SKU: 59005472306

Mishimoto MMTS-NEO-97L FITS: Thermostats FITS: 97-05 Dodge Neon / SRT4 70 Degree Racing Thermostat Thermostats

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Mishimoto MMTS-NEO-97L FITS: Thermostats FITS: 97-05 Dodge Neon / SRT4 70 Degree Racing Thermostat Thermostats1995 1997 Chrysler Cirrus 2. 4 Liter 41TE, 2000 Chrysler Cirrus 2. 4 Liter 41TE, 2000 Chrysler Cirrus 2. 4 Liter A578, 1993 1996 Chrysler Concorde 3. 3 Liter 42LE, 1993 1997 Chrysler Concorde 3. 5 Liter 42LE, 2000 Chrysler Grand Voyager 3. 3 Liter 41AE, 2000 Chrysler Grand Voyager 3. 3 Liter 41TE, 1993 Chrysler Imperial 3. 8 Liter 41TE, 1994 1997 Chrysler LHS 3. 5 Liter 42LE, 1993 Chrysler New Yorker 3. 3 Liter 41TE, 1994 1996 Chrysler New Yorker 3. 5

1995-1997 Chrysler Cirrus 2.4 Liter 41TE, 2000 Chrysler Cirrus 2.4 Liter 41TE, 2000 Chrysler Cirrus 2.4 Liter A578, 1993-1996 Chrysler Concorde 3.3 Liter 42LE, 1993-1997 Chrysler Concorde 3.5 Liter 42LE, 2000 Chrysler Grand Voyager 3.3 Liter 41AE, 2000 Chrysler Grand Voyager 3.3 Liter 41TE, 1993 Chrysler Imperial 3.8 Liter 41TE, 1994-1997 Chrysler LHS 3.5 Liter 42LE, 1993 Chrysler New Yorker 3.3 Liter 41TE, 1994-1996 Chrysler New Yorker 3.5 Liter 42LE, 1993 Chrysler New Yorker 3.8 Liter 41TE, 2007-2008 Chrysler Pacifica 3.8 Liter 41TE, 2007-2008 Chrysler Pacifica 3.8 Liter 62TE, 2007-2008 Chrysler Pacifica 4.0 Liter 41TE, 2007-2008 Chrysler Pacifica 4.0 Liter 62TE, 2004 Chrysler PT Cruiser 2.4 Liter 21M5, 2004 Chrysler PT Cruiser 2.4 Liter 40TE, 2006-2010 Chrysler PT Cruiser 2.4 Liter 40TE, 2004 Chrysler PT Cruiser 2.4 Liter 40TE, 2006-2010 Chrysler PT Cruiser 2.4 Liter 40TE, 2005 Chrysler PT Cruiser 2.4 Liter 40TE-AE, 2005 Chrysler PT Cruiser 2.4 Liter 40TE-AE, 2001-2009 Chrysler PT Cruiser 2.4 Liter 41TE, 2001-2009 Chrysler PT Cruiser 2.4 Liter 41TE, 2001-2004 Chrysler PT Cruiser 2.4 Liter A578, 2005-2007 Chrysler PT Cruiser 2.4 Liter GET288, 2005-2007 Chrysler PT Cruiser 2.4 Liter GET288, 2005-2009 Chrysler PT Cruiser 2.4 Liter T350, 2005-2009 Chrysler PT Cruiser 2.4 Liter T350, 1995-1999 Chrysler Sebring 2.0 Liter 41TE, 1995-1999 Chrysler Sebring 2.0 Liter A578, 2004 Chrysler Sebring 2.4 Liter 21M5, 2004 Chrysler Sebring 2.4 Liter 21M5, 2004-2005 Chrysler Sebring 2.4 Liter 40TE, 2004-2005 Chrysler Sebring 2.4 Liter 40TE, 2007-2010 Chrysler Sebring 2.4 Liter 40TES, 1996-1998 Chrysler Sebring 2.4 Liter 41TE, 2001-2004 Chrysler Sebring 2.4 Liter 41TE, 2006 Chrysler Sebring 2.4 Liter 41TE, 1996-1998 Chrysler Sebring 2.4 Liter 41TE, 2001-2004 Chrysler Sebring 2.4 Liter 41TE, 2006 Chrysler Sebring 2.4 Liter 41TE, 2007 Chrysler Sebring 2.4 Liter 41TES, 2009-2010 Chrysler Sebring 2.4 Liter 41TES ...See Application Guide for Additional Fitments

  • Activates at lower temperature so coolant flows through system earlier
  • Allows for cooler engine temperatures
  • Fits the 1997-2005 Dodge Neon/SRT

This Part Fits:

