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+++ b/data/samples/generic/democratizing_innovation.eric_von_hippel.sst
@@ -16,7 +16,7 @@
@rights:
:copyright: Copyright (C) 2005 Eric von Hippel. Exclusive rights to publish and sell this book in print form in English are licensed to The MIT Press. All other rights are reserved by the author. An electronic version of this book is available under a Creative Commons license.
- :license: Creative Commons US Attribution-NonCommercial-NoDerivs license 2.0. http://creativecommons.org/licenses/by-nc-nd/2.0/legalcode Some Rights Reserved. You are free to copy, distribute, display and perform the work, under the following conditions: Attribution, you must give the original author credit; you may not use this work for commercial purposes; No Derivative Works, you may not alter, transform, or build-upon this work. For reuse or distribution you must make clear to others the license terms of this work. Any conditions can be waived if you get permission from the copyright holder. Your fair use and other rights are in no way affected by the above.
+ :license: Creative Commons US Attribution-NonCommercial-NoDerivs license 2.0. http://creativecommons.org/licenses/by-nc-nd/2.0/legalcode Some Rights Reserved. You are free to copy, distribute, display and perform the work, under the following conditions: Attribution, you must give the original author credit; you may not use this work for commercial purposes; No Derivative Works, you may not alter, transform, or build-upon this work. For reuse or distribution you must make clear to others the license terms of this work. Any conditions can be waived if you get permission from the copyright holder. Your fair use and other rights are in no way affected by the above.
@classify:
:topic_register: SiSU markup sample:book:discourse;book:discourse:innovation|democracy|open source software;innovation;technological innovations:economic aspects;diffusion of innovations;democracy;open source software:innovation
@@ -26,7 +26,7 @@
:oclc: 56880369
% HC79.T4H558 2005
-% 338'.064-dc22 2004061060
+% 338'.064-dc22 2004061060
@links:
{ Democratizing Innovation }http://web.mit.edu/evhippel/www/democ1.htm
@@ -421,7 +421,7 @@ Add book retrieval instructions for staff and patrons
Add fast access key commands
Add CD ROM System backup
-Add multilingual search formats <:br>Add key word searches (2)
+Add multilingual search formats \\ key word searches (2)
Add book access control based on copyright
Add topic linking and subject access
@@ -618,10 +618,10 @@ p < 0.001
}table
-Source: Franke and Shah 2003, table 3.<:br>
-a. All values are means; n = 60.<:br>
-b. All values are means; n = 129.<:br>
-c. Two-tailed t-tests for independent samples.<:br>
+Source: Franke and Shah 2003, table 3. \\
+a. All values are means; n = 60. \\
+b. All values are means; n = 129. \\
+c. Two-tailed t-tests for independent samples. \\
d. Rated on seven-point scale, with 1 = very accurate and 7 = not accurate at all. Two-tailed t-tests for independent samples.
!_ Innovation among Hospital Surgeons
@@ -735,7 +735,7 @@ No focus on specific riding ability
}table
-Source: Lüthje,Herstatt, and vonHippel 2002. This table includes the 111 users in the study sample who had ideas for improvements to mountain biking equipment. (Of these, 61 had actually gone on to build the equipment they envisioned.) Many of these users reported experience in more than one category of activity, so the sum in each column is higher than 111.
+Source: Lüthje,Herstatt, and vonHippel 2002. This table includes the 111 users in the study sample who had ideas for improvements to mountain biking equipment. (Of these, 61 had actually gone on to build the equipment they envisioned.) Many of these users reported experience in more than one category of activity, so the sum in each column is higher than 111.
!_ Evidence from Studies of Market Segmentation
@@ -1537,9 +1537,9 @@ Sports equipment^{d}^
}table
-a. Source: von Hippel 1988, appendix: GC, TEM, NMR Innovations.<:br>
-b. Source: Riggs and von Hippel, Esca and AES.<:br>
-c. Source: von Hippel 1988, appendix: Semiconductor and pultrusion process equipment innovations.<:br>
+a. Source: von Hippel 1988, appendix: GC, TEM, NMR Innovations. \\
+b. Source: Riggs and von Hippel, Esca and AES. \\
+c. Source: von Hippel 1988, appendix: Semiconductor and pultrusion process equipment innovations. \\
d. Source: Shah 2000, appendix A: skateboarding, snowboarding, and windsurfing innovations.
!_ Innovation Communities
@@ -2124,7 +2124,7 @@ Fit with existing strategic plan a
}table
-Source: Lilien et al. 2002, table 1.<:br>
+Source: Lilien et al. 2002, table 1. \\
a. Rated on a scale from 1 to 10.
