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| Preface | |
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| About the authors | |
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| Managing for Innovation | |
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| Key Issues in Innovation Management | |
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| Innovation and Competitive Advantage | |
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| Types of Innovation | |
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| The Importance of Incremental Innovation | |
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| Innovation as a Knowledge-based Process | |
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| The Challenge of Discontinuous Innovation | |
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| Christensen's Disruptive Innovation Theory | |
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| Other Sources of Discontinuity | |
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| Innovation Is Not Easy . . . | |
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| But It Is Imperative | |
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| New Challenges, Same Old Responses? | |
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| Outline of the Book | |
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| Summary and Further Reading | |
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| References | |
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| Innovation as a Management Process | |
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| Innovation as a Core Business Process | |
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| Evolving Models of the Process | |
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| Consequences of Partial Understanding of the Innovation Process | |
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| Can We Manage Innovation? | |
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| Successful Innovation and Successful Innovators | |
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| What Do We Know About Successful Innovation Management? | |
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| Roadmaps for Success | |
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| Key Contextual Influences | |
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| Beyond the Steady State | |
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| Beyond Boundaries | |
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| Summary and Further Reading | |
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| References | |
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| Taking a Strategic Approach | |
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| Developing the Framework for an Innovation Strategy | |
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| 'Rationalist' or 'Incrementalist' Strategies for Innovation? | |
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| Technology and Competitive Analysis | |
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| Assessment of Porter's Framework | |
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| The Dynamic Capabilities of Firms | |
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| Innovation Strategy in Small Firms | |
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| Summary and Further Reading | |
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| References | |
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| Positions: The National and Competitive Environment | |
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| National Systems of Innovation | |
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| Coping with Competitors | |
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| Appropriating the Benefits from Innovation | |
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| Positioning of Small Firms | |
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| Summary and Further Reading | |
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| References | |
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| Paths: Exploiting Technological Trajectories | |
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| Major Technological Trajectories | |
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| Revolutionary Technologies: Biotechnology, Materials and IT | |
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| Developing Firm-specific Competencies | |
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| Technological Paths in Small Firms | |
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| Summary and Further Reading | |
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| References | |
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| Processes: Integration for Strategic Learning | |
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| Locating R&D Activities - Corporate versus Divisional | |
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| Locating R&D Activities - Global versus Local | |
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| Allocating Resources for Innovation | |
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| Technology and Corporate Strategy | |
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| Organizational Processes in Small Firms | |
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| Summary and Further Reading | |
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| References | |
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| Establishing Effective External Linkages | |
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| Learning from Markets | |
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| How Do Technology and Markets Affect Commercialization? | |
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| Differentiating Products | |
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| Creating Architectural Products | |
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| Marketing Technological Products | |
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| Commercializing Complex Products | |
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| Forecasting the Diffusion of Innovations | |
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| Summary and Further Reading | |
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| References | |
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| Learning Through Alliances | |
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| Why Collaborate? | |
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| Forms of Collaboration | |
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| Patterns of Collaboration | |
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| Effect of Technology and Organization | |
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| Managing Alliances for Learning | |
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| Summary and Further Reading | |
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| References | |
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| Building Effective Implementation Mechanisms | |
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| Managing the Internal Processes | |
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| Enabling Effective Search | |
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| Enabling Strategy-making | |
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| Enabling Effective Knowledge Acquisition | |
