Innovator Or Imitator: Napoleon's Operational Concepts And The Legacies Of Bourcet And Guibert PDF Download
Are you looking for read ebook online? Search for your book and save it on your Kindle device, PC, phones or tablets. Download Innovator Or Imitator: Napoleon's Operational Concepts And The Legacies Of Bourcet And Guibert PDF full book. Access full book title Innovator Or Imitator: Napoleon's Operational Concepts And The Legacies Of Bourcet And Guibert by Lt.-Col James N. Wasson. Download full books in PDF and EPUB format.
Author: Lt.-Col James N. Wasson Publisher: Pickle Partners Publishing ISBN: 1782895876 Category : History Languages : en Pages : 67
Book Description
In 1805, a new style of operational warfare burst upon the fields of Europe as Napoleon Bonaparte’s Grand Army swept from the Rhine to the Danube surrounding the Austrian army at Ulm and initiating a revolution in military affairs (RMA) whose effects are still felt today. The question remains whether this new style of warfare was merely a natural outgrowth of the work of 18th century military thinkers, whose theories were imitated by a dynamic leader, or did Napoleon bring something new to warfare, a true innovation in the conduct of operational warfare? This is the central question that this monograph will attempt to answer. David Chandler maintains that “Napoleon contributed little new.” As we struggle today with the implications of a possible RMA, it is important that we fully understand the forces that caused former RMA’s to occur. For the historian, it is also important that we get our interpretations of past events as correct as possible. Was this a RMA that would have happened with any energetic leader who strictly followed the teachings of Bourcet and Guibert, as a sort of TTP put together by theorists, or did Napoleon take their theories, and meld them with his own ideas to create a new form of warfare and initiate a RMA? Does a true RMA require more than just theories and doctrine, does it require an inquiring mind on the part of the practitioner as well? These questions give relevance to the research question of this monograph. The monograph concludes that Napoleon did not imitate the two thinkers, and that the RMA initiated by him was more than just an implementation of techniques proposed by theorists. The RMA in 1805 required an imaginative practitioner who could grasp the salient features of theory and put them to use in new ways. To initiate the RMA innovation by the war fighter was required, not mere imitation.
Author: Lt.-Col James N. Wasson Publisher: Pickle Partners Publishing ISBN: 1782895876 Category : History Languages : en Pages : 67
Book Description
In 1805, a new style of operational warfare burst upon the fields of Europe as Napoleon Bonaparte’s Grand Army swept from the Rhine to the Danube surrounding the Austrian army at Ulm and initiating a revolution in military affairs (RMA) whose effects are still felt today. The question remains whether this new style of warfare was merely a natural outgrowth of the work of 18th century military thinkers, whose theories were imitated by a dynamic leader, or did Napoleon bring something new to warfare, a true innovation in the conduct of operational warfare? This is the central question that this monograph will attempt to answer. David Chandler maintains that “Napoleon contributed little new.” As we struggle today with the implications of a possible RMA, it is important that we fully understand the forces that caused former RMA’s to occur. For the historian, it is also important that we get our interpretations of past events as correct as possible. Was this a RMA that would have happened with any energetic leader who strictly followed the teachings of Bourcet and Guibert, as a sort of TTP put together by theorists, or did Napoleon take their theories, and meld them with his own ideas to create a new form of warfare and initiate a RMA? Does a true RMA require more than just theories and doctrine, does it require an inquiring mind on the part of the practitioner as well? These questions give relevance to the research question of this monograph. The monograph concludes that Napoleon did not imitate the two thinkers, and that the RMA initiated by him was more than just an implementation of techniques proposed by theorists. The RMA in 1805 required an imaginative practitioner who could grasp the salient features of theory and put them to use in new ways. To initiate the RMA innovation by the war fighter was required, not mere imitation.
Author: Oded Shenkar Publisher: Harvard Business Press ISBN: 1422126730 Category : Business & Economics Languages : en Pages : 251
Book Description
"In business, imitation gets a bad rap: some business leaders see imitators as 'me too' players forced to copy because they have nothing original to offer. In Copycats, Oded Shenkar challenges this viewpoint. He reveals how imitation - the exact or broad-brushed copying of an innovation - is as critical to prosperity as innovation, especially when the two are used together."--Inside jacket.
