Managing Innovation: Integrating Technological, Market and Organizational ChangeTechnologies are increasingly complex and expensive, markets are more competitive, and products and services more difficult to differentiate. In such an environment organizations achieve competitive advantage through innovation. They must approach innovation in its broadest sense, including technological development, marketing strategies and new work practices. The corporate capacity for continuous change must be dramatically increased. Management must understand how to translate new technologies and market opportunities into successful products and services. The scope of this book is unique. It seeks to integrate the fields of technological, market and organizational innovation. Based on European, Asian and American best-practice, experience and the latest research in management, Managing Innovation demonstrates that it is no longer sufficient to focus on a single dimension of innovation. Instead it takes an integrative and holistic approach to the management of innovation. It does this by the use of three key themes: the identification and development of core competencies, the constraints imposed by different technologies and markets, and the structures and processes for organizational learning. The use of these themes provides managers with the knowledge to understand, and the skills to exploit, innovation at both strategic and operational levels. Designed for MBA and MSc courses in the management of technology and innovation, Managing Innovation will also be relevant to managers at all levels, in both manufacturing and service sectors. |
Contents
Key issues in innovation management | 3 |
Innovation as a management process | 23 |
TAKING A STRATEGIC APPROACH | 53 |
Copyright | |
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Common terms and phrases
adoption alliances analysis basic behaviour benefits biotechnology Chapter collaboration competitive competitors complex concept core competencies corporate venturing costs customers effective electronics engineering entrepreneurs example existing exploit external factors function Harvard Business School identify important improvements in-house industry innovation management innovation process innovation strategy innovative activities integration internal investment involves Japan Japanese joint ventures keiretsu knowledge large firms learning linkages London Madge Networks major manufacturing ment Mondex networks NTBFs operating opportunities organization organizational organizational learning patent performance personal computers potential problems process innovation product development product innovation Quality function deployment requires reverse engineering routines sectors segmentation skills small firms sources specific stage Strategic Management structure successful innovation suppliers Table tacit knowledge tech technical technological competencies technologies and markets tion University of Brighton University of Sussex users