Year Make Model Submodel
1995-1997,2000 Chrysler Cirrus LX
1995-1997,2000 Chrysler Cirrus LXi
1993-1995 Chrysler Concorde Base
1996-1997 Chrysler Concorde LX
1996-1997 Chrysler Concorde LXi
2000 Chrysler Grand Voyager Base
2000 Chrysler Grand Voyager SE
1993 Chrysler Imperial Base
1994-1997 Chrysler LHS Base
1994-1996 Chrysler New Yorker Base
1993 Chrysler New Yorker Fifth Avenue
1993 Chrysler New Yorker Salon
2007 Chrysler Pacifica Base
2007-2008 Chrysler Pacifica Limited
2008 Chrysler Pacifica LX
2007-2008 Chrysler Pacifica Touring
2001-2009 Chrysler PT Cruiser Base
2010 Chrysler PT Cruiser Classic
2010 Chrysler PT Cruiser Couture Edition
2002 Chrysler PT Cruiser Dream
2005 Chrysler PT Cruiser Dream Cruiser
2003-2007 Chrysler PT Cruiser GT
2001-2009 Chrysler PT Cruiser Limited
2008-2009 Chrysler PT Cruiser LX
2005-2006 Chrysler PT Cruiser Street Cruiser
2001-2009 Chrysler PT Cruiser Touring
2004-2007 Chrysler Sebring Base
2002-2006 Chrysler Sebring GTC
1996-1999 Chrysler Sebring JX
1996-1999 Chrysler Sebring JXi
2001-2010 Chrysler Sebring Limited
1995-1999,2001-2004,2008-2010 Chrysler Sebring LX
1995-1999,2001-2004 Chrysler Sebring LXi
2004-2010 Chrysler Sebring Touring
2005-2006 Chrysler Sebring TSi
1993-1996,2007 Chrysler Town & Country Base
1999-2000,2007-2010 Chrysler Town & Country Limited
1996-2000,2007-2010 Chrysler Town & Country LX
1996-2000 Chrysler Town & Country LXi
1997-1999 Chrysler Town & Country SX
2007-2010 Chrysler Town & Country Touring
2010 Chrysler Town & Country Touring Plus
2010 Chrysler Town & Country Walter P. Chrysler Signature Series
2000-2002 Chrysler Voyager Base
2002 Chrysler Voyager Ec
2001-2003 Chrysler Voyager LX
2000 Chrysler Voyager SE
1995-1999 Dodge Avenger Base
1995-1999 Dodge Avenger ES
2010 Dodge Avenger Express
2008-2010 Dodge Avenger R/T
2008-2009 Dodge Avenger SE
2008-2010 Dodge Avenger SXT
1993-2000,2002,2006-2007 Dodge Caravan Base
1993-1995,2003-2007 Dodge Caravan C/V
2002 Dodge Caravan Ec
1993-1999 Dodge Caravan ES
1993-1999 Dodge Caravan LE
1993-2007 Dodge Caravan SE
1998-2003 Dodge Caravan Sport
2004-2007 Dodge Caravan SXT
1993 Dodge Dynasty Base
1993 Dodge Dynasty LS
1993-2000,2007 Dodge Grand Caravan Base
2008-2010 Dodge Grand Caravan C/V
1993-2000 Dodge Grand Caravan ES
1993-2000 Dodge Grand Caravan LE
1993-2000,2007-2010 Dodge Grand Caravan SE
2000 Dodge Grand Caravan Sport
2007-2010 Dodge Grand Caravan SXT
1993-1997 Dodge Intrepid Base
1993-1997 Dodge Intrepid ES
2010 Dodge Journey Base
2010 Dodge Journey Crew
2009-2010 Dodge Journey R/T
2009-2010 Dodge Journey SE
2009-2010 Dodge Journey SXT
1998-1999,2001 Dodge Neon ACR
1995-1997,2001 Dodge Neon Base
2000-2001 Dodge Neon ES
1995-2000 Dodge Neon High Line
1998-1999,2001 Dodge Neon R/T
2001 Dodge Neon SE
1995-1999 Dodge Neon Sport
2010-2011 Dodge Nitro Detonator
2010-2011 Dodge Nitro Heat
2007-2009 Dodge Nitro R/T
2009-2011 Dodge Nitro SE
2010-2011 Dodge Nitro Shock
2007-2009 Dodge Nitro SLT
2007-2008,2010-2011 Dodge Nitro SXT
1995-1999 Dodge Stratus Base
1995-2004 Dodge Stratus ES
2001-2006 Dodge Stratus R/T
2000-2004 Dodge Stratus SE
2002 Dodge Stratus SE Plus
2003-2006 Dodge Stratus SXT
1996-1998 Eagle Talon Base
1995-1998 Eagle Talon ESi
1995-1998 Eagle Talon TSi
1993-1997 Eagle Vision ESi
1993-1997 Eagle Vision TSi
2002-2005 Jeep Liberty Limited
2002-2005 Jeep Liberty Renegade
2005 Jeep Liberty Rocky Mountain Edition
2002-2005 Jeep Liberty Sport
2006 Jeep Wrangler 65th Anniversary Edition
2003-2010 Jeep Wrangler Rubicon
2003-2004,2007-2010 Jeep Wrangler Sahara
2003-2006 Jeep Wrangler SE
2003-2006,2010 Jeep Wrangler Sport
2004-2006 Jeep Wrangler Unlimited
2005-2010 Jeep Wrangler Unlimited Rubicon
2007-2010 Jeep Wrangler Unlimited Sahara
2010 Jeep Wrangler Unlimited Sport
2007-2010 Jeep Wrangler Unlimited X
2003-2010 Jeep Wrangler X
2002-2008 Mini Cooper Base
2008 Mini Cooper Clubman
2002-2008 Mini Cooper S
2008 Mini Cooper S Clubman
1996-1997 Mitsubishi Eclipse Base
1995-1999 Mitsubishi Eclipse GS
1995-1999 Mitsubishi Eclipse GST
1995-1999 Mitsubishi Eclipse GSX
1995-1999 Mitsubishi Eclipse RS
1996-1999 Mitsubishi Eclipse Spyder GS
1996-1999 Mitsubishi Eclipse Spyder GST
1996-2000 Plymouth Breeze Base
1998-1999 Plymouth Breeze Expresso
1993-2000 Plymouth Grand Voyager Base
1998-1999 Plymouth Grand Voyager Expresso
1993-1995 Plymouth Grand Voyager LE
1993-2000 Plymouth Grand Voyager SE
1998-1999 Plymouth Neon ACR
1995-1997 Plymouth Neon Base
1998-1999 Plymouth Neon Expresso
1995-2001 Plymouth Neon High Line
2000-2001 Plymouth Neon LX
1995-1996 Plymouth Neon Sport
1998-1999 Plymouth Neon Style
1993-2000 Plymouth Voyager Base
1998-1999 Plymouth Voyager Expresso
1993-1995 Plymouth Voyager LE
1993-1994 Plymouth Voyager LX
1993-2000 Plymouth Voyager SE
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SKU: 59005472306