Author: Gao, Yang Publisher: IGI Global ISBN: 1799834972 Category : Business & Economics Languages : en Pages : 342
Book Description
The construction of a sustainable entrepreneurial ecosystem is critical for every country in the world, with Silicon Valley an example of a successful entrepreneurial ecosystem that determines the level of national innovation capability and sustainable global competitiveness for the United States. However, at present, the research on entrepreneurial ecosystems in academia is still in its primary stage with few scholars studying the characteristics, composition, and sustainability of the ecosystem. Sustainability in the Entrepreneurial Ecosystem: Operating Mechanisms and Enterprise Growth is a collection of innovative research that systematically explores the operation mechanism of sustainable entrepreneurship ecosystem from macro and micro aspects so as to provide value for promoting economic vitality and regional economic development. Covering a broad range of topics including sustainability, economic development, and stakeholder management, this book is ideally designed for entrepreneurs, managers, investors, analysts, academicians, researchers, and students.
Author: Eric Von Hippel Publisher: MIT Press ISBN: 0262250179 Category : Business & Economics Languages : en Pages : 224
Book Description
The process of user-centered innovation: how it can benefit both users and manufacturers and how its emergence will bring changes in business models and in public policy. Innovation is rapidly becoming democratized. Users, aided by improvements in computer and communications technology, increasingly can develop their own new products and services. These innovating users—both individuals and firms—often freely share their innovations with others, creating user-innovation communities and a rich intellectual commons. In Democratizing Innovation, Eric von Hippel looks closely at this emerging system of user-centered innovation. He explains why and when users find it profitable to develop new products and services for themselves, and why it often pays users to reveal their innovations freely for the use of all.The trend toward democratized innovation can be seen in software and information products—most notably in the free and open-source software movement—but also in physical products. Von Hippel's many examples of user innovation in action range from surgical equipment to surfboards to software security features. He shows that product and service development is concentrated among "lead users," who are ahead on marketplace trends and whose innovations are often commercially attractive. Von Hippel argues that manufacturers should redesign their innovation processes and that they should systematically seek out innovations developed by users. He points to businesses—the custom semiconductor industry is one example—that have learned to assist user-innovators by providing them with toolkits for developing new products. User innovation has a positive impact on social welfare, and von Hippel proposes that government policies, including R&D subsidies and tax credits, should be realigned to eliminate biases against it. The goal of a democratized user-centered innovation system, says von Hippel, is well worth striving for. An electronic version of this book is available under a Creative Commons license.
Author: Steven P. Schnaars Publisher: Simon and Schuster ISBN: 1439106371 Category : Business & Economics Languages : en Pages : 368
Book Description
Pioneers -- those innovative "first movers" who enter markets before competitors - are often deified as engines of economic growth while imitators are generally scorned as copycats and shameful followers. But who most often wins? Drawing on seven years of research, Steven Schnaars documents that, in sharp contrast to conventional beliefs, imitators commonly surpass pioneers as market leaders and attain the greatest financial rewards. How do they do it? In this ground-breaking book -- the first to formulate imitation strategies for managers -- Schnaars systematically examines 28 detailed case histories, from light beer to commercial jet liners, in which imitators such as Anheuser-Busch and Boeing prevailed over pioneers. He describes the marketing wars, court battles, and even personal vendettas that often resulted, and shows that imitators have several clear advantages. Pioneers are forced to spend heavily on both product and market development. They also risk making costly mistakes. Pioneers often aid in their own destruction, thrown into confusion by rapid growth, internal bickering, and the neverending search for expansion capital. Moreover, imitators do not have to risk expensive start-up costs or pursuing a market that does not exist, enabling them to quickly outmaneuver pioneers once the market is finally shaped. By patiently waiting on the sidelines while the innovator makes the mistakes, imitatorscan also usurp benefits from the test of time -- major defects in the product having been removed by the pioneer at an earlier stage in the game. Schnaars discusses the three basic strategies that successful imitators such as Microsoft, American Express, and Pepsi have used to dominate markets pioneered by others. First, some imitators sell lower-priced, generic versions of the pioneer's product once it becomes popular, as Bic did with ballpoint pens. Second, some firms imitate and improve upon the pioneer's product; for example, WordPerfect in the case of word processing software. Third, building on their capital, distribution, and marketing advantages that smaller pioneers cannot hope to match, imitators use the most prevalent strategy of all -- bullying their way into a pioneer's market on sheer power. In several cases a one-two-punch, or combination of strategies, is often utilized by the imitator to remove any doubt regarding their dominance in the market and in the eyes of the public. Schnaars concludes that the benefits of pioneering have been oversold, and that imitation compels recognition as a legitimate marketing strategy. It should be as much a part of a company's strategic arsenal as strategies for innovation.
