiscase,thereisalsoachangein
themarketthancanbeexploitedbyacompany.The

importantdetailstressedbyDruckeristhatexploitingeachofthese
unexpectedchangesrequiresonlyrelativelysmalleffortsfromthecompany,

Drucker:InnovationandEntrepreneurship/summarybyLassiA.Liikkanen

notdiversificationoftheirbusinessareajustembracingtheopportunityby
adjustingexistingtools.
Incongruitiespresentanotherlargegroupofinnovationsources.They
mostlyrefertoexternaloperationenvironmentandchangeswithin.Theyare
usuallycreatedwhentherealitiesofamarketandcompanysperceptionof
itbecomemisaligned.Asanexample,aproductionmodelmaybecometoo
expensive.DruckerlistsoldAmericansteelindustryandhealthcare.Inboth
domainsnewoperationandproductionmodelshavegainedspacefromold
waysofdoingthings.Druckerseesincongruityalsoinprocesses,forinstance
aninnovationforeyesurgery,anenzymecompoundtopreventbleeding.
Necessityisthemotherofinvention,itissaid.Needisalsodiscussedasone
sourceofinnovation.Forinstance,theincongruenceineyesurgeryindicated
anunsatisfiedneed.Theimportantstepisidentificationoftheneed.Ifthe
needcanbeexplicated,thenitoftencanalsobesatisfied.Theneedbased
innovationisassociatedwithaprogramresearch(orwhatmightbetypically
calledappliedresearch).Thisresearchisspecificallycommittedtosolvethe
needinquestion.Druckerlistssomeconditionsorfeaturesofaninnovation
thatexploitsaneed:
a. weakormissinglink,
b. cleardefinitionoftheobjective,
c. specificationsofthesolutionclearlydefinable,
d. widespreadrealizationthattheremustbeabetterway
(receptivitytoinnovation).

Industryandmarketstructurescanalsoprovideamomentumfor
innovation.StartingfromFordcarexamples,Druckerlistsseveralcasesfrom
automobileindustryinwhichmanufacturerssuchasVolvo,BMW,Mercedes

Drucker:InnovationandEntrepreneurship/summarybyLassiA.Liikkanen

andRollsRoyce.Eachofthemhasestablishedaleadingpositioninacertain
marketbyfocusingtheireffortstoacertaincustomersegment.
Aswenowturntoexternalsourcesofinnovation,wefirstencounter
demographics.Asasource,theyrefertounexpectedorunforeseenchanges
takingplaceintheage,gender,lifestyleandeducationaldistributionof
customers.Thesekindsofchangesusuallyindicateopportunitiesfornew
enterprise.Authorsexamplesincludeestablishmentofnewkindoftravel
guidesandSears,RoebuckCEOsdoingfieldresearchontheprospectsof
MiddleAmericaasagrowingareaforbusiness.
Seeingglassasahalffullorhalfemptyisadifferenceorachangein
perception,anotherpotentialsourceofinnovation.Thisperceptioncantarget
avarietyofthings,forinstancetransitionfrommiddleclasstoanoutdoors
person,orfromeatingtodining.Theimportantsignalforanentrepreneuris
thatoncepeoplestartseeingthingsdifferently,theyarereceptivetoactonit
aswellhalfemptyglassgivesmorereasontoactthanaglasshalffull.In
thesecases,innovationmustbetimedrightasthechangestoexploitthe
changearequicklyexploitedandthenvanish.
Finally,innovationsourcecallednewknowledgeiswhatpeopletypically
thinkofinnovation,newtechnologies,newinventions,usuallyresultinginsome
hightechapparatus.ThissourceisinthebottomofDruckerslistforseveral
reasons.Knowledgebasedinnovationcomesslow(longleadtime),ithas
verylowchancesofsuccessanditalmostalwaysrequiresconvergenceof
multipletechnologiestosucceed.Businesswisethiscripplestheinnovation
beforeitisabouttohappen.Asrequirementsforaninventiontosucceed,
Druckerbelievesincarefulanalysisofallnecessaryinternalandexternal