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4.2 ★★★★★
Based on 23 reviews
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Peter Sorenson
Alexandria, US
★★★★★ 5
The Innovator's DNA - Disruptive Research - Disruptive Writing
A Politically Correct Status Quo It is politically correct in management circles to say that you are "results oriented" or that you "drive for results" in your organization. The status quo in business schools is to indoctrinate students in the delivery skills of analyzing, planning, detail-oriented implementing, and disciplined executing. This book and the research upon which it is based disrupts that politically correct status quo. Clayton Christensen has spent close to two decades creating the research, conceptual, and application foundation of the disruptive innovation body of knowledge. He has been working for more than 8 years with Jeff Dyer and Hal Gregersen, both gifted researchers, teachers, and consultants in their own right, on this project. These guys are a disruptive "dream team" of contributors. This book articulates an extension of the disruptive innovation body of knowledge that clearly describes an individual profile of the disruptive innovator and an organizational profile of an organization that makes disruptive innovation happen. So what makes this book disruptive? The first thing is timing. It arrives on the scene at a time when innovation is one of the most critical components of a solution to our global financial and organizational mess. If we are to get out of our morass of debt and sluggish growth and respond to the continually emerging challenges of a burgeoning global society it will ride on the backs and wings of innovation. The status quo must be disrupted for us to survive and thrive! Second is the audacity of the core models. The authors claim that innovation can be learned at both the individual and organizational level. Individuals can increase their ability to discover (Discovery Quotient - DQ) and learn to be more innovative. They cite the four specific behavioral skills of asking questions, engaging in observations, networking with people who have a different point of view, and experimenting to figure out what can work as the common elements of what innovators do. They also identify the cognitive skill of associational thinking, the ability to find connections between ideas that do not seem to be related to each other, as the connection between the behavioral skills and the generation of ideas. They extend their claim that the innovation competency can be learned to the organizational domain by saying that organizations can become more innovative through developing and leading people, designing and implementing processes, and advocating and living by philosophies that support innovation. These two arguments stand in stark contrast to the beliefs and practices of a vast majority of leaders and institutions. (For a diagram of the Model see [...]) 'And all of this is built upon the third source of disruption: research. Their work is based on well-founded research into the "DNA" of the world's leading innovators and the world's most innovative organizations. The authors conducted nearly 100 interviews of world class innovators and their colleagues to get at the heart of what innovators do. They also interviewed and surveyed executives who are not innovators. (Their survey data base has over 5000 respondents in it.) So they have been able to compare and contrast the two populations to more clearly see what it takes to effectively innovate. They have also done research on business results attributable to innovation. Collaborating with HOLT (a division of Credit Suisse) they were able to craft a measurement called the "innovation premium." This measure identifies if an organization's market capitalization can be accounted for by existing cash flows or if there is an innovation influence on the stock price. By using this measure, they have been able to clearly and objectively identify which organizations are benefiting from innovation. Yet to Explore The tension in the balance of influence and power between the leaders with predominantly "Discovery" or "Delivery" mindsets is an area that has yet to be explored. If the premises of this book are sound, and I believe they are, we need to figure out how to manage that tension and balance in order to generate, incubate, and strengthen innovative ideas as we bring them to full fruition in the marketplace. Great ideas that are not delivered upon are simply recreational pursuits that do not build great people, great institutions, and great societies. So there is work yet to do. Invest Your Time and Effort This book makes a significant contribution to both the disruptive innovation body of knowledge and the evolving body of practice on innovating disruptively. It is well worth reading, pondering, and acting upon.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on August 18, 2011