Author: Kal Raustiala Publisher: Oxford University Press ISBN: 0195399781 Category : Business & Economics Languages : en Pages : 281
Book Description
Contends that creativity can thrive in the face of piracy, arguing that the imitation of great designs forces an industry to innovate more quickly, and looks at examples of areas in which the practice has been accepted.
Author: Radosław Katarzyniak Katarzyniak Publisher: Springer ISBN: 3642234186 Category : Technology & Engineering Languages : en Pages : 358
Book Description
The book consists of 31 chapters in which the authors deal with multiple aspects of modeling, utilization and implementation of semantic methods for knowledge management and communication in the context of human centered computing. It is assumed that the modern human centered computing requires the intensive application of these methods as well as effective integration with multiple techniques of computational collective intelligence. The book is organized in four parts devoted to the presentation of utilization of knowledge processing in agent and multiagent systems, application of computational collective intelligence to knowledge management, models for collectives of intelligent agents, and models and environments tailored directly to human-centered computing. All chapters in the book discuss theoretical and practical issues related to various models and aspects of computational techniques for semantic methods, which are currently studied and developed in many academic and industry centers over the world. The editors hope that the book can be useful for graduate and PhD students of computer science, as well as for mature academics, researchers and practitioners interested in developing of modern methods for representation, processing and distribution of knowledge in the context of human centered computing and by means of computer based information systems. It is the hope of the editors that readers of this volume can find in all chosen chapters many inspiring ideas and influential practical examples, as well as use them in their current and future work.
Author: Olivier Cadot Publisher: ISBN: Category : Languages : en Pages :
Book Description
When innovation is followed by imitator entry, the degree to which the innovator can appropriate the rents induced by its innovations, influences the rate of innovative activity. The author's interest focuses upon the interaction between the rate of innovative activity and the length l of the delay between the innovation and imitation, in a model in which innovative activity generates a sequence of new innovations in the face of market saturation, a competitive motivation (to maintain the monopoly position), and a strategic motivation (to deter entry). The goal of the authors' analysis is to elicit the circumstances in which each force dominates. Because of these countervailing forces, the optimal rate of innovation may not be monotone in the delay l; furthermore, a more easily saturated market can benefit the innovator.
Author: George S. Yip Publisher: MIT Press ISBN: 0262534754 Category : Business & Economics Languages : en Pages : 303
Book Description
A book for everyone who does business with China or in China. The history-making development of the Chinese economy has entered a new phase. China is moving aggressively from a strategy of imitation to one of innovation. Driven both by domestic needs and by global ambition, China is establishing itself at the forefront of technological innovation. Western businesses need to prepare for a tidal wave of innovation from China that is about to hit Western markets, and Chinese businesses need to understand the critical importance of innovation in their future. Experts George Yip and Bruce McKern explain this epic transformation and propose strategies for both Western and Chinese companies. This book is for everyone who does business with China or in China, or is interested in the development of the world's fastest-growing economy. Western CEOs can learn from Chinese companies and can create an effective innovation process in China, for China and the world. Chinese CEOs can benefit from understanding the strategies of their peers as they strive to enter foreign markets. And all Western businesses should prepare for disruption from their new competitors. Yip and McKern provide case studies of successful firms, outline ten ways in which the managerial and innovative capabilities of these firms differ from those of Western firms, and describe how multinationals doing business in China can become part of the Chinese ecosystem of new knowledge and technology. Yip and McKern argue that these innovation capabilities will be the basis for creating world-class products and services to meet the challenges of a new era of global competition.
Author: Lt.-Col James N. Wasson
Author: Lt.-Col James N. Wasson
Author: Oded Shenkar
Author: Gertraud Leimüller
Author: Gao, Yang
Author: Eric Von Hippel
Author: Steven P. Schnaars
Author: Kal Raustiala
Author: Radosław Katarzyniak Katarzyniak
Author: Olivier Cadot
Author: George S. Yip