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factors(whatevertheymaybeineachcase)andfocustooccupyastrategic
positioninthemarket.
Technologybasedinnovationshaveuniquerisks.Thesearemostlyrelatedto
theirlifespan.Itisarguedthattheinventionshavefairlylimitedtimewindows
whichopenandthencloseabruptlyforanindefinitetime(sometimesmayre
open).Thefailuretoactinthiswindowwillmeanfailure.Evencorrecttiming
willinevitablyshowupinastrongcompetitionasmanypeoplewilltrytodo
thesameinthegiventime.Theclosingofthewindowisprecededbya
shakeoutinwhichthecompaniesthatmadeitthroughthewindowwillbe
competingtoholdtheirpositioninthemarket.Druckersviewisvery
skeptic,hebelievesthatformostwindows,therearecanbeonlyacouplebig
playersleftoncetheshakeoutisover.Finally,thewindowmaynotappearat
allifthereisnoreceptivityfortheinvention.Ifthemarketisnotripeforthe
newideatherecanbenobusiness.Somenewvaluemustbeprovidedforthe
customertojustifyitsexistence.
Relatedtonewknowledgebasedinnovations,Druckerdiscussessocalled
bright,newideas.Heisverypessimisticintheirregard.Hearguesthatthe
greatmajorityofbrightideaswillcommonlyjustfailandmoreimportantly,
noonecanreallytellwhy.So,thebookactuallywarnsaboutgamblingwith
goodideaswithoutproperanalysisofitssusceptibilityasabusiness;
adheringtoDruckersbasicmodelofbusinessdeliveringnewvaluetoa
customer.Orputanotherway,hearguesthatideasmustbeproperly
justified.Theimaginedaddedvalueshouldbebasedonsomecustomerneed
toensurethatthereisreceptivityfortheinvention.
Druckerprovidessomerulesofthumbonhowtoinnovate.Inhislistof
thingstodoright(pp.134140)hesaysthatideasshouldstartbyanalyzing

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opportunitycarefullyandtogooutandlookatthecustomers,theusers,tosee
whattheirexpectations,theirvalues,theirneedsetc.are.(p.135)Thisisclearly
verysimilarwhatmoderndesignconsultancies,forinstanceIDEOaredoing
(seeKelley,2001,2005)Theresultingideamustbefocusedondoingonething
rightifitwantstosucceedonasomespecificcustomersegment.Someactions
arebestavoidedintheinnovationgame,theseinclude:tryingtobetoo
clever,tryingtodiversifythebusinessbeyondownareaofexpertiseand
settingtheaimforsomedistantfuturewhenthefocusshouldbeinhereand
now.Finally,hepresentsthreeconditionsforinnovation:innovationiswork,
innovatorsmustbuildupontheirstrengths,andinnovationisaneffectineconomy
andsociety.

Entrepreneurshippractice
Enterprisesbuiltuponinventionsrequiremanagement.Druckergoeslong
wayinarguingabouttheimportanceofmanagement,theverydisciplinehe
claimstohavegreatlycontributedfromitsbirthin1950s.Thesecondpartof
thebookconsidershowinnovativeenterprisesshouldbemanaged.Hedeals
separatelywiththreebranches:existingbusiness,publicserviceinstitutions,and
newventures.Eachofthesehascertaincharacteristicsonhowtobestsustain
innovation.
Forbig,establishedbusinessesinnovationisnecessaryforkeepingthemin
themarketandaheadofcompetitors.Thelessonstartsfromrepeatingthat
innovationiswork.Thisworkrequirespoliciesandpracticesthatmake
innovationpossible.Theserulesshouldgovernfourareasofenterprises
operation:

Drucker:InnovationandEntrepreneurship/summarybyLassiA.Liikkanen

a) Receptivityforinnovation(rerumnovarumcupidus;eager)
b) Measurementofcompanysperformanceasaentrepreneur
c) Managingforinnovation:staffing,structure,incentivesand
rewards
d) Avoidingpitfalls:mixingentrepreneurialandnon
entrepreneurialunits,diversifyingbusiness,buyingin
entrepreneurialspiritthroughacquisition

