Managing Innovation
Integrating Technological, Market and Organizational Change
Häftad, Engelska, 2020
Av Joe Tidd, John R. Bessant, University of London) Tidd, Joe (The Management School, Imperial College of Science, Technology and Medicine, John R. (University of Brighton) Bessant, John R Bessant
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Now in its seventh edition, Managing Innovation: Integrating Technological, Market and Organizational Change enables graduate and undergraduate students to develop the unique skill set and the foundational knowledge required to successfully manage innovation, technology, and new product development. This bestselling text has been fully updated with new data, new methods, and new concepts while still retaining its holistic approach the subject. The text provides an integrated, evidence-based methodology to innovation management that is supported by the latest academic research and the authors’ extensive experience in real-world management practice.Students are provided with an impressive range of learning tools—including numerous case studies, illustrative examples, discussions questions, and key information boxes—to help them explore the innovation process and its relation to the markets, technology, and the organization. “Research Notes" examine the latest evidence and topics in the field, while "Views from the Front Line" offer insights from practicing innovation managers and connect the covered material to actual experiences and challenges. Throughout the text, students are encouraged to apply their knowledge and critical thinking skills to business model innovation, creativity, entrepreneurship, service innovation, and many more current and emerging approaches and practices.
Produktinformation
- Utgivningsdatum2020-12-18
- Mått203 x 252 x 28 mm
- Vikt1 066 g
- FormatHäftad
- SpråkEngelska
- Antal sidor624
- Upplaga7
- FörlagJohn Wiley & Sons Inc
- ISBN9781119713302
Tillhör följande kategorier
- About the Authors vPreface to the Seventh Edition viHow to Use This Book: Key Features viii1 Innovation – What It Is and Why It Matters 11.1 The Importance of Innovation 21.2 Innovation Is Not Just High Technology 41.3 It’s Not Just Products . . . 71.4 Innovation and Entrepreneurship 91.5 Strategic Advantage Through Innovation 101.6 Old Question, New Context 151.7 The Globalization of Innovation 161.8 So, What Is Innovation? 191.9 A Process View of Innovation 221.10 The Scope for Innovation 24Four Dimensions of Innovation Space 24Mapping Innovation Space 281.11 Key Aspects of Innovation 29Incremental Innovation – Doing What We Do but Better 30Component/Architecture Innovation and the Importance of Knowledge 31Platform Innovation 33The Innovation Life Cycle – Different Emphasis Over Time 34Discontinuous Innovation – What Happens When the Game Changes? 371.12 Innovation Management 42Summary 44Further Reading 45Other Resources 47References 482 Digital Is Different? 502.1 What Is Digital Innovation? 512.2 Is It New? 542.3 Is It Revolutionary? 552.4 What Does It Mean for Innovation? 562.5 What Does It Mean for Innovation Management? 59The New Digital Toolkit 60New Ways of Thinking About Innovation Management 64Summary 67Further Reading 67Other Resources 68References 683 Innovation as a Core Business Process 703.1 The Innovation Journey 703.2 Different Circumstances Similar Management Challenges 723.3 Variations on a Theme 73Services and Innovation 73Service Innovation Emphasizes the Demand Side 77The Extended Enterprise 79Innovation in the Non-commercial Arena 79Not-for-Profit Innovation 80Social Entrepreneurship 823.4 Cross Sector Differences 84Organizational Size 84Project-based Organizations 85Platform Innovation 85Ecosystems 86The Influence of Geography 86Regulatory Context 87Industry Life Cycle 873.5 Do Better/Do Different 883.6 A ContingencyModel of the Innovation Process 903.7 Evolving Models of the Process 903.8 Can We Manage Innovation? 933.9 Building and Developing Routines across the Core Process 95Navigating the Negative Side of Routines 953.10 Learning to Manage Innovation 96Identifying Simple Archetypes 97Measuring Innovation Success 98What Do We Know About Successful Innovation Management? 99Success Routines in Innovation Management 101Key Contextual Influences 1073.11 Beyond the Steady State 108Summary 108Further Reading 109Other Resources 109References 1104 Developing an Innovation Strategy 1154.1 ‘Rationalist’ or ‘Incrementalist’ Strategies for Innovation? 