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Anthony Hopwood has been the enthusiastic innovator of the radical and original idea that management accounting research should study management accounting in its organizational and social contexts, informed by organizational and social theories, using field research methods. This chapter describes, analyzes, and discusses Anthony's innovation and his strategy for diffusing it in the U.S. using four communication channels — his research publications, his interpersonal network with US researchers; founding and editing Accounting, Organizations and Society (AOS); and research conferences associated with AOS. The interpretation of the case study evidence is that in the U.S. most researchers adopting Anthony's innovation focused only on the organizational context of management accounting. This chapter identifies five ‘gaps’ that have limited the diffusion of Anthony's radical innovation in the U.S. Future success in diffusing Anthony's innovation in the U.S. will depend on reducing these gaps.

What is the relationship between institutional frameworks, public policy, and the governance of innovative competencies by firms? This chapter extends the varieties of capitalism theory to examine how different types of economy impede the governance of new technology firms. It argues that most new technologies attempt to create radical innovations by developing competencies along a widely diffused “Silicon Valley Model” surrounding the financing, staffing, and creation of employee incentives within firms. Liberal market economies, such as those found in the US and UK, provide strong institutional supports for the Silicon Valley Model, while coordinated market economies, such as Germany or Sweden, provide a series of constraints. A theoretical framework is developed to explore this argument. How public policy might impact competitiveness within new technology industries across the two types of economies is discussed.

Public sector innovation is the process of creating new ideas and turning them into value for society. Innovation is more likely to happen in environments that are turbulent and undergoing significant change. This is triggered and highlighted through research and development, new technology, efficiency demands, employee-driven innovation, and citizen-centred innovation. There are different types of innovation present: process, product, positional and paradigm innovation. These four Ps, combined with the spectrum from incremental to radical innovation, constitute the innovation space. The chapter proposes a model for viewing the value of innovation — productivity, service, results and democracy — in the public sector. This chapter also explores how the level of consciousness of innovation as a distinct, professional discipline could be raised among politicians, public managers and staff.

This concluding chapter serves as a review of the material covered throughout the book and addresses issues often encountered when implementing the various concepts in practice and in different business settings. The presentation takes on a “Frequently Answered Questions” (FAQ) format, i.e., it outlines each issue as a question readers may be wondering about and then provides a comprehensive answer to it. FAQs are organized as follows: those pertaining to the diffusion of innovations, those dealing with customer lifetime value (CLV), and those related to the innovation equity framework. Examples of diffusion FAQs include: Can I use the various diffusion models covered in the book for any type of innovation? I am ultimately interested in running the analysis for my specific brand; should I start with assessing diffusion at the category level or go directly to the brand level? Is the social force always positive? Examples of CLV FAQs include: How can I obtain reasonable estimates for the CLV parameters? Are some of the CLV parameters likely to change over time? If so, how? The chapter ends with a check list that delineates the key steps to follow, and important issues to be aware of, when crafting innovation equity assessments.

This chapter examines the Enlightenment transformation of the traditional discourse on original genius, with particular emphasis on how nature as a creative force provides the model for radical innovation and sets the original artist apart from the merely skilled technician. More specifically, it describes how the Enlightenment discourse on genius makes the artist the figure of radical innovation and utter independence from both tradition and acquired cultural knowledge as well as from external sources of spiritual or religious inspiration. Thus, ultimately, the genius becomes a superhuman figure that usurps the position of nature or the creator—a figure that is its own progenitor. It is the model of natural growth exhibited by the individual living organism that plays a very important role for modeling the formative force and creativity of the genius. But, beyond that, there is also the concept of nature, as opposed to culture, as a critical resource for overcoming the deformations of one's contemporaneous civilization that plays a critical role.

In contrast to the abstractions of the preceding chapter, general factors are translated into a specific discussion of the evolution of the China-United States relationship – albeit with a stress on the Chinese position. Specifically, radical technological innovation, weapons development/military modernization, strategic orientation, spatial domains, and threat perception/dissatisfaction are all given attention in a challenger context. The discussion should help to clarify the meaning of some of the general factors and, at the same time, help pave the way to subsequent scenario construction.

This chapter describes pioneer entrepreneurs and their cultural impact. Because market creation is influenced by commentary as well as commerce, pioneer entrepreneurs may be new or established producers or intermediaries in the value chain of their industries. This is a unique conception of the entrepreneur. Consumption of cultural goods (more than other kinds of goods) is influenced by cultural norms that define individuals’ core beliefs about appropriateness and value, as well as their sense of identity. Therefore, pioneer entrepreneurs in creative industries face a formidable challenge when introducing new cultural goods; often, such new goods may not align with prevailing cultural norms, making it difficult to create a market for them. The same challenge also gives pioneers a significant opportunity to influence and change culture by creating a market for new goods through generating discourse that changes cultural norms, optimal framing, and generating consensus about the value of the good.