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Managing Innovation Joe Tidd

Managing Innovation By Joe Tidd

Managing Innovation by Joe Tidd


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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 technological change to improve the competitiveness of firms and effectiveness of other organizations.

Managing Innovation Summary

Managing Innovation: Integrating Technological, Market and Organizational Change by Joe Tidd

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.

About Joe Tidd

Joe Tidd is a physicist with subsequent degrees in technology policy and business administration. He is Professor of Technology and Innovation Management and Director of Studies at SPRU (Science & Technology Policy Research), University of Sussex, UK, and Visiting Professor at University College London, Copenhagen Business School and the Rotterdam School of Management. He was previously Head of the Management of Innovation Specialization and Director of the Executive MBA Programme at Imperial College, University of London. He has worked as policy adviser to the CBI (Confederation of British Industry), responsible for industrial innovation and advanced technologies, where he developed and launched the annual CBI Innovation Trends Survey, and presented expert evidence to three Select Committee Enquiries held by the House of Commons and House of Lords. He was a researcher for the five-year, USD5 million International Motor Vehicle Program organised by the Massachusetts Institute of Technology (MIT) in the USA, and has worked on research and consultancy projects on technology and innovation management for consultants Arthur D. Little, CAP Gemini and McKinsey, and numerous technology-based firms, including American Express Technology, Applied Materials, ASML, BOC Edwards, BT, Marconi, National Power, NKT, Nortel Networks and Petrobras. He is the winner of the Price Waterhouse Urwick Medal for contribution to management teaching and research, and the Epton Prize from the R&D Society. He has written five books and more than 70 papers on the management of technology and innovation, the most recent being Service Innovation: Organizational responses to technological opportunities and market imperatives (with Frank Hull), Imperial College Press, 2003, and is Managing Editor of the International Journal of Innovation Management. Contact: [email protected] John Bessant is Professor of Innovation Management at the School of Management, Cranfield University. He also holds a Fellowship of the Advanced Institute for Management Research which he was awarded in 2003. He graduated from Aston University with a degree in Chemical Engineering in 1975 and later obtained a Ph.D. for work on innovation within the chemical industry. After a spell in industry he took up full-time research and consultancy in the field of technology and innovation management working at Aston's Technology Policy Unit, the Science Policy Research Unit at Sussex University and at Brighton University where he held the Chair in Technology Management from 1987 to 2002. Prior to joining the faculty at Cranfield, John was Director of Brighton University's Centre for Research in Innovation Management which he set up in 1987. He oversaw its development into a research institute with a staff of 30 people working on around 50 projects for public and private sponsors in the field of effective innovation management. He is an Honorary Professor at SPRU, Sussex University and a Visiting Fellow at several UK and international universities. He served on the Business and Management panel of the 2001 Research Assessment Exercise. In 2003 he was elected a Fellow of the British Academy of Management. His areas of research interest include the management of discontinuous innovation, strategies for developing high involvement innovation and enabling effective inter-firm collaboration and learning in product and process innovation. He is the author of 20 books and many articles on the topic and has lectured and consulted widely around the world. He has acted as advisor to various national governments and to international bodies including the United Nations, The World Bank and the OECD. Contact: [email protected]

Table of 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.

Additional information

GOR002384809
9780470093269
0470093269
Managing Innovation: Integrating Technological, Market and Organizational Change by Joe Tidd
Used - Very Good
Paperback
John Wiley and Sons Ltd
20050324
600
N/A
Book picture is for illustrative purposes only, actual binding, cover or edition may vary.
This is a used book - there is no escaping the fact it has been read by someone else and it will show signs of wear and previous use. Overall we expect it to be in very good condition, but if you are not entirely satisfied please get in touch with us

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