Eachofthesepointsiselaboratedinthebook.Iconsiderthattheimportant
messagesarethefollowing.Forthemanagement,itissuggestedtokeepthe
newentrepreneurialunitsdistinctfromestablishedones.Intheorganization,
thereshouldbededicatedinnovationmanagersadequatelyhighupinthe
administrativehierarchy.Theyshouldperceivetheprioritiesofinnovative
effortsinrelationtoexistingbusinessstructures.Theexistingunitshavetheir
owndemandsthatcanoverrideallinitiallyunprofitableentrepreneurial
activities.ThisisimportantalsobecauseDruckerthinksthattheleadtimefor
innovationtendstobelong,sothatfirstthreeyearsarelikelytobe
unprofitableandonlyyears45canbeexpectedpayofftheinvestment.
Inbigcompanies,thespecialfocusonmanagementisnecessary.Thereseems
tobesomespecialentrepreneurialspiritcommonlyassociatedwiththe
foundersofthecompanieswhoseroleusuallygetssmallerandsmallerasthe
sizeofthecompanygoesup.Iftheinnovationisnotactivelymanagedbythe
timethisinnovativeforceleavesthebuilding,thecompanyisboundtolose
itsentrepreneurialspiritaltogether.
Druckeralsoconsidermanaginginnovationsinpublicservicesettings.His
viewsarequiteextreme.Hebelievesthatpublicservicesshouldbeproduced
accordingtothesameprinciplesasentrepreneursworkwith.Hebelievesin
privatizationandthenecessityofmeasuringtheattainmentofthese
organizations.Insteadofthinkingservicesasproducingmoralgood,whichis
Drucker:InnovationandEntrepreneurship/summarybyLassiA.Liikkanen

inhispointofviewimmeasurablequantity,theyneedtomeasureupin
quantity,orbetteryet,incurrency.Oncemonetaryvaluefortheservicesis
established,theirfunctioningcanbeoptimizedperfundingdollarandthe
goalssetaccordingly.Whilethegoalismoralgoodiskeptasthegoal,it
suggeststheprincipleofmaximization(incontrasttooptimization),whichin
realityisoftenimpossible(removingpoverty,improvingemployeerights,
etc.).Druckerbelievesthatthisoptimizationwillimproveservices(p.184).
Hethinksthatonlybychangingthestructureofthepublicservice
organizationcantheybemadeflexibletoadapttothecontinuouschangeof
theenvironment.Itcannototherwisehandlethechangeandrespondto
transformedneedsoftheaudience.
Thepartofnewventuresfollowslargelywhathasbeensaidbefore.Four
requirementsarestated:marketfocus,financialforesight,topmanagementteam
andentrepreneurdecidingonherownroleforthefuture.Thenewwisdomabout
managementisthateverynewventureshouldplanforfutureearlyon.The
planningshouldincludefinancing(howtogrowsustainably)and
management,creatingatopmanagementteamtosharethekeydecision
makingresponsibilityaccordingtocapabilityandinterest.
Entrepreneurialstrategies
Thefinalpartofthebooksdealswithhowtheinnovativecompanycan
proceedinordertoreallyattainsuccess.Fourstrategiesareconsidered:
I.

BeingFustestwiththeMostest

II.

HittingThemWhereTheyAint

III.

Findingandoccupyinganecologicalniche

IV.

