This book sets out to make a unique contribution to the field by establishing thought leadership in this emerging discipline. It will integrate a strategic focus with practical operational guidance on implementation. It will present practical tools for future proofing, assessing innovative potential, capabilities review, cultural fit and knowledge management practices.
Author(s): David Birchall, George Tovstiga
Year: 2005
Language: English
Pages: 256
Cover......Page 1
Contents......Page 6
List of figures......Page 10
List of tables......Page 12
Preface......Page 14
Part I......Page 18
Changing patterns of competition......Page 20
Scoping the broader managerial context with respect to capabilities and innovation......Page 29
Concluding remarks......Page 35
Capabilities and the resource-based view of the firm......Page 36
Capabilities and organizational knowledge......Page 38
Capabilities and tacitness......Page 47
Capabilities and path dependence......Page 48
Concluding remarks......Page 51
Introduction......Page 52
Capabilities and competitive advantage......Page 55
Capabilities and value creation......Page 59
Concluding remarks......Page 64
Strategic management of capabilities......Page 66
Selecting capabilities......Page 68
Building capabilities......Page 71
Deploying capabilities......Page 75
Protecting capabilities......Page 80
Concluding remarks......Page 82
Capabilities and innovation......Page 83
Institutional innovation......Page 88
Revolutional innovation......Page 91
Evolutional or sustainable innovation......Page 95
Capabilities and evolutional innovation......Page 99
Concluding remarks......Page 101
Introduction......Page 103
Evolutional innovation: deriving opportunity from disruption......Page 104
Implications and challenges for management......Page 112
Learning to derive opportunity from disruption......Page 116
Exploiting new opportunities for competitive advantage......Page 118
Concluding remarks......Page 120
Part II......Page 122
Introduction......Page 124
Market orientation......Page 125
Costs versus benefits of customer involvement in the innovation process......Page 127
Stages of the development process and customer involvement......Page 132
Environmental turbulence—is a different approach needed?......Page 134
Integrating future market opportunities, technological advances, firm capabilities, and strategic intent......Page 136
Foresight as background to future proofing......Page 138
Scenarios in planning......Page 140
Trend analysis......Page 144
Technology roadmaps......Page 146
Quality function deployment......Page 149
Concluding remarks......Page 155
Introduction......Page 158
Partnerships and alliances......Page 159
Alliance, constellation, and networks......Page 175
Concluding remarks......Page 178
Introduction......Page 180
Networks and clusters: new ways of organizing......Page 181
Networks and clusters: contributing to a firm's innovativeness......Page 185
Networks and clusters: realizing the benefits......Page 188
Networks and clusters: incremental or radical innovation......Page 191
How networks develop......Page 194
Concluding remarks......Page 197
Introduction......Page 199
The nature of complex technology projects, programs, and portfolios......Page 201
Features of high-technology development projects......Page 203
The process of new product development......Page 205
Controlling time and cost in projects: earned value analysis (EVA)......Page 210
Accelerating innovation projects......Page 213
Portfolio management for overall performance improvement......Page 229
Managing risk......Page 235
Concluding remarks......Page 242
Introduction......Page 244
The purposes of measurement......Page 248
The nature of innovation performance measurement......Page 249
The use of measures for innovation performance management......Page 256
Current practices in innovation performance measurement: the important measures......Page 261
Frameworks for innovation performance measurement......Page 267
The phenomenological approach to innovation......Page 273
Making innovation performance reviews pay......Page 276
Concluding remarks......Page 277
Appendix A: Strategic capabilities portfolio analysis: Diagnostic methodology......Page 280
Appendix B: Case study: BP Amoco and capabilities development......Page 292
References......Page 297
C......Page 311
D......Page 313
G......Page 314
K......Page 315
M......Page 316
O......Page 317
P......Page 318
S......Page 319
T......Page 320
Z......Page 321
