Team play: Heedful interrelating as the boundary for innovation

[1]  W. Swap,et al.  Resource allocation beyond firm boundaries: A multi-level model for Open Source innovation , 2004 .

[2]  Matt Statler,et al.  Playing seriously with strategy , 2004 .

[3]  Will Mitchell,et al.  Innovating Through Acquisition and Internal Development: A Quarter-Century of Boundary Evolution at Johnson & Johnson , 2004 .

[4]  Patrick A.M. Vermeulen,et al.  The Organisation of Product Innovation in the Financial Sector , 2002 .

[5]  Michael Schrage,et al.  Serious Play: How the World's Best Companies Simulate to Innovate , 1999 .

[6]  B. Sutton-Smith,et al.  The Ambiguity of Play , 2000 .

[7]  K. Eisenhardt,et al.  The Art of Continuous Change : Linking Complexity Theory and Time-Paced Evolution in Relentlessly Shifting Organizations , 1997 .

[8]  Michael L. Tushman,et al.  Winning through innovation , 1997 .

[9]  D. Dougherty,et al.  The Illegitimacy of Successful Product Innovation in Established Firms , 1994 .

[10]  M. Glynn,et al.  Effects of work task cues and play task cues on information processing, judgment, and motivation. , 1994, The Journal of applied psychology.

[11]  Marco Iansiti,et al.  Real-world R&D: jumping the product generation gap , 1999 .

[12]  K. Weick,et al.  Collective mind in organizations: Heedful interrelating on flight decks. , 1993 .

[13]  D. Dougherty Interpretive Barriers to Successful Product Innovation in Large Firms , 1992 .

[14]  James M. Hulbert,et al.  Profiles of Product Innovators Among Large U.S. Manufacturers , 1992 .

[15]  Lloyd E. Sandelands Effects of Work and Play Signals on Task Evaluation1 , 1988 .

[16]  W. Souder,et al.  Managing New Product Innovations , 1987 .

[17]  Anselm L. Strauss,et al.  Qualitative Analysis For Social Scientists , 1987 .

[18]  M. Ellis,et al.  Why People Play , 1973 .

[19]  D C Pelz,et al.  Creative Tensions in the Research and Development Climate , 1967, Science.

[20]  Tom R. Burns,et al.  The Management of Innovation. , 1963 .