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Abstract: This talk summarizes a book project (Co-authored with Professor Michael Witt), that advances the rational for why China has a realistic pathway to becoming a rich innovation economy under the guidance of the CCP.
The book advances an alternative framework that eschews the dominant constraints of liberal democratic ideologies and proposes contradictory and perhaps heretic views that build on arguments, advanced by Taylor (2016), that national STEM leadership and innovation at different stages of the development of the world economy have had relative short terms of dominance and that the wealth of many developed rich economies cannot be fully accounted for by their national innovation system or their form of variety of capitalism. The book integrates an analysis of Chinese history, culture, national ambition and resurgent nationalism that enable the configuration of institutional changes and policy initiatives that have a realistic potential to create pathways that could enable China to escape the middle-income trap and emerge as a rich innovation economy without adopting liberal economic principles. |
 18 April 2018 (Wed) |
2:15 pm - 4:15 pm
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20 (for internal registrants) and 24 (for external registrants) |
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Abstract: The idea of companies and organizations adopting open innovation has become a dominant innovation paradigm. Yet, the actual adoption of open innovation organization designs and practices remain elusive, and ongoing examples of large companies practicing open innovation in mature industries are rare. Despite the continuing interest in open innovation and the surging research on the topic, not much is documented about how, in particular, large companies interpret and implement open innovation or develop and sustain an innovation enabling culture.
This the role of creating and nurturing social mechanisms that enable organizational absorptive capacity, adaptavity, ongoing renewal and innovation is an underexplored organizational capability. This paper on reports the serendipitous discovery of socially enabling mechanisms capabilities at the Haier corporation, Huawei and the Fotile company. The study is unique in that the cases reveal the role of Chairman Zhang Ruimin at Haier, Chairman Ren Zhengfei at Huawei and Chairman and President Mao Zhongqun at Ningbo Fotile Kitchen ware Co. in creating and nurturing socially enabling mechanisms capabilities that underlie their companies absorptive capacity, periodic strategic renewal and innovation.
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| 16 April 2018 (Mon) |
2:15 pm - 4:15 pm
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24 (for internal registrants) and 20 (for external registrants) |
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| 22 June 2016 (Wed) |
3:00 pm - 4:15 pm
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| 16 May 2016 (Mon) |
3:00 pm - 4:15 pm
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| 9 May 2016 (Mon) |
3:00 pm - 4:15 pm
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