Changingthemarket,productoranindustry

BeingFustestwiththeMostestisDuckersquotationfromNathanBedford

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Forrest(18211877)whowasalieutenantgeneralintheConfederateArmy.
However,Duckerhaspickedupawrongdetail,asthephrasehasbeen
transformedandcoinedmuchlater,ina1917issueofNewYorkTimes
(http://en.wikipedia.org/wiki/Nathan_Bedford_Forrest).Nevermindthe
quotation,theprincipleofthisstrategyistoquicklyobtainadominionina
(new)marketsegment.Afterthismove,thecompanythencanstartbattling
tomaintainitsposition,butitwillprobablybeeasierthantheotherway
around.Thisstrategyisriskyandrequireslotofeffort.Eventuallyitmayturn
outthatthereisnoadequatereceptivityordemandtosupportthistactic.
Hittingthemwheretheyaintisanotheroldproverbandtranslatesintotwo
distinctentrepreneurialstrategies:creativeimitationandentrepreneurialjudo.
Theformerstrategyrefertoaselectionofasuccessful,existingmarketand
overtakingitbyofferingcustomerssomesuperiorproductorservice.This
requiresastronguserfocus,orseeingwhatuserneedmightbebetterserved.
Thismakesitcreativeimitation,exploitationthesuccessofothers.Several
examplesareprovided,forinstanceIBMiscreditedforovertakingApplein
late70sinthepersonalcomputerbusiness(p.223).Veryinteresting
quotationobserved30yearslater.
Theentrepreneurialjudoissimilartothis,amarketdrivenandmarket
focusedstrategy.Druckeremphasizesthepowerofjudoinexploitingthe
weaknessesandthebadmovesoftheopponent.Thesemovescaninclude:
a) Arrogance,mindingonlyourownbusinessandideas
b) Creamingthemarket(highendfocus)
c) Falseimpressionofquality(weinvestedalot)
d) Sellingpremiumwithhighprofitmargins
e) Maximizingproductfeaturestosatisfyall
(consequentiallydegradingusabilityandusefulness)

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10


Asanexample,SwissSwatchoverlookedtheintroductionofquartz
oscillatorsandelectronicclockleavingittotheJapanese.Belllaboratoriesdid
notseeanyneedforimprovingthetuberadios.AgainSonyJapanesetackled
themonlysomeyearslater.
Ecologicalnichestrategyisaimedatmarketcontrol,notleadershipasthe
previousones.Itincludesthreeapproaches:tollgate,specialtyskilland
specialtymarketstrategies.Thetollgateisbasedonuniqueproduct,unique
market.Thisenablesonebusinesstoholdthewholearea,althoughbeing
highlydependentontheneed.Specialtyskillisnotfarfromthis,itrefersto
acquiringadominantpositionwhentheneedsremainstable.Thisisalsovery
sensitivetochangesinexternalenvironmentandeasilyinducestunnelvision,
incapabilitytoreachbeyondoneestablishedniche.Forinstance,Boschsolely
dominatescarignitionmanufacturinginGermany,butisoutofairplane
electronics.Thesamegoesforspecialtymarket,whichisaclearcounterpart
oftheskill,therightpiecefortherightpuzzle.

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11

Conclusion

Bytheendofthebook,Druckerendsupdiscussionhowthesystemofvalues,
needsandpricingworks.Hebelievesthatultimatelyeverythingisaboutthe
valuethatisofferedtoacustomer.Pricingisimportantdeterminingwhocan
paytheproduct,regardlessofhowimportantitseems.
IEisfulloffascinatingbusinesscasesandstrongarguments.However,the
literarystyleoftheauthorisquiteawful.Althoughhelikestoputalotof
confidenceintheneedandskillforanalysis,hiswritingandargumentation
wouldalsoneedmuchofthat.Eventhoughtheamountofverbatim
repetitionisminimal,thewritingfeelsasifthebookhadbeendictatedfrom
speechandbarelysavedbyediting.Thelogicalstructureoftheargumentsis
quiteflawedandcategorizationofvariousmattersisbadlylaggingbehind.
Havingexpressedthisopinion,itnoteworthytoseethatsimilarconcerns
havebeenraisedbyothers:
The Wall Street Journal researched several of his
lectures in 1987 and reported that he was sometimes
loose with the facts. Drucker was off the mark, for
example, when he told an audience that English was the
official language for all employees at Japans Mitsui
trading company. (Druckers defense: I use anecdotes
to make a point, not to write history.) And while he
was known for his prescience, he wasnt always correct
in his forecasts. He anticipated, for instance, that
the nations financial center would shift from New York
to Washington.
(http://en.wikipedia.org/wiki/Peter_Drucker#Criticismreferenced
2.12.2009).
Thisclearlystatesthegenericproblemunderlyingmanyofthearguments.
Thecausalityofthefactorsleadingtocertaineventsasaconsequenceof
followingastrategyormakingsomedecisionsisneverexplicated.Neither
aretherearesolidstatisticstosupportnearlyanyofhisbusinessrelated
Drucker:InnovationandEntrepreneurship/summarybyLassiA.Liikkanen

