| Record ID | harvard_bibliographic_metadata/ab.bib.10.20150123.full.mrc:451049654:1620 |
| Source | Harvard University |
| Download Link | /show-records/harvard_bibliographic_metadata/ab.bib.10.20150123.full.mrc:451049654:1620?format=raw |
LEADER: 01620cam a2200241Ka 4500
001 010587593-7
005 20051212152106.0
008 050923s2005 maua b 000 0 eng d
035 0 $aocm61699154
040 $aHBS$cHBS
100 1 $aAustin, Robert D.$q(Robert Daniel),$d1962-
245 10 $aStewards versus creators /$cRobert D. Austin, Richard L. Nolan.
260 $a[Boston] :$bDivision of Research, Harvard Business School,$cc2005.
300 $a33 p. :$bill. ;$c28 cm.
490 1 $aWorking paper / Division of Research, Harvard Business School ;$v06-001
500 $a"June 28, 2005"--Added t.p.
504 $aIncludes bibliographical references.
520 $aIn this paper we propose a conceptual distinction between two actor roles, both essential but naturally in tension when companies commercialize new technologies, which we claim helps explain difficulties in business innovation. Stewards (usually managers) care most about allocating resources efficiently. Creators (usually specialized, highly capable employees) care most for the glittering vision, the higher purpose, and often see business concerns as secondary to their creative work. Our study on the history of the Internet suggests that disputes and goal disconnects between Stewards and Creators can significantly delay innovation. From data gathered in this study we derive recommendations for managers who oversee innovative work.
700 1 $aNolan, Richard L.
710 2 $aHarvard Business School.$bDivision of Research.
830 0 $aWorking paper (Harvard Business School. Division of Research) ;$v06-001.
988 $a20070630
906 $0MH