116Rationalist Strategy 117Incrementalist Strategy 120Implications for Management 1214.2 Innovation ‘Leadership’ versus ‘Followership’ 1234.3 The Dynamic Capabilities of Firms 126Institutions: Finance, Management and Corporate Governance 126Learning and Imitating 1284.4 Appropriating the Benefits from Innovation 1304.5 Exploiting Technological Trajectories 1364.6 Developing Firm-specific Competencies 139Hamel and Prahalad on Competencies 139Assessment of the Core Competencies Approach 141Developing and Sustaining Competencies 1444.7 Globalization of Innovation 1494.8 Enabling Strategy Making 154Routines to Help Strategic Analysis 154Portfolio Management Approaches 155Summary 157Further Reading 158Other Resources 158References 1595 Building the Innovative Organization 1645.1 Shared Vision, Leadership and the Will to Innovate 1665.2 Appropriate Organizational Structure 1725.3 Key Individuals 1765.4 High Involvement in Innovation 1795.5 A Roadmap for the Journey 1835.6 Effective Team Working 1865.7 Creative Climate 1925.8 Boundary-Spanning 204Contents xiiiSummary 207Further Reading 207Other Resources 208References 2096 Sources of Innovation 2146.1 Where Do Innovations Come From? 2156.2 Knowledge Push 2166.3 Need Pull 2186.4 Making Processes Better 2206.5 Crisis-driven Innovation 2226.6 Whose Needs? The Challenge of Underserved Markets 2236.7 Emerging Markets 2276.8 Toward Mass Customization 2296.9 Users as Innovators 2326.10 Using the Crowd 2356.11 Extreme Users 2376.12 Prototyping 2386.13 Watching Others – and Learning from Them 2396.14 Recombinant Innovation 2406.15 Design-led Innovation 2416.16 Regulation 2436.17 Futures and Forecasting 2436.18 Accidents 244Summary 245Further Reading 246Other Resources 247References 2487 Search Strategies for Innovation 2517.1 The Innovation Opportunity 252Push or Pull Innovation? 252Incremental or Radical Innovation? 253Exploit or Explore? 2547.2 When to Search 2547.3 Who Is Involved in Search? 2557.4 Where to Search – The Innovation Treasure Hunt 257Ambidexterity in Search 258Framing Innovation Search Space 2587.5 A Map of Innovation Search Space 260Zone 1 261Zone 2 261Zone 3 262Zone 4 2627.6 How to Search 2637.7 Absorptive Capacity 2667.8 Tools and Mechanisms to Enable Search 268Managing Internal Knowledge Connections 268Extending External Connections 270Summary 272Further Reading 272Other Resources 273References 2748 Innovation Networks 2778.1 The ‘Spaghetti’ Model of Innovation 2798.2 Innovation Networks 281Why Networks? 282Emergent Properties in Networks 284Learning Networks 284Breakthrough Technology Collaborations 286Regional Networks and Collective Efficiency 286Mobilizing Networking 2878.3 Networks at the Start-up 2888.4 Networks on the Inside . . . 2908.5 Networks on the Outside 2918.6 Networks into the Unknown 2968.7 Managing Innovation Networks 298Configuring Innovation Networks 298Facing the Challenges of Innovation Networks 299Summary 300Further Reading 301Other Resources 301References 3029 Dealing with Uncertainty 3049.1 Meeting the Challenge of Uncertainty 3059.2 The Funnel of Uncertainty 3069.3 Planning Under Uncertainty 3079.4 Forecasting Innovation 311Customer or Market Surveys 313Internal Analysis, for Example, Brainstorming 314External Assessment, for Example, Delphi 314Scenario Development 3159.5 Estimating the Demand for Innovations 3169.6 Assessing Risk, Recognizing Uncertainty 318Risk as Probability 319Perceptions of Risk 3219.7 Assessing Opportunities for Innovation 325Financial Assessment of Projects 325How to Evaluate Learning? 326How Practicing Managers Cope 3349.8 Decision Making at the Edge 336Selection and Reframing 3369.9 Mapping the Selection Space 339Summary 345Further Reading 345Other Resources 345References 34610 Creating New Products and Services 34910.1 Processes for New Product Development 350Concept Generation 353Project Selection 353Product Development 354Product Commercialization and Review 355Lean and Agile Product Development 355Lean Start-up 35610.2 Factors Influencing Product Success or Failure 358Commitment of Senior Management 362Clear and Stable Vision 362Improvisation 363Information Exchange 363Collaboration under Pressure 36410.3 Influence of Technology and Markets on Commercialization 36410.4 Differentiating Products 36810.5 Building Architectural Products 371Segmenting Consumer Markets 372Segmenting Business Markets 37310.6 Commercializing Technological Products 37810.7 Implementing Complex Products 381The Nature of Complex Products 382Links Between Developers and Users 382Adoption of Complex Products 38410.8 Service Innovation 38510.9 Diffusion of Innovations 391Processes of Diffusion 391Factors Influencing Adoption 393Characteristics of an Innovation 394Summary 399Further Reading 399Other Resources 400References 40111 Exploiting Open Innovation and Collaboration 40511.1 Joint Ventures and Alliances 406Why Collaborate? 40611.2 Forms of Collaboration 41011.3 Patterns of Collaboration 41311.4 Influence of Technology and Organization 415Competitive Significance 416Complexity of the Technology 417Codifiability of the Technology 418Credibility Potential 418Corporate Strategy 419Firm Competencies 419Company Culture 419Management Comfort 420Managing Alliances for Learning 42011.5 Collaborating with Suppliers to Innovate 42711.6 User-led Innovation 43111.7 Extreme Users 434Co-development 435Democratic Innovation and Crowdsourcing 43611.8 Benefits and Limits of Open Innovation 438Summary 441Further Reading 442Other Resources 442References 44312 Promoting Entrepreneurship and New Ventures 44812.1 Ventures, Defined 449Profile of a Venture Champion 450Venture Business Plan 453Funding 453Crowd-funding 456Corporate Venture Funding 456Venture Capital 45812.2 Internal Corporate Venturing 460To Grow the Business 463To Exploit Underutilized Resources in New Ways 463To Introduce Pressure on Internal Suppliers 463To Divest Noncore Activities 463To Satisfy Managers’ Ambitions 464To Spread the Risk and Cost of Product Development 464To Combat Cyclical Demands of Mainstream Activities 464To Learn About the Process of Venturing 464To Diversify the Business 465To Develop New Competencies 46512.3 Managing Corporate Ventures 46712.4 Assessing New Ventures 470Structures for Corporate Ventures 472Direct Integration 474Integrated Business Teams 474New Ventures Department 474New Venture Division 474Special Business Units 475Independent Business Units 475Nurtured Divestment 476Complete Spin-off 476Learning Through Internal Ventures 47712.5 Spin-outs and New Ventures 47912.6 University Incubators 48212.7 Growth and Performance of Innovative Small Firms 489Summary 499Further Reading 499Other Resources 500References 50113 Capturing the Business Value of Innovation 50513.1 Creating Value through Innovation 50613.2 Innovation and Firm Performance 51013.3 Exploiting Knowledge and Intellectual Property 514Generating and Acquiring Knowledge 514Identifying and Codifying Knowledge 515Storing and Retrieving Knowledge 51813.4 Sharing and Distributing Knowledge 520Converting Knowledge into Innovation 52213.5 Exploiting Intellectual Property 525Patents 525Copyright 529Design Rights 529Licensing IPR 52913.6 Business Models and Value Capture 532Summary 540Further Reading 540Other Resources 541References 54214 Creating Social Value 54514.1 Innovation and Social Change 54614.2 The Social Innovation Process 548Social Innovation as a Learning Laboratory 552Public Sector Innovation 552Supporting and Enabling Social Innovation 552Challenges in Social Innovation 55314.3 Inclusive Innovation 55414.4 Humanitarian Innovation 55614.5 The Challenge of Sustainability-led Innovation 55714.6 A Framework Model for Sustainability-led Innovation 55914.7 Responsible Innovation 567Summary 568Further Reading 569Other Resources 569References 57015 Capturing Learning from Innovation 57115.1 What We Have Learned About Managing Innovation 57215.2 How to Build Dynamic Capability 57315.3 How to Manage Innovation 57515.4 The Importance of Failure 57615.5 Tools to Help Capture Learning 577Postproject Reviews (PPRs) 577Proceduralizing Learning 578Agile Innovation Methods 578Benchmarking 579Capability Maturity Models 57915.6 Innovation Auditing 58015.7 Measuring Innovation Performance 58115.8 Measuring Innovation Management Capability 58115.9 Reflection Questions for Innovation Auditing 583Search 583Select 584Implement 584Proactive Links 586Learning 58715.10 Developing Innovation Capability 58815.11 Final Thoughts 590Summary 591Further Reading 591Other Resources 591References 592Index I-1
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