12

insights.Whilesomeofhismanyideasareintuitiveandimmediatelymake
sense,itishardtodistinguishbetweencredibleandsusceptibleargumentsby
relyingonlyonreadersintuition.Althoughtheauthorclearlyhascredibility
andinsightgainedthroughnumerousbusinessexamples,itremains
impossibletosaywhichpartsofhistheoryreallyaresignificantclaimsabout
innovativeindustryandwhicharenot.Thisgenerallyunderminesthe
usefulnessofthebookasahandbooktoinnovation,whichitstilltriestobe.It
mightbetterbetitled1001anecdotesoninnovation.Thisisironicgiventhat
thebibliography(orSuggestedReadingtitlefoundattheendofthebook)
openswiththephraseMostoftheliterateonentrepreneurshipisanecdotalandof
theLook,Ma,nohandsvariety.SowhydidnotDruckernotattempttodo
betterthanthat?Withasystematicanalysisormetaanalysisandlogical
argumentationallhiscaseswouldhavehadmadeamuchdurableand
convincingcontribution.
Therearefewexamplesofproblematicargumentsinadditiontothose
alreadyintroducedwithinthereview.Theallsevenintroducedinnovation
sourcesremainquitepassive.Asdescribed,theyconsistmostlyofreactingto
environmentalchangesratherthanforecastingorcreatingchange.Maybethis
ispartiallybecauseoftheauthorsdisillusioninhightechinnovationthat
oftencreatesthebiggestchanges.Theanalysesofthesevensourcesarein
manyregardsverydifficulttofollow.Thepresentedcasesareoverlapping
buttomymind,theycouldbecategorizedinverydifferentways,andmany
ofthosemightbemoreinsightfulthanthosenowpresentedbyDrucker.For
instance,thedichotomyofexternalandinternalsourcesofinnovationis
incomprehensibleifnotfullyimplausible.Althoughitissaidthatthesources
arenotmutuallyexclusive,theirgroupingisstillveryunintuitive.

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13

Finally,Druckerspointofviewofentrepreneurialpersonalityisvery
contradictory.Ononehand,heseemstoholdabeliefthattherearemore
entrepreneurialspiritswhogoondobusiness(p.169),andontheotherhand,
hecompletelydismissespsychologistsintheirattemptstodescribewhat
thesepeoplearealike(pp.139140).
IbelieveDruckersproblemistobelievethatpeoplearedeepdownrighteous
andfair.AsdemonstratedinStanfordprisonexperiment,homohominilupus,
thereisnoinherentjustice.Ifeconomicalsuccess(ofanindividualor
companys)istheonlyviablemeasurement,thenallothervalues,suchas
ethics,morale,humanism,animalrights,willbeeventuallyignored.Itdoes
nottakemorethan5%ofallactorstoactimmorallyandunethicallyandthe
gamechanges.Thismeans,thataftertheshakeout,asmallquantityofleaders
oftheirownmarketwillprevailandenjoydisproportionaleconomicwealth
whilealargeportionofpopulationwillbedealingwiththedownsideof
theirsuccess,poverty,unemployment,unjustworkingconditionsandglobal
ecologicaldisasters.Ofcoursethisviewisextremeandinrealitythe
continuedexistenceofmiddleclasswillbalancethingsout,asthesituation
wouldotherwiseleadtoacertainrevolutionoractsagainststructures
maintainingtheeconomicstructures.Fineexamplesoftheactivismcanbe
foundfromHollywoodscripts,suchasFightCluborTheDarkKnight.

References
IkujiroNonakaandHirotakaTakeuchi(1995)TheKnowledgeCreating
Company.HowJapaneseCompaniesCreatetheDynamicsofInnovationOxford
UniversityPress,NewYork
Kelley,T.,&Littman,J.(2001).TheArtofInnovation:LessonsinCreativityfrom
IDEO,AmericasLeadingDesignFirm.NewYork:Doubleday.
Kelley,T.,&Littman,J.(2005).TheTenFacesofInnovation.NewYork:
Doubleday.

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