Efnisyfirlit

• COVER
• TITLE PAGE
• COPYRIGHT
• ABOUT THE AUTHORS
• PREFACE TO THE SEVENTH EDITION
  • REFERENCES
• HOW TO USE THIS BOOK: KEY FEATURES
• CHAPTER 1: INNOVATION – WHAT IT IS AND WHY IT MATTERS
  • 1.1 THE IMPORTANCE OF INNOVATION
  • 1.2 INNOVATION IS NOT JUST HIGH TECHNOLOGY
  • 1.3 IT’S NOT JUST PRODUCTS …
  • 1.4 INNOVATION AND ENTREPRENEURSHIP
  • 1.5 STRATEGIC ADVANTAGE THROUGH INNOVATION
  • 1.6 OLD QUESTION, NEW CONTEXT
  • 1.7 THE GLOBALIZATION OF INNOVATION
  • 1.8 SO, WHAT IS INNOVATION?
  • 1.9 A PROCESS VIEW OF INNOVATION
  • 1.10 THE SCOPE FOR INNOVATION
  • 1.11 KEY ASPECTS OF INNOVATION
  • 1.12 INNOVATION MANAGEMENT
  • SUMMARY
  • FURTHER READING
  • OTHER RESOURCES
  • REFERENCES
• CHAPTER 2: DIGITAL IS DIFFERENT?
  • 2.1 WHAT IS DIGITAL INNOVATION?
  • 2.2 IS IT NEW?
  • 2.3 IS IT REVOLUTIONARY?
  • 2.4 WHAT DOES IT MEAN FOR INNOVATION?
  • 2.5 WHAT DOES IT MEAN FOR INNOVATION MANAGEMENT?
  • SUMMARY
  • FURTHER READING
  • OTHER RESOURCES
  • REFERENCES
• CHAPTER 3: INNOVATION AS A CORE BUSINESS PROCESS
  • 3.1 THE INNOVATION JOURNEY
  • 3.2 DIFFERENT CIRCUMSTANCES, SIMILAR MANAGEMENT CHALLENGES
  • 3.3 VARIATIONS ON A THEME
  • 3.4 CROSS SECTOR DIFFERENCES
  • 3.5 DO BETTER/DO DIFFERENT
  • 3.6 A CONTINGENCY MODEL OF THE INNOVATION PROCESS
  • 3.7 EVOLVING MODELS OF THE PROCESS
  • 3.8 CAN WE MANAGE INNOVATION?
  • 3.9 BUILDING AND DEVELOPING ROUTINES ACROSS THE CORE PROCESS
  • 3.10 LEARNING TO MANAGE INNOVATION
  • 3.11 BEYOND THE STEADY STATE
  • SUMMARY
  • FURTHER READING
  • OTHER RESOURCES
  • REFERENCES
• CHAPTER 4: DEVELOPING AN INNOVATION STRATEGY
  • 4.1 ‘RATIONALIST’ OR ‘INCREMENTALIST’ STRATEGIES FOR INNOVATION?
  • 4.2 INNOVATION ‘LEADERSHIP’ VERSUS ‘FOLLOWERSHIP’
  • 4.3 THE DYNAMIC CAPABILITIES OF FIRMS
  • 4.4 APPROPRIATING THE BENEFITS FROM INNOVATION
  • 4.5 EXPLOITING TECHNOLOGICAL TRAJECTORIES
  • 4.6 DEVELOPING FIRM-SPECIFIC COMPETENCIES
  • 4.7 GLOBALIZATION OF INNOVATION
  • 4.8 ENABLING STRATEGYMAKING
  • SUMMARY
  • FURTHER READING
  • OTHER RESOURCES
  • REFERENCES
• CHAPTER 5: BUILDING THE INNOVATIVE ORGANIZATION
  • 5.1 SHARED VISION, LEADERSHIP AND THE WILL TO INNOVATE
  • 5.2 APPROPRIATE ORGANIZATIONAL STRUCTURE
  • 5.3 KEY INDIVIDUALS
  • 5.4 HIGH INVOLVEMENT IN INNOVATION
  • 5.5 A ROADMAP FOR THE JOURNEY
  • 5.6 EFFECTIVE TEAM WORKING
  • 5.7 CREATIVE CLIMATE
  • 5.8 BOUNDARY-SPANNING
  • SUMMARY
  • FURTHER READING
  • OTHER RESOURCES
  • REFERENCES
• CHAPTER 6: SOURCES OF INNOVATION
  • 6.1 WHERE DO INNOVATIONS COME FROM?
