Chapter contents
The importance of innovation 4
The study of innovation 7
Two traditions of innovation studies: Europe and the USA 9
Recent and contemporary studies 10
The need to view innovation in an organisational context 11
Individuals in the innovation process 12
Problems of definition and vocabulary 12
Entrepreneurship 13
Design 13
Innovation and invention 15
Successful and unsuccessful innovations 16
Different types of innovation 17
Technology and science 18
Popular views of innovation 20
Models of innovation 21
Serendipity 21
Linear models 22
Simultaneous coupling model 23
Architectural innovation 24
Interactive model 24
Innovation life cycle and dominant designs 25
Open innovation and the need to share and exchange knowledge
(network models) 26
Doing, using and interacting (DUI) mode of innovation 27
Discontinuous innovation – step changes 28
Innovation as a management process 30
A framework for the management of innovation 30
New skills 33
Innovation and new product development 34
Case study: Has the Apple innovation machine stalled? 35
Learning objectives
When you have completed this chapter you will be able to:
● recognise the importance of innovation;
● explain the meaning and nature of innovation management;
● provide an introduction to a management approach to innovation;
● appreciate the complex nature of the management of innovation within
organisations;
● describe the changing views of innovation over time;
● recognise the role of key individuals within the process; and
● recognise the need to view innovation as a management process.
Page 9
Each firm’s unique organisational architecture represents the way it has constructed itself over time. This comprises its internal design, including its functions and the relationships it has built up with suppliers, competitors, customers, etc. This framework recognises that these will have a considerable impact on a firm’s innovative performance. So, too, will the way it manages its individual functions and its employees or individuals. These are separately identified within the framework as being influential in the innovation process.
Page 10
Success in the future, surely will lie in the ability to acquire and utilise knowledge and apply this to the development of new products. Uncovering how to do this remains one of today’s most pressing management problems.
Page 15
One of the more comprehensive definitions is offered by Myers and Marquis (1969):
Innovation is not a single action but a total process of interrelated sub processes. It is
not just the conception of a new idea, nor the invention of a new device, nor the development of a new market. The process is all these things acting in an integrated fashion.
Innovation = theoretical conception + technical invention + commercial exploitation
Page 32
Scientific exploration - Technological Research - Product Creation - Market Transitions
All have interactions - Entrepreneur has to interact with all steps.
Science is connected to all the three steps. We focus on technology and product creation aspects more.
Technology has application in product and marketing.
Figure 1.9 The cyclic model of innovation with interconnected cycles
Source: Berkhout et al. (2010).
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