Innovating Our Way to the Next Industrial Revolution

By P. Senge, Göran Carstedt. 2001

431 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/36c64f2ee350d6b5dee52224c14df4a990fd615f

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Citations in the corpus

The wheel of business model reinvention: how to reshape your business model to leapfrog competitors (2004, background): “…Davenport and Voelpel, 2001); industry convergence (Tapscott, 1997; Prahalad and Oosterveld, 1999); innovation as a main source of value (Hamel, 1998; Senge and Carstedt, 2001); employee mobility as accelerating and increasing knowledge, innovation and value creation (Voelpel, 2002, 2003);…”
In search of the drivers of high growth in manufacturing SMEs (2006, background): “The role of innovation and its importance as a driver of competitiveness, profitability and productivity is well documented in the literature (Porter, 1998; Senge and Carstedt, 2001; McEvily et al., 2004).”
Workforce agility: the new employee strategy for the knowledge economy (2002, background): “…to manage uncertainty more actively (Lawrence and Lorsch, 1967; Stacey, 2001), to exploit change as an opportunity (Drucker, 1999) and to evolve their business systems and management philosophies frequently (Stalk, 1988; Eisenhardt, 1998; Strader et al., 1998; Senge and Carstedt, 2001).”
Insights into triple bottom line integration from a learning organization perspective (2006, background): “The capacity of an organization to learn effectively is believed to play an essential role in corporate renewal (Brown, 1990), entrepreneurship (Lant and Mezias, 1990), organizational innovation (Brown and Dugold, 1991) and sustainability performance (Nattrass and Altomare, 1999; Senge and Carstedt,”
A review of the recent contribution of systems thinking to operational research and management science (2010, background): “These objectives are linked in that organizations aim at continuous improvement through the elimination of waste, inventories, and labour inefficiencies, all in the service of greater customer satisfaction (Mashayekhi, 2000; Murdoch and Esposito, 1998; Ormerod, 1999; Senge and Carstedt, 2001).”
It's About Time: Temporal Structuring in Organizations (2002, background): “Ecological time is reflected in the current focus on sustainability inbusiness enterprises, environmentalism and eco-technologies, and the impact of industrial production on longer-term economic expansion and growth (Egri and Pinfield 1996, Senge and Carstedt 2001, Shrivastava 1995).”
Sustainability in the boardroom (2013, background): “Researchers have proposed that our future lies in building sustainable enterprises and an economic reality that connects industry, society, and the environment (Hart, 1997; Senge and Carstedt, 2001). According to Elkington (1997), the firm’s ultimate objective is not singular (create value for its s”
Sustainable development and sustainability of competitive advantage: A dynamic and sustainable view of the firm (2002, unknown): “For the learning culture to be a fact, and therefore for creativity and imagination in general to increase, most companies' current control orientation has to be replaced by a culture based on trust and selfcontrol (Senge & Carstedt, 01).”