A
Verified Purchase
Amazon Customer
New York, US
★★★★★ 5
Inspiring and well-written
This is a very interesting book written by some Harvard profs. They did a large national survey of innovative businesses and their leaders. The book posits that innovative people follow five skills: associating, questioning, observing, networking, and experimenting. These skills can be found at the individual or organizational level. The idea is that most people have these skills in their DNA and can bring them out with some practice. There are a lot of interesting and inspiring examples like Steve Jobs and Jeff Bezos. Although this book seems like a self-help type book with a lot of hype, it has an academic underpinning. Any organization that is interested in promoting innovation could benefit from encouraging these 5 skills. If you are interested in innovation or creativity in business or any organization that produces something, you will like this book. The books is a little distracting to read because it has sidebars all through it giving interesting examples that break up reading concentration. Aside from that, it is a well-written book that is easy and enjoyable to read. I enjoyed the book greatly and found it to be inspiring.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on December 5, 2015
S
Verified Purchase
Stephen Collins
Carnegie, US
★★★★★ 4
Great read and research. But what about daily application for regular people?
The research piece behind this book might be the next thing I read, as I'm intrigued by the academic rigor applied. The reveal and living examples of the five skills - questioning, networking, experimenting, observing and associating - are tangible and approachable given their articulation through well-known and highly visible entrepreneurs running innovative companies. There's much to be gleaned by looking at the way these people behave and, even through simple emulation, enhancing one's own skills. My only real disappointment with the book is its limited approach to practical, daily application for those not yet at the top of the tree. It's rather a different kettle of fish for the innovation-minded, but stuck in bureaucracy, worker who wants to make things better, is still motivated, and hasn't been crushed by the machine. How does that person actively innovate? And, in some cases, get away with it? This book (or an accompanying volume) focussing on daily, in-work, innovation would be useful.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on May 23, 2013
A
Verified Purchase
Annette
Draper, US
★★★★★ 5
A Favorite Book on Innovation
Format: Hardcover
Very well written and enough stories to help the true content stick. This is a favorite book of mine and has lead to interesting conversations to boot.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on September 29, 2025
K
Verified Purchase
Kurt Manwaring
Lowell, US
★★★★★ 5
An exceptional five stars out of five
Few qualities separate inordinately successful entrepreneurs from the rest of the pack than the ability to innovate. Many have debated whether individuals are born with this quality or whether it can be nurtured. In The Innovator's DNA, Jeff Dyer, Hal Gregersen and Clayton Christensen explain that while genetics play a role, innovation is most certainly a skill that can be learned. In particular, the authors introduce and expound upon five "discovery skills" found in the leaders of some of the most innovative companies in the world: (1) associating, (2) questioning, (3) observing, (4) networking and (5) experimenting. Each discovery skill is accompanied by real-world examples and pragmatic exercises that make the book unusually valuable in an age where copious books on change, leadership and innovation overwhelm the already-overwhelmed executive. I give The Innovator's DNA an exceptional five stars out of five. The authors present a very readable book and provide concrete exercises for developing innovative skills. Using the principles provided in the book, I created a folder on my computer that I call my "Innovation Room." I use this to track progress as I work through various exercises and as I take time to ponder about how to apply innovative solutions to extant problems in Utah. This book was and will continue to be useful to me, and is recommended as a must-read for those interested in adding rare innovative attributes to their arsenal of problem-solving and decision-making skills. *NOTE: The preceding text is taken verbatim from my short book review printed in the June 2012 edition of Utah Business.
WAS THIS REVIEW HELPFUL?YesReportShare
Reviewed in the United States on March 22, 2013

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