  • 6.2 KNOWLEDGE PUSH
  • 6.3 NEED PULL
  • 6.4 MAKING PROCESSES BETTER
  • 6.5 CRISIS-DRIVEN INNOVATION
  • 6.6 WHOSE NEEDS? THE CHALLENGE OF UNDERSERVED MARKETS
  • 6.7 EMERGING MARKETS
  • 6.8 TOWARDS MASS CUSTOMIZATION
  • 6.9 USERS AS INNOVATORS
  • 6.10 USING THE CROWD
  • 6.11 EXTREME USERS
  • 6.12 PROTOTYPING
  • 6.13 WATCHING OTHERS – AND LEARNING FROM THEM
  • 6.14 RECOMBINANT INNOVATION
  • 6.15 DESIGN-LED INNOVATION
  • 6.16 REGULATION
  • 6.17 FUTURES AND FORECASTING
  • 6.18 ACCIDENTS
  • SUMMARY
  • FURTHER READING
  • OTHER RESOURCES
  • REFERENCES
  • NOTES
• CHAPTER 7: SEARCH STRATEGIES FOR INNOVATIONs
  • 7.1 THE INNOVATION OPPORTUNITY
  • 7.2 WHEN TO SEARCH
  • 7.3 WHO IS INVOLVED IN SEARCH?
  • 7.4 WHERE TO SEARCH – THE INNOVATION TREASURE HUNT
  • 7.5 A MAP OF INNOVATION SEARCH SPACE
  • 7.6 HOW TO SEARCH
  • 7.7 ABSORPTIVE CAPACITY
  • 7.8 TOOLS AND MECHANISMS TO ENABLE SEARCH
  • SUMMARY
  • FURTHER READING
  • OTHER RESOURCES
  • REFERENCES
  • NOTES
• CHAPTER 8: INNOVATION NETWORKS
  • 8.1 THE ‘SPAGHETTI’ MODEL OF INNOVATION
  • 8.2 INNOVATION NETWORKS
  • 8.3 NETWORKS AT THE START‐UP
  • 8.4 NETWORKS ON THE INSIDE …
  • 8.5 NETWORKS ON THE OUTSIDE
  • 8.6 NETWORKS INTO THE UNKNOWN
  • 8.7 MANAGING INNOVATION NETWORKS
  • SUMMARY
  • FURTHER READING
  • OTHER RESOURCES
  • REFERENCES
  • NOTES
• CHAPTER 9: DEALING WITH UNCERTAINTY
  • 9.1 MEETING THE CHALLENGE OF UNCERTAINTY
  • 9.2 THE FUNNEL OF UNCERTAINTY
  • 9.3 PLANNING UNDER UNCERTAINTY
  • 9.4 FORECASTING INNOVATION
  • 9.5 ESTIMATING THE DEMAND FOR INNOVATIONS
  • 9.6 ASSESSING RISK, RECOGNIZING UNCERTAINTY
  • 9.7 ASSESSING OPPORTUNITIES FOR INNOVATION
  • 9.8 DECISION MAKING AT THE EDGE
  • 9.9 MAPPING THE SELECTION SPACE
  • SUMMARY
  • FURTHER READING
  • OTHER RESOURCES
  • REFERENCES
  • NOTES
• CHAPTER 10: CREATING NEW PRODUCTS AND SERVICES
  • 10.1 PROCESSES FOR NEW PRODUCT DEVELOPMENT
  • 10.2 FACTORS INFLUENCING PRODUCT SUCCESS OR FAILURE
  • 10.3 INFLUENCE OF TECHNOLOGY AND MARKETS ON COMMERCIALIZATION
  • 10.4 DIFFERENTIATING PRODUCTS
  • 10.5 BUILDING ARCHITECTURAL PRODUCTS
  • 10.6 COMMERCIALIZING TECHNOLOGICAL PRODUCTS
  • 10.7 IMPLEMENTING COMPLEX PRODUCTS
  • 10.8 SERVICE INNOVATION
  • 10.9 DIFFUSION OF INNOVATIONS
  • SUMMARY
  • FURTHER READING
