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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000004995464 | HD31 T52 2005 | Open Access Book | Book | Searching... |
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Summary
Summary
Managing Innovation provides readers with the knowledge to understand, and the skills to manage, innovation at the operational and strategic levels. Specifically, it integrates the management of market, organizational and technological change to improve the competitiveness of firms and effectiveness of other organizations. The management of innovation is inherently interdisciplinary and multifunctional and Tidd, Bessant & Pavitt provide an integrative approach to the subject. Two new perspectives are introduced through which to re-examine material presented in each chapter: sustaining versus disruptive innovation (a greater emphasis will be placed on disruptive innovation) and organizations versus networks (greater discussion of the network issues raised in each chapter). Provides more treatment of innovation in services. Greater internationalization of case examples will be provided e.g. more examples will be included from Asia and Latin America. Introduces discussion of the relationship between innovation and the environment.
Table of Contents
| Preface |
| About the authors |
| Part I Managing for Innovation |
| 1 Key Issues in Innovation Management |
| 1.1 Innovation and Competitive Advantage |
| 1.2 Types of Innovation |
| 1.3 The Importance of Incremental Innovation |
| 1.4 Innovation as a Knowledge-based Process |
| 1.5 The Challenge of Discontinuous Innovation |
| 1.6 Christensen's Disruptive Innovation Theory |
| 1.7 Other Sources of Discontinuity |
| 1.8 Innovation Is Not Easy . . . |
| 1.9 But It Is Imperative |
| 1.10 New Challenges, Same Old Responses? |
| 1.11 Outline of the Book |
| 1.12 Summary and Further Reading |
| References |
| 2 Innovation as a Management Process |
| 2.1 Innovation as a Core Business Process |
| 2.2 Evolving Models of the Process |
| 2.3 Consequences of Partial Understanding of the Innovation Process |
| 2.4 Can We Manage Innovation? |
| 2.5 Successful Innovation and Successful Innovators |
| 2.6 What Do We Know About Successful Innovation Management? |
| 2.7 Roadmaps for Success |
| 2.8 Key Contextual Influences |
| 2.9 Beyond the Steady State |
| 2.10 Beyond Boundaries |
| 2.11 Summary and Further Reading |
| References |
| Part II Taking a Strategic Approach |
| 3 Developing the Framework for an Innovation Strategy |
| 3.1 'Rationalist' or 'Incrementalist' Strategies for Innovation? |
| 3.2 Technology and Competitive Analysis |
| 3.3 Assessment of Porter's Framework |
| 3.4 The Dynamic Capabilities of Firms |
| 3.5 Innovation Strategy in Small Firms |
| 3.6 Summary and Further Reading |
| References |
| 4 Positions: The National and Competitive Environment |
| 4.1 National Systems of Innovation |
| 4.2 Coping with Competitors |
| 4.3 Appropriating the Benefits from Innovation |
| 4.4 Positioning of Small Firms |
| 4.5 Summary and Further Reading |
| References |
| Paths: Exploiting Technological Trajectories |
| 5.1 Major Technological Trajectories |
| 5.2 Revolutionary Technologies: Biotechnology, Materials and IT |
| 5.3 Developing Firm-specific Competencies |
| 5.4 Technological Paths in Small Firms |
| 5.5 Summary and Further Reading |
| References |
| 6 Processes: Integration for Strategic Learning |
| 6.1 Locating R&D Activities - Corporate versus Divisional |
| 6.2 Locating R&D Activities - Global versus Local |
| 6.3 Allocating Resources for Innovation |
| 6.4 Technology and Corporate Strategy |
| 6.5 Organizational Processes in Small Firms |
| 6.6 Summary and Further Reading |
| References |
| Part III Establishing Effective External Linkages |
| 7 Learning from Markets |
| 7.1 How Do Technology and Markets Affect Commercialization? |
| 7.2 Differentiating Products |
| 7.3 Creating Architectural Products |
| 7.4 Marketing Technological Products |
| 7.5 Commercializing Complex Products |
| 7.6 Forecasting the Diffusion of Innovations |
| 7.7 Summary and Further Reading |
| References |
| 8 Learning Through Alliances |
| 8.1 Why Collaborate? |
| 8.2 Forms of Collaboration |
| 8.3 Patterns of Collaboration |
| 8.4 Effect of Technology and Organization |
| 8.5 Managing Alliances for Learning |
| 8.6 Summary and Further Reading |
| References |
| Part IV Building Effective Implementation Mechanisms |
| 9 Managing the Internal Processes |
| 9.1 Enabling Effective Search |
| 9.2 Enabling Strategy-making |
| 9.3 Enabling Effective Knowledge Acquisition |
| 9.4 Enabling Implementation |
| 9.5 Launch |
| 9.6 Enabling Learning and Re-innovation . . . |
| 9.7 Beyond the Steady State - Making It Happen under Discontinuous Conditions |
| 9.8 Beyond the Boundaries |
| 9.9 Summary and Further Reading |
| References |
| 10 Learning Through Corporate Ventures |
| 10.1 What is a Corporate Venture? |
| 10.2 Reasons for Corporate Venturing |
| 10.3 Managing Corporate Ventures |
| 10.4 Structures for Corporate Ventures |
| 10.5 Learning Through Internal |
