Managing Innovation: Integrating Technological, Market and Organizational Change, Enhanced Edition
Námskeið
- VIÐ276F Stjórnun nýsköpunar
Ensk lýsing:
Managing Innovation is an established, bestselling text for MBA, MSc and advanced undergraduate courses on innovation management, management of technology, new product development and entrepreneurship. It is also widely used by managers in both the services and manufacturing sectors. Now in its fifth edition, Managing Innovation has been fully revised and now comes with a fully interactive e-book housing an impressive array of videos, cases, exercises and tools to bring innovation to life.
The book is also accompanied by the Innovation Portal at www. innovation-portal. info, which contains an extensive collection of additional digital resources for both lecturers and students. Features: The Research Notes and Views from the Front Line feature boxes strengthen the evidence-based and practical approach making this a must read for anyone studying or working within innovation The Innovation Portal www.
Lýsing:
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.
Annað
- Höfundar: Joe Tidd, John R. Bessant
- Útgáfa:7
- Útgáfudagur: 12/2020
- Hægt að prenta út 10 bls.
- Hægt að afrita 2 bls.
- Format:ePub
- ISBN 13: 9781119713197
- Print ISBN: 9781119713302
- ISBN 10: 1119713196
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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