  • OTHER RESOURCES
  • REFERENCES
• CHAPTER 11: EXPLOITING OPEN INNOVATION AND COLLABORATION
  • 11.1 JOINT VENTURES AND ALLIANCES
  • 11.2 FORMS OF COLLABORATION
  • 11.3 PATTERNS OF COLLABORATION
  • 11.4 INFLUENCE OF TECHNOLOGY AND ORGANIZATION
  • 11.5 COLLABORATING WITH SUPPLIERS TO INNOVATE
  • 11.6 USER-LED INNOVATION
  • 11.7 EXTREME USERS
  • 11.8 BENEFITS AND LIMITS OF OPEN INNOVATION
  • SUMMARY
  • FURTHER READING
  • OTHER RESOURCES
  • REFERENCES
• CHAPTER 12: PROMOTING ENTREPRENEURSHIP AND NEW VENTURES
  • 12.1 VENTURES, DEFINED
  • 12.2 INTERNAL CORPORATE VENTURING
  • 12.3 MANAGING CORPORATE VENTURES
  • 12.4 ASSESSING NEW VENTURES
  • 12.5 SPIN-OUTS AND NEW VENTURES
  • 12.6 UNIVERSITY INCUBATORS
  • 12.7 GROWTH AND PERFORMANCE OF INNOVATIVE SMALL FIRMS
  • SUMMARY
  • FURTHER READING
  • OTHER RESOURCES
  • REFERENCES
• CHAPTER 13: CAPTURING THE BUSINESS VALUE OF INNOVATION
  • 13.1 CREATING VALUE THROUGH INNOVATION
  • 13.2 INNOVATION AND FIRM PERFORMANCE
  • 13.3 EXPLOITING KNOWLEDGE AND INTELLECTUAL PROPERTY
  • 13.4 SHARING AND DISTRIBUTING KNOWLEDGE
  • 13.5 EXPLOITING INTELLECTUAL PROPERTY
  • 13.6 BUSINESS MODELS AND VALUE CAPTURE
  • SUMMARY
  • FURTHER READING
  • OTHER RESOURCES
  • REFERENCES
• CHAPTER 14: CREATING SOCIAL VALUE
  • 14.1 INNOVATION AND SOCIAL CHANGE
  • 14.2 THE SOCIAL INNOVATION PROCESS
  • 14.3 INCLUSIVE INNOVATION
  • 14.4 HUMANITARIAN INNOVATION
  • 14.5 THE CHALLENGE OF SUSTAINABILITY-LED INNOVATION
  • 14.4 A FRAMEWORK MODEL FOR SUSTAINABILITY-LED INNOVATION
  • 14.5 RESPONSIBLE INNOVATION
  • SUMMARY
  • FURTHER READING
  • OTHER RESOURCES
  • REFERENCES
  • NOTES
• CHAPTER 15: CAPTURING LEARNING FROM INNOVATION
  • 15.1 WHAT WE HAVE LEARNED ABOUT MANAGING INNOVATION
  • 15.2 HOW TO BUILD DYNAMIC CAPABILITY
  • 15.3 HOW TO MANAGE INNOVATION
  • 15.4 THE IMPORTANCE OF FAILURE
  • 15.5 TOOLS TO HELP CAPTURE LEARNING
  • 15.6 INNOVATION AUDITING
  • 15.7 MEASURING INNOVATION PERFORMANCE
  • 15.8 MEASURING INNOVATION MANAGEMENT CAPABILITY
  • 15.9 REFLECTION QUESTIONS FOR INNOVATION AUDITING
  • 15.10 DEVELOPING INNOVATION CAPABILITY
  • 15.11 FINAL THOUGHTS
  • SUMMARY
  • FURTHER READING
  • OTHER RESOURCES
  • REFERENCES
• INDEX
• END USER LICENSE AGREEMENT

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