Note that the sales data for both the LU and non-LU projects are forecasts. To what extent can we rely on these? We explored this matter by collecting both forecast and actual sales data from five 3M division controllers. (Division controllers are responsible for authorizing new product-development investment expenditures.) We also obtained data from a 1995 internal study that compared 3M's sales forecasts with actual sales. We combined this information to develop a distribution of forecast errors for a number of 3M divisions, as well as overall forecast errors across the entire corporation. Those errors range from forecast/actual of +30 percent (over-forecast) to --13 percent (underforecast). On the basis of the information just described, and in consultation with 3M management, we deflated all sales forecast data by 25 percent. That deflator is consistent with 3M's historical experience and, we think, provides conservative sales forecasts.~{ In the general literature, Armstrong's (2001) review on forecast bias for new product introduction indicates that sales forecasts are generally optimistic, but that that upward bias decreases as the magnitude of the sales forecast increases. Coller and Yohn (1998) review the literature on bias in accuracy of management earnings forecasts and find that little systematic bias occurs. Tull's (1967) model calculates $15 million in revenue as a level above which forecasts actually become pessimistic on average. We think it reasonable to apply the same deflator to LU vs. non-LU project sales projections. Even if LU project personnel were for some reason more likely to be optimistic with respect to such projections than non-LU project personnel, that would not significantly affect our findings. Over 60 percent of the total dollar value of sales forecasts made for LU projects were actually made by personnel not associated with those projects (outside consulting firms or business analysts from other divisions). }~ Deflated data appear in table 10.1 and in the following tables.
@@ -2156,7 +2156,9 @@ Source: Lilien et al. 2002, table 2.
To illustrate what the major product line innovations that the LU process teams generated at 3M were like, I briefly describe four (one is not described for 3M proprietary reasons):
-_* A new approach to the prevention of infections associated with surgical operations. The new approach replaced the traditional "one size fits all" approach to infection prevention with a portfolio of patient-specific measures based on each patient's individual biological susceptibilities. This innovation involved new product lines plus related business and strategy innovations made by the team to bring this new approach to market successfully and profitably. _* Electronic test and communication equipment for telephone field repair workers that pioneered the inclusion of audio, video, and remote data access capabilities. These capabilities enabled physically isolated workers to carry out their problem-solving work as a virtual team with co-workers for the first time.
+_* A new approach to the prevention of infections associated with surgical operations. The new approach replaced the traditional "one size fits all" approach to infection prevention with a portfolio of patient-specific measures based on each patient's individual biological susceptibilities. This innovation involved new product lines plus related business and strategy innovations made by the team to bring this new approach to market successfully and profitably.
+
+_* Electronic test and communication equipment for telephone field repair workers that pioneered the inclusion of audio, video, and remote data access capabilities. These capabilities enabled physically isolated workers to carry out their problem-solving work as a virtual team with co-workers for the first time.
_* A new approach, implemented via novel equipment, to the application of commercial graphics films that cut the time of application from 48 hours to less than 1 hour. (Commercial graphics films are used, for example, to cover entire truck trailers, buses, and other vehicles with advertising or decorative graphics.) The LU team's solutions involved technical innovations plus related channel and business model changes to help diffuse the innovation rapidly.
@@ -2249,8 +2251,8 @@ Fit with strategic plan^{a}^
}table
-Source: Lilien et al. 2002, table 4.<:br>
-a. Measured on a scale from 1 to 10.<:br>
+Source: Lilien et al. 2002, table 4. \\
+a. Measured on a scale from 1 to 10. \\
b. Five-year sales forecasts for all major product lines commercialized in 1994 or later (5 LU and 2 non-LU major product lines) have been deflated by 25% in line with 3M historical forecast error experience (see text). Five-year sales figures for major product lines commercialized before 1994 are actual historical sales data. This data has been converted to 1999 dollars using the Consumer Price Index from the Economic Report of the President (Council of Economic Advisors 2000).
!_ Discussion
@@ -3086,4 +3088,4 @@ Winter, S. G., and G. Szulanski. 2001. "Replication as Strategy." /{Organization
Young, G., K. G. Smith, and C. M. Grimm. 1996. "Austrian and Industrial Organization Perspectives on Firm Level Competitive Activity and Performance." /{Organization Science}/ 7, no. 3: 243--254.
-%% index di.eric_von_hippel_index.txt democratizing_innovation.eric_von_hippel_index.txt
+%% index di.eric_von_hippel_index.txt democratizing_innovation.eric_von_hippel_index.txt