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.
Author(s): Joe Tidd, John Bessant, Keith Pavitt
Edition: 3
Publisher: Wiley
Year: 2005
Language: English
Pages: 600
MANAGING INNOVATION......Page 5
Contents......Page 11
Preface......Page 15
About the authors......Page 19
Part I MANAGING FOR INNOVATION......Page 21
1 Key Issues in Innovation Management......Page 23
1.1 Innovation and Competitive Advantage......Page 25
1.2 Types of Innovation......Page 30
1.3 The Importance of Incremental Innovation......Page 33
1.4 Innovation as a Knowledge-based Process......Page 35
1.5 The Challenge of Discontinuous Innovation......Page 38
1.6 Christensen’s Disruptive Innovation Theory......Page 49
1.7 Other Sources of Discontinuity......Page 52
1.8 Innovation Is Not Easy . . .......Page 57
1.9 . . . But It Is Imperative......Page 59
1.10 New Challenges, Same Old Responses?......Page 62
1.11 Outline of the Book......Page 75
1.12 Summary and Further Reading......Page 78
References......Page 79
2 Innovation as a Management Process......Page 85
2.1 Innovation as a Core Business Process......Page 87
2.2 Evolving Models of the Process......Page 95
2.4 Can We Manage Innovation?......Page 98
2.6 What Do We Know About Successful Innovation Management?......Page 105
2.7 Roadmaps for Success......Page 108
2.8 Key Contextual Influences......Page 117
2.9 Beyond the Steady State......Page 118
2.11 Summary and Further Reading......Page 120
References......Page 121
Part II TAKING A STRATEGIC APPROACH......Page 127
3.1 ‘Rationalist’ or ‘Incrementalist’ Strategies for Innovation?......Page 131
3.2 Technology and Competitive Analysis......Page 138
3.3 Assessment of Porter’s Framework......Page 141
3.4 The Dynamic Capabilities of Firms......Page 145
3.5 Innovation Strategy in Small Firms......Page 146
3.6 Summary and Further Reading......Page 147
References......Page 149
4.1 National Systems of Innovation......Page 151
4.2 Coping with Competitors......Page 166
4.3 Appropriating the Benefits from Innovation......Page 172
4.4 Positioning of Small Firms......Page 181
4.5 Summary and Further Reading......Page 183
References......Page 185
5 Paths: Exploiting Technological Trajectories......Page 189
5.1 Major Technological Trajectories......Page 190
5.2 Revolutionary Technologies: Biotechnology, Materials and IT......Page 194
5.3 Developing Firm-specific Competencies......Page 201
5.4 Technological Paths in Small Firms......Page 216
5.5 Summary and Further Reading......Page 219
References......Page 222
6 Processes: Integration for Strategic Learning......Page 225
6.1 Locating R&D Activities – Corporate versus Divisional......Page 226
6.2 Locating R&D Activities – Global versus Local......Page 231
6.3 Allocating Resources for Innovation......Page 236
6.4 Technology and Corporate Strategy......Page 243
6.5 Organizational Processes in Small Firms......Page 251
6.6 Summary and Further Reading......Page 252
References......Page 254
Part III ESTABLISHING EFFECTIVE EXTERNAL LINKAGES......Page 257
7.1 How Do Technology and Markets Affect Commercialization?......Page 259
7.2 Differentiating Products......Page 264
7.3 Creating Architectural Products......Page 269
7.4 Marketing Technological Products......Page 277
7.5 Commercializing Complex Products......Page 283
7.6 Forecasting the Diffusion of Innovations......Page 290
7.7 Summary and Further Reading......Page 300
References......Page 302
8.1 Why Collaborate?......Page 305
8.2 Forms of Collaboration......Page 311
8.3 Patterns of Collaboration......Page 335
8.4 Effect of Technology and Organization......Page 339
8.5 Managing Alliances for Learning......Page 349
8.6 Summary and Further Reading......Page 360
References......Page 361
Part IV BUILDING EFFECTIVE IMPLEMENTATION MECHANISMS......Page 365
9 Managing the Internal Processes......Page 367
9.1 Enabling Effective Search......Page 369
9.2 Enabling Strategy-making......Page 382
9.3 Enabling Effective Knowledge Acquisition......Page 392
9.4 Enabling Implementation......Page 398
9.5 Launch......Page 413
9.6 Enabling Learning and Re-innovation . . .......Page 420
9.7 Beyond the Steady State – Making It Happen under Discontinuous Conditions......Page 425
9.8 Beyond the Boundaries......Page 431
9.9 Summary and Further Reading......Page 434
References......Page 436
10.1 What is a Corporate Venture?......Page 445
10.2 Reasons for Corporate Venturing......Page 450
10.3 Managing Corporate Ventures......Page 457
10.4 Structures for Corporate Ventures......Page 467
10.5 Learning Through Internal Ventures......Page 476
10.6 Summary and Further Reading......Page 481
References......Page 482
Part V CREATING THE INNOVATIVE ORGANIZATION......Page 485
11 Building the Innovative Organization......Page 487
11.1 Shared Vision, Leadership and the Will to Innovate......Page 488
11.2 Appropriate Organization Structure......Page 493
11.3 Key Individuals......Page 496
11.4 Stretching Training and Development......Page 504
11.5 High Involvement in Innovation......Page 505
11.6 Effective Team Working......Page 514
11.7 Creative Climate......Page 518
11.8 External Focus......Page 520
11.9 Extensive Communication......Page 521
11.10 The Learning Organization......Page 522
11.11 Beyond the Boundaries......Page 524
11.12 Beyond the Steady State......Page 526
References......Page 533
12.1 Sources of New Technology-based Firms......Page 543
12.2 University Incubators......Page 545
12.3 Profile of a Technical Entrepreneur......Page 551
12.4 The Business Plan......Page 555
12.5 Growth and Performance of Innovative Small Firms......Page 568
12.6 Summary and Further Reading......Page 573
References......Page 574
Part VI ASSESSING AND IMPROVING INNOVATION MANAGEMENT PERFORMANCE......Page 577
13.1 Key Themes......Page 579
13.2 Learning to Manage Innovation......Page 581
13.3 Auditing Innovation Management......Page 584
13.4 What Kind of Innovator is Your Organization?......Page 589
References......Page 594
Index......Page 597
