For Nokia, the similarities with IBM are at a very high structural level, yet Nokia relies on a completely different set of processes for fostering innovation and corporate entrepreneurship. The rapidly changing world of laptop computers needed a corporate nonconformist to accomplish what carefully defined processes in Toshiba could not. In the case of Trilogy the need for creating a steady stream of significant new innovation forced the creation of a proving ground where PhDs in software and mathematics could quickly define entirely new product and business concepts.
References
Abetti, P (2004) - Informal corporate entrepreneurship: implications from the failure of the Concorde alloy foundry and the success of the Toshiba laptop;. J. Entrepreneurship and Innovation Management, Vol. 4, No. 6, 2004, pp. 529-545
Garvin, D.A., & Levesque, L.C. (2006). Meeting the Challenge of Corporate Entrepreneurship Harvard Business Review, Business School Publishing. Pages 102-112.
Nunes, S. (2004). IBM research: Ultimate source for new business. Research Technology Management, 47(2), pages 20-23.
Seshadri, Kommi, Ray (2006)
R Seshadri; Chinni Krishna Kommi; Sandeep Ray, Creating a Crucible of Innovation at Trilogy India, South Asian Journal of Management; Apr-Jun 2006; 13, 2; ABI/INFORM Global pg. 112-128
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