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Disruptive Innovation at the Eastman Kodak Company (Part IV)

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Driving Desired Futures
This chapter is in the book Driving Desired Futures

Chapters in this book

  1. Frontmatter 1
  2. Table of Contents 3
  3. Foreword 5
  4. Contributors 13
  5. The Emergence of The New (What)
  6. Introduction 26
  7. Disruptive Innovation at the Eastman Kodak Company (Part I) 28
  8. Reality and Actuality 40
  9. The Social Construction of Reality 56
  10. A Model of Plausibility 68
  11. Media – The Everyday Tools of Reality Construction 92
  12. Plans and the Future: Designing the Unpredictable 100
  13. Innovation as Processes of Social Construction (How)
  14. Introduction 110
  15. Disruptive Innovation at the Eastman Kodak Company (Part II) 112
  16. A Few Things Every Entrepreneur Should Know About Communication 124
  17. What is Conversation? How Can We Design for Effective Conversation? 144
  18. Knowledge Creation and Social Networks in Corporate Entrepreneurship: The Renewal of Organizational Capability 160
  19. Imagining and Rationalizing Opportunities: Inductive Reasoning and the Creation And Justification of New Ventures 184
  20. Strategy and Use of Metaphor 208
  21. Organizing and the Process of Sensemaking 216
  22. Innovation and Organizational Roles (Who)
  23. Introduction 236
  24. Disruptive Innovation at the Eastman Kodak Company (Part III) 238
  25. Reflections on Innovation Processes in Organizations 248
  26. The A.C.I.M.- Agenda: Adaptation- Creativity- Innovation- Management Quadruple as a New Resource 260
  27. Innovation Networks 278
  28. Strategizing Throughout the Organization: Managing Role Conflict in Strategic Renewal 296
  29. Selling Issues to Top Management 328
  30. Oxymoron Organizational Innovation (Where)
  31. Introduction 354
  32. Disruptive Innovation at the Eastman Kodak Company (Part IV) 357
  33. The Art of Innovation: Managing the Future of Organizations 362
  34. Capabilities, Cognition, and Inertia: Evidence From Digital Imaging 380
  35. Notes on the Role of Leadership & Language in Regenerating Organizations 400
  36. Afterword
  37. New Mindsets, or: What can Change Managers Learn from Architects? 419
  38. Backmatter 424
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