| Preface |
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xi | |
| Foreword |
|
xvi | |
| Acknowledgements |
|
xviii | |
| Plan of the book |
|
xxi | |
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Part One: The Concept of Innovation Management |
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1 | (176) |
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Innovation management: an introduction |
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3 | (36) |
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The importance of innovation |
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5 | (2) |
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7 | (4) |
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The need to view innovation in an organisational context |
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11 | (1) |
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Problems of definition and vocabulary |
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12 | (8) |
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Popular views of innovation |
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20 | (1) |
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21 | (5) |
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Innovation as a management process |
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26 | (13) |
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The context of innovation and the role of the state |
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39 | (32) |
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Innovation in its wider context |
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41 | (2) |
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The role of the state and national 'systems' of innovation |
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43 | (5) |
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Waves of innovation and growth in capitalism: historical overview |
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48 | (3) |
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Fostering innovation in 'late-industrialising' countries |
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51 | (1) |
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Attempting to achieve innovation and sustained growth in the late-industrialising Turkish economy |
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51 | (3) |
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The economic history of Turkey |
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54 | (2) |
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The missing link in innovation: 'petty' entrepreneurship and rent-seeking |
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56 | (5) |
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Fostering innovation in the future |
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61 | (10) |
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Managing innovation within firms |
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71 | (36) |
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Theories about organisations and innovation |
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73 | (4) |
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The dilemma of innovation management |
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77 | (2) |
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79 | (3) |
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Organisational characteristics that facilitate the innovation process |
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82 | (6) |
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Industrial firms are different: a classification |
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88 | (2) |
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Organisational structures and innovation |
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90 | (2) |
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The role of the individual in the innovation process |
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92 | (1) |
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IT systems and their impact on innovation |
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92 | (3) |
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Establishing an innovative environment and propagating this virtuous circle |
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95 | (12) |
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Innovation and operations management |
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107 | (34) |
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109 | (2) |
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The nature of design and innovation in the context of operations |
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111 | (7) |
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Process design and innovation |
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118 | (2) |
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Innovation in the management of the operations process |
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120 | (4) |
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Design of the organisation and its suppliers |
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124 | (2) |
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Operations and technology |
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126 | (15) |
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Managing intellectual property |
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141 | (36) |
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143 | (2) |
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145 | (1) |
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An introduction to patents |
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146 | (2) |
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148 | (1) |
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148 | (1) |
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149 | (1) |
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The configuration of a patent |
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150 | (1) |
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Patent harmonisation: first to file and first to invent |
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150 | (1) |
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151 | (1) |
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152 | (1) |
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Expiry of a patent and patent extensions |
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153 | (3) |
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The use of patents in innovation management |
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156 | (1) |
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Do patents hinder or encourage innovation? |
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156 | (1) |
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157 | (3) |
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160 | (1) |
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Using brands to protect intellectual property |
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160 | (2) |
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Duration of registration, infringement and passing off |
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162 | (2) |
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164 | (1) |
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165 | (3) |
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Remedy against infringement |
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168 | (9) |
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Part Two: Managing Technology and Knowledge |
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177 | (166) |
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Managing organisational knowledge |
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179 | (30) |
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181 | (1) |
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Technology trajectories and the dynamic capabilities of the firm |
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182 | (6) |
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The knowledge base of an organisation |
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188 | (5) |
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The learning organisation |
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193 | (4) |
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Combining commercial and technological strengths: a conceptual approach to the generation of new business opportunities |
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197 | (2) |
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The degree of innovativeness |
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199 | (3) |
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A technology strategy provides a link between innovation strategy and business strategy |
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202 | (7) |
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Strategic alliances and networks |
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209 | (32) |
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Defining strategic alliances |
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211 | (1) |
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The fall of the go-it-alone strategy and the rise of the octopus strategy |
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212 | (1) |
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Complementary capabilities and embedded technologies |
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213 | (1) |
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Forms of strategic alliances |
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214 | (9) |
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Motives for establishing an alliance |
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223 | (1) |
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The process of forming a successful strategic alliance |
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224 | (1) |
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Risks and limitations with strategic alliances |
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225 | (2) |
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The role of trust in strategic alliances |
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227 | (2) |
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The use of game theory to analyse strategic alliances |
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229 | (1) |
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Game theory and the prisoner's dilemma |
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230 | (2) |
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Use of alliances in implementing technology strategy |
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232 | (9) |
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Management of research and development: an introduction |
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241 | (36) |
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What is research and development? |
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243 | (2) |
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R&D management and the industrial context |
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245 | (3) |
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R&D investment and company growth |
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248 | (5) |
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253 | (3) |
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R&D management and its link with business strategy |
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256 | (3) |
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Strategic pressures on R&D |
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259 | (2) |
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Which business to support and how? |
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261 | (2) |
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Technology leverage and R&D strategies |
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263 | (2) |
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Allocation of funds to R&D |
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265 | (2) |
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267 | (10) |
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277 | (32) |
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Successful technology management |
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279 | (1) |
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The changing nature of R&D management |
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280 | (6) |
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The acquisition of external technology |
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286 | (4) |
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290 | (4) |
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The link with the product innovation process |
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294 | (3) |
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297 | (12) |
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The role of technology transfer in innovation |
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309 | (34) |
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311 | (2) |
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Introduction to technology transfer |
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313 | (2) |
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Models of technology transfer |
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315 | (6) |
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Limitations and barriers to technology transfer |
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321 | (1) |
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Internal organisational factors and inward technology transfer |
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322 | (1) |
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Developing a receptive environment for technology transfer |
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323 | (2) |
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Identifying external technology: the importance of scanning and networking |
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325 | (3) |
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Managing the inward transfer of technology |
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328 | (15) |
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Part Three: New Product Development |
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343 | (168) |
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Product and brand strategy |
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345 | (36) |
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Capabilities, networks and platforms |
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347 | (3) |
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350 | (4) |
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354 | (2) |
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The competitive environment |
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356 | (1) |
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Differentiation and positioning |
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357 | (3) |
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Competing with other products |
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360 | (2) |
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362 | (3) |
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365 | (3) |
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368 | (2) |
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Launch and continuing improvement |
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370 | (1) |
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371 | (2) |
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373 | (8) |
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381 | (32) |
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Innovation management and NPD |
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383 | (2) |
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Considerations when developing a NPD strategy |
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385 | (2) |
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NPD as a strategy for growth |
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387 | (4) |
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391 | (6) |
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397 | (2) |
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Models of new product development |
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399 | (14) |
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Packaging and product development |
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413 | (32) |
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Wrapping and packaging products |
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415 | (3) |
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The basic principles of packaging |
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418 | (5) |
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Characteristics of packaging |
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423 | (3) |
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426 | (2) |
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New product opportunities through packaging |
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428 | (2) |
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Product and pack size variation |
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430 | (2) |
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432 | (1) |
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433 | (1) |
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Revitalising mature packaged goods |
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434 | (11) |
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Market research and its influence on new product development |
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445 | (34) |
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Market research and new product development |
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447 | (1) |
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The purpose of new product testing |
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448 | (1) |
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449 | (2) |
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Techniques used in consumer testing of new products |
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451 | (2) |
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When market research has too much influence |
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453 | (3) |
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Discontinuous new products |
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456 | (1) |
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Market research and discontinuous new products |
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457 | (1) |
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Circumstances when market research may hinder the development of discontinuous new products |
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458 | (1) |
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Technology-intensive products |
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459 | (1) |
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Breaking with convention and winning new markets |
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460 | (4) |
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When it may be correct to ignore your customers |
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464 | (1) |
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Striking the balance between new technology and market research |
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465 | (1) |
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The challenge for senior management |
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466 | (13) |
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Managing the new product development team |
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479 | (32) |
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481 | (1) |
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The key activities that need to be managed |
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482 | (12) |
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NPD across different industries |
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494 | (1) |
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Organisational structures and cross-functional teams |
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495 | (5) |
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The marketing/R&D interface |
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500 | (1) |
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High attrition rate of new products |
|
|
501 | (10) |
| Appendix: Guinness patent |
|
511 | (18) |
| Index |
|
529 | |