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Managing innovation : integrating technological, market and organizational change
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Managing innovation : integrating technological, market and organizational change

Author: Joseph Tidd; John R Bessant; Keith Pavitt
Publisher: Chichester : J. Wiley, 2006.
Edition/Format:  Book : English : 3rd ed., reprintedView all editions and formats
Summary:

Provides readers with the knowledge to understand, and the skills to manage, innovation at the operational and strategic levels. It aims to integrate the management of market, organizational and  Read more...

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Genre/Form: Učbeniki za visoke šole
Document Type: Book
All Authors / Contributors: Joseph Tidd; John R Bessant; Keith Pavitt
ISBN: 0470093269 9780470093269
OCLC Number: 441048999
Description: XVIII, 582 str. : graf. prikazi, tabele ; 25 cm.
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 ReadingReferences.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.5 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 Ventures.10.6 Summary and Further Reading.References.Part V: CREATING THE INNOVATIVE ORGANIZATION.11 Building the Innovative Organization.11.1 Shared Vision, Leadership and the Will to Innovate.11.2 Appropriate Organization Structure.11.3 Key Individuals.11.4 Stretching Training and Development.11.5 High Involvement in Innovation.11.6 Effective Team Working.11.7 Creative Climate.11.8 External Focus.11.9 Extensive Communication.11.10 The Learning Organization.11.11 Beyond the Boundaries.11.12 Beyond the Steady State.11.13 Summary and Further Reading.References.12 Creating Innovative New Firms.12.1 Sources of New Technology-based Firms.12.2 University Incubators.12.3 Profile of a Technical Entrepreneur.12.4 The Business Plan.12.5 Growth and Performance of Innovative Small Firms.12.6 Summary and Further Reading.References.Part VI: ASSESSING AND IMPROVING INNOVATION MANAGEMENT PERFORMANCE.13 An Integrative Approach to Innovation Management.13.1 Key Themes.13.2 Learning to Manage Innovation.13.3 Auditing Innovation Management.13.4 What Kind of Innovator is Your Organization?References.Index.
Responsibility: Joe Tidd, John Bessant, Keith Pavitt.

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