The Management of Technological Innovation: Strategy and Practice
The Management of Technological Innovation: Strategy and Practice
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Overview
The first edition of this book has become one of the most popular texts for students of innovation and technology management. This new edition sees David Gann and Ammon Salter join Mark Dodgson as authors, drawing on their combined experience of 60 years of researching and teaching MTI. It combines the most relevant theoretical analysis with contemporary and historical empirical evidence to provide a comprehensive, yet concise and readable, guide to the challenges of MTI.
By explaining the innovation process the book reveals the broad scope of MTI and its importance for company survival, growth and sustainability. It describes how MTI has to be managed strategically and how this is successfully achieved by formulating and implementing strategy and delivering value. Chapters provide frameworks, tools and techniques, and case studies on managing: innovation strategy, communities, and networks, R&D, design and new product and service development, operations and production, and commercialization.
Based on robust analysis, the book provides a wide range of empirical evidence from a huge diversity of case studies, with around fifty case studies newly written for this edition. It analyses MTI in all parts of the world, in companies large and small, and in services, manufacturing, and resource-based business sectors.
This new edition has been fully revised and updated to reflect the latest teaching and research, and to ensure its continuing relevance to the contemporary world of MTI. It will be an important resource for academics, students, and managers throughout the world, is a recommended text for students of innovation and technology management at postgraduate and undergraduate level, and is particularly valuable for MBA courses.
Product Details
| ISBN-13: | 9780191622625 |
|---|---|
| Publisher: | OUP Oxford |
| Publication date: | 02/07/2008 |
| Sold by: | Barnes & Noble |
| Format: | eBook |
| File size: | 7 MB |
About the Author
He was previously Senior Fellow at the Science and Technology Policy Research Unit at the University of Sussex (1985-93), and Professor of Management and Executive Director of the National Graduate School of Management at the Australian National University (1993-2002).
Mark is a Fellow of the Royal Society of Arts and the Academy of the Social Sciences in Australia. He is an International Fellow at the UK's Advanced Institute of Management Research.
He is the author of 10 books on innovation management and policy. Mark is a member of the Editorial Board of 8 academic journals, including Research Policy.
Mark is a Director of the TPD Group.
David Gann heads the Innovation and Entrepreneurship Group at Tanaka Business School (TBS), Imperial College London. He holds the Chair in Innovation and Technology Management jointly at TBS and the Department of Civil and Environmental Engineering. He is responsible for a large research portfolio, with many projects involving collaborative agreements with firms and organisations in design, manufacturing, engineering, construction, ICT services and healthcare industries. He is Director of the EPSRC funded Innovation Studies Centre and the Innovation and Productivity Grand Challenge.
David is a member of the Advisory Panels of Computer Science Corporation and Laing O'Rourke. He is Chairman of the Think Play Do Group a spin-out company from Imperial College and University of Queensland. He holds an Honorary Professorship at the University of Queensland and is Visiting Professor at Southampton University. David is a Fellow of the Royal Society of Arts. Ammon Salter is a Reader at the Tanaka Business School, Imperial College London and a Ghoshal Research Fellow of the Advanced Institute of Management Research. He is the co-director of the EPSRC-funded Innovation Studies Centre. He holds a D.Phil. in Science and Technology Policy from SPRU - Science and Technology Policy Research at the University of Sussex. He worked at SPRU from 1998 to 2002, as part of the Complex Products and Systems Research Centre (CoPS).
Ammon's research has been sponsored by variety of governments, including HM Treasury, the Department of Trade and Industry, the European Commission, the Russell Group of Universities, and the Ove Arup Foundation. He also has worked closely with a range of industrial organizations, including Sun Microsystems, Arup, Ricardo and Atkins. He has published in a wide range of leading journals, including the Cambridge Journal of Economics, Strategic Management Journal, Industrial and Corporate Change and Research Policy.
Table of Contents
List of Figures xviii
List of Tables xx
List of Boxes xxi
Abbreviations xxiv
1 What is the Management of Technological Innovation and Why is it Important? 1
Introduction 1
Why is MTI so important? 5
The challenges of MTI 10
Case studies in MTI 11
Summary and conclusions 23
2 The Business Context for the Management of Technological Innovation 25
Introduction 25
The changing nature of industry and business 25
Business and innovation systems 32
The changing nature of management 41
Globalization 48
Summary and conclusions 52
3 Technological Innovation 54
Introduction 54
Types and extent of innovation 54
Managing incremental and radical innovation 57
The changing nature of the innovation process 60
The fifth-generation innovation process 63
Sources of innovation 69
Measuring innovation 76
Outcomes of innovation 84
Summary and conclusions 92
4 Innovation Strategy 94
Introduction 94
What is an innovation strategy? 95
Why is innovation strategy important? 99
Innovation strategy in practice 99
Types of innovation strategy 103
Formulating an innovation strategy 106
Building innovative capabilities 108
Returns from innovation strategy 122
Innovation strategy in SMEs 126
Summary and conclusions 131
5 Networks and Communities 133
Introduction 133
What are networks and why are they important? 133
Scientific networks 135
Social capital 136
Harnessing users for innovation 141
Technological collaborations 147
Why do firms collaborate to develop technology? 147
The extent of technological collaboration 149
The challenges of managing technological collaboration 150
Organizational learning in networks andcommunities 155
Trust in networks and communities 157
Summary and conclusions 159
6 The Management of Research and Development 160
Introduction 160
Why do firms do R & D? 160
Patterns of R & D expenditure 162
Organizing R & D 165
Managing research teams 171
Managing creativity in research 177
Balancing research portfolios 180
Managing international R & D 186
Summary and conclusions 195
7 The Management of Product and Service Innovation 197
Introduction 197
What is a product or service innovation? 197
The potential benefits of PSI 199
Failure in PSI 202
Encouraging successful PSI 207
The role of design in PSI 224
Summary and conclusions 234
8 Innovation in Operations and Processes 235
Introduction 235
What are operations? 235
The innovation-operations conundrum 238
Importance of operations for delivering innovation 239
Industry, technology, and markets 240
Techniques of operations and production management 241
Lean production 246
Automation 248
Investment appraisal techniques 252
The internal integration of operations and production 253
The external integration of operations and production 255
Innovation in processes 259
Summary and conclusions 266
9 Delivering Value from Innovation 267
Introduction 267
Positioning in the value chain 267
Private and social returns to innovation 269
Selecting paths to market 270
How to commercialize 282
Standards 296
Marketing technology products/downstream support 300
Technology transfer 303
Summary and conclusions 306
10 Five Future Challenges 307
Managing technology-based competition 307
Managing the new innovation process 312
The role of government 315
The role of basic research 318
Sustainable business 321
Bibliography 327
Index 355