Managing Innovation: Integrating Technological, Market and Organizational Change

Managing Innovation is an established, bestselling text for MBA, MSc and advanced undergraduate courses on management of technology, innovation management and entrepreneurship. It is also used widely by managers in both the service and manufacturing sectors. Now in its fourth edition, Managing Innovation has been fully revised and updated based on extensive user feedback to incorporate the latest findings and techniques in innovation management. The authors have included a new and more explicit innovation model, which is used throughout the book and have introduced two new features - Research Notes and Views from the Front Line - to incorporate more real life case material into the book. The strong evidence-based and practical approach makes this a must-read for anyone studying or working within innovation. An extensive website accompanies this text at www.managing-innovation.com. Readers can browse an online database of audio and video clips, as well as case study material, interactive exercises and tools for innovation, whilst lecturers can find additional support material including instructor slides and teaching guides and tips. "Tidd and Bessant's text has become a standard for students and practitioners of innovation. They offer a lively account on innovation management full of interesting and new examples, but one that at the same is rigorously anchored in what we have learned over the last thirty years on how to manage that ultimate business challenge of renewing products, processes, and business models. Those who want to innovate must read this book." —Professor Arnoud De Meyer, Director, Judge Business School, University of Cambridge, UK "Innovation matters and this book by two leaders in the field which is clear and practical as well as rigorous should be essential reading for all seeking to study or to become involved in innovation." —Chris Voss, Professor of Operations and Technology Management, London Business School "...comprehensive and comprehensible compendium on the management of innovation. It is very well organized and very well presented. A pedagogic tool that will work at multiple levels for those wishing to gain deeper insights into some of the most challenging and important management issues of the day." —David J. Teece, Thomas W. Tusher Professor in Global Business, Haas School of Business, University of California, Berkeley, USA "Those of us who teach in the field of Innovation Management were delighted when the first edition of this book appeared 11 years ago. The field had long been in need of such a comprehensive and integrated empirically-based work. The fact that this is now the 4th edition is clear testimony to the value of its contribution. We are deeply indebted to the authors for their dedication and diligence in providing us with this updated and expanded volume." —Thomas J. Allen,Howard W. Johnson Professor of Management, MIT Sloan School of Management, USA

Table of Contents:
About the authors. Preface to the Fourth Edition. Acknowledgements . How to use this book. PART 1: MANAGING INNOVATION. 1. Innovation - what it is and why it matters. 1.1 Introduction. 1.2 Why innovation matters. 1.3 Old question, new context. 1.4 What is innovation? 1.5 A process view of innovation. Exploring different aspects of innovation. Summary and further reading. Web links. References. 2. Innovation as a core business process. 2.1 Introduction. 2.2 Variations on a theme. 2.3 Evolving models of the process. 2.4 Can we manage innovation? 2.5 Learning to manage innovation - building and developing routines across the core process. 2.6 Measuring innovation success. 2.7 What do we know about successful innovation management? 2.8 Success routines in innovation management. 2.9 Beyond the steady state. Summary and further reading. Web links. References. PART 2: CONTEXT. 3. Building the innovative organization. 3.1 Shared vision, leadership and the will to innovate. 3.2 Appropriate organization structure. 3.3 Key individuals. 3.4 High involvement in innovation. 3.5 Effective team working. 3.6 Creative climate. 3.7 Boundary spanning. 3.8 Beyond the steady state. Summary and further reading. Web links. References. 4. Developing an innovation strategy. 4.1 ‘Rationalist’ or ‘incrementalist’ strategies for innovation? 4.2 The dynamic capabilities of firms. 4.3 Appropriating the benefits from innovation. 4.4 Technological trajectories. 4.5 Developing firm-specific competencies. 4.6 Globalization of innovation. 4.7 Enabling strategy making. Summary and further reading. Web links. References. PART 3: SEARCH. 5. Sources of innovation. 5.1 Where do innovations come from? 5.2 Knowledge push? 5.3 Need pull? 5.4 Whose needs? 5.5 Towards mass customization. 5.6 Users as innovators. 5.7 Extreme users. 5.8 Watching others. 5.9 Recombinant innovation. 5.10 Regulation. 5.11 Futures and forecasting. 5.12 Accidents. 5.13 A framework for looking at innovation source. 5.14 How to search. 5.15 Balancing exploitation and exploration. 5.16 Absorptive capacity. 5.17 Tools and mechanisms to enable search. 5.18 Two dimensions of innovation search. 5.19 A map of innovation search space. Summary and further reading. Web links. References. 6. Innovation networks. 6.1 No man is an island? 6.2 The ‘spaghetti’ model of innovation. 6.3 Innovation networks. 6.4 Networks at the start-up. 6.5 Networks on the inside. 6.6 Networks on the outside. 6.7 Learning networks. 6.8 Networks into the unknown. 6.9 Managing innovation networks. Summary and further reading. Web links. References. PART 4: SELECT. 7. Decision making under uncertainty. 7.1 Introduction. 7.2 Meeting the challenge of uncertainty. 7.3 The funnel of uncertainty. 7.4 Decision making for incremental innovation. 7.5 Building the business case. 7.6 Building coalitions. 7.7 Spreading the risk - building a portfolio. 7.8 Decision making at the edge. 7.9 Mapping the selection space. Summary and further reading. Web links. References. 8. Building the innovation case. 8.1 Developing the business case. 8.2 Forecasting innovation. 8.3 Estimating the adoption of innovations. 8.4 Assessing risk, recognizing uncertainty. 8.5 Anticipating the resources. Summary and further reading. Web links. References. PART 5: IMPLEMENT. 9. Creating new products and services. 9.1 Processes for new product development. 9.2 Influence of technology and markets on commercialization. 9.3 Differentiating products. 9.4 Building architectural products. 9.5 Commercializing technological products. 9.6 Implementing complex products. 9.7 Service innovation. Summary and further reading. Web links. References. 10. Exploiting new ventures. 10.1 What is a venture? 10.2 Internal corporate venturing. 10.3 Joint venture and alliances. 10.4 Spin-outs and new ventures. Summary and further reading. Web links. References. PART 6: CAPTURE. 11. Capturing the benefits of innovation. 11.1 Creating value through innovation. 11.2 Innovation and firm performance. 11.3 Exploiting knowledge and intellectual property. 11.4 Broader economic and social benefits. Summary and further reading. Web links. References. 12. Capturing learning from innovation. 12.1 What have we learned about managing innovation? 12.2 How can we continue to learn to manage innovation? 12.3 Learning to manage innovation. 12.4 Tools to help capture learning. 12.5 Innovation auditing. 12.6 Developing innovation management capability. 12.7 Using the framework. 12.8 Variations on a theme. 12.9 Final thoughts. Summary and further reading. Web links. References.

About the Author :
Joe Tidd is Professor of technology and information management at SPRU and visiting Professor at University College London, Cass Business School, Copenhagen Business School, and Rotterdam School of Management. Dr. Tidd was previously Head of the Management of Innovation Specialisation and Director of the Executive MBA Programme at Imperial College. John Bessant holds the Chair in Innovation and Entrepreneurship at Exeter University where he is also Research Director. In 2003, he was awarded a Fellowship with the Advanced Institute for Management Research and was also elected a Fellow of the British Academy of Management. He served on the Business and Management Panel of both the 2001 and 2008 Research Assessment Exercises. He has acted as advisor to various national governments and to international bodies including the United Nations, The World Bank and the OECD.