Key Caveats and Emerging Creative Solutions to Achieve


  • Frederick Crane Northeastern University
  • Marc Meyer Northeastern University


Palabras clave:

innovation, caveats, solutions, corporate


Effective, sustained innovation remains one of the great challenges facing almost every corporation. This paper outlines several key caveats that corporations need to understand and adhere to if they wish to win the innovation game. The paper also outlines emerging creative solutions being used by several corporations designed to abide by such caveats and in doing so improve their innovation success rates.

Biografía del autor/a

Frederick Crane, Northeastern University

Professor Crane’s current research focus is on corporate innovation, the branding of new service ventures, the psychology of entrepreneurship, and entrepreneurship education. He teaches courses in innovation, innovation and enterprise growth, and entrepreneurial marketing.

Marc Meyer, Northeastern University

Professor Meyer is widely published in the field of product, service, and business model innovation and has worked with industry leaders in computing, industrial products, and consumer products around the world. He has also taken a leadership role in developing new methods for teaching entrepreneurship and has helped numerous students start their own ventures. Dr. Meyer is a Director of the High Tech MBA Programs and is the founder of D'Amore-McKim School of Business’ Entrepreneurship and Innovation Group.


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Estrin, J. (2009). Closing the Innovation Gap. McGraw-Hill, New York.

Foster, R and Kaplan, S. (2001). Creative Destruction: From Built-to-Last to Built-to-Perform. Pearson Education Limited, London.

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Utterback, J. (1994). Mastering the Dynamics of Innovation. Harvard Business School Press, Boston.

Wycoff, J. (2004). The Big Ten Innovation Killers. Innovation Network, CA 2004.




Cómo citar

Crane, F., & Meyer, M. (2012). Key Caveats and Emerging Creative Solutions to Achieve. Current Opinion in Creativity, Innovation and Entrepreneurship, 1(2).



Current Opinion