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Sustained innovation management: assimilating radical and incremental innovation management

Author: Trauffler, Gaston ; Tschirky, Hugo P.Publisher: Palgrave Macmillan, 2007.Language: EnglishDescription: 242 p. : Graphs ; 22 cm.ISBN: 0230001971Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD45 .T73 2007
(Browse shelf)
001225725
Available 001225725
Total holds: 0

Includes bibliographical references and index

Digitized

Sustained Innovation Management Assimilating Radical and Incremental Innovation Management Contents List of Figures List of Tables List of Abbreviations List of Company Cases and Examples Preface Foreword 1 Introduction 1 Evidence and the call from practice 2 The origin of the management problems Uncertainty as the root of the problem Towards sustained innovation 3 Research backing the insights of this book 4 Structure of this book 2 State of the Art in Management Theory 1 Underlying definitions and basic concepts Strategic management Basic functions of management in an integrated company context Strategic management views in a competitive environmental context Strategy Strategy formulation and strategy implementation Technologies and technology management Technologies Integrated technology management Technology strategies Development of technology strategies: strategic technology planning Technology intelligence Technology identification and evaluation Technology strategic choice Technology strategy implementation and controlling Technology marketing ix xii xiii xv xvii xix 1 3 6 7 8 9 9 11 11 11 11 13 14 16 18 18 19 22 22 24 25 26 27 29 Innovation management Innovation Newness and types of innovation Innovation management Relation between technology management and innovation management 2 Research on discontinuous technology and radical innovation Defining the phenomenon Current understanding Critics of the current understanding A set of clear definitions Management implications Management solutions in current literature Solutions from industry-level focused research Solutions from the company-level focused research 3 Summary and conclusion -- gaps and implications Gaps in management theory Gaps in understanding 3 Managing Radical Innovation -- Corporate Case Studies 1 Introduction to the cases 2 Cases from reality Case 1: Quali-Chem-Tech Initial situation Nanotechnology at Quali-Chem-Tech Discussion and conclusion Case 2: Inject-Tech Initial situation Nano- and microtechnology at Inject-Tech Discussion and conclusion Case 3: Pro-Chem-Tech Initial situation Nanotechnology at Pro-Chem-Tech Discussion and conclusion 3 Cross-case comparison Process-related issues Method-related issues Structure-related issues Gap in practice 4 Propositions for a concept Process propositions Methodological propositions 30 30 30 33 33 34 34 34 36 38 39 42 42 45 49 49 50 51 52 54 54 56 57 59 61 62 63 64 66 67 68 70 72 73 74 74 75 77 77 77 Structural propositions 5 Summary and conclusion 4 Sustained Innovation Management 1 Development of the concept Rationale Overview Process and methods overview The principle of inter-subjectivity Structures overview 2 Identification (concept phase 1) Strategic intelligence (process phase 1.1) Front-end intelligence aided by the opportunity landscape Back-end intelligence aided by corporate venturing Creativity Identify all innovation opportunities (process phase 1.2) Kick-off (process phase 1.2.a) Quick assessment (process phase 1.2.b) 3 Evaluation (concept phase 2) Investigate high risk innovation opportunities (process phase 2.1) Acknowledge (process phase 1.2.a) Create a frame (process phase 1.2.a) Generate issue (process phase 2.1.a) Investigate (process phase 2.1.b) Competence fit (process phase 2.1.b) Strategic flexibility (process phase 2.1.b) Risk response (process phase 2.1.b) Evaluate moderate risk innovation opportunities (process phase 2.2) Strategic fit (process phase 2.2) Quantitative and qualitative (process phase 2.2) Make or buy/keep or sell (process phase 2.2) 4 Decision (concept phase 3) Decision preparation (process phase 3.1) The decision (process phase 3.2) Formulation (process phase 3.3) Compilation of strategic projects Form of structural realization of strategic projects Scheduling of strategic projects 78 78 80 81 81 88 89 95 97 104 104 105 111 112 115 115 118 128 129 131 131 153 163 165 175 177 180 182 183 183 184 184 188 190 190 191 199 5 Implementation (concept phase 4) Deduction of corporate organizational structures (process phase 4.1) Optimizing the implementation (process phase 4.2) 6 Summary and conclusion 5 Management Principles 1 Minimization of risk Principle 1: fund RandD projects like in the venture business Principle 2: frame clear manageable risk entities Principle 3: shift development risks on to innovative start-ups Principle 4: differentiate according to risk and newness Principle 5: differentiate technology development from product development Principle 6: develop a risk-taking and a failure-accepting culture 2 Maximization of strategic flexibility Principle 7: establish competence learning as a strategic goal Principle 8: set up differentiating project realization structures Principle 9: create knowledge networks Principle 10: use uncertainties to place strategic options 6 Outlook and Management Summary 1 Outlook 2 Management summary Appendix: List of Interviews Notes Bibliography Index 203 204 206 208 210 210 211 211 211 212 212 213 213 213 214 214 214 215 215 217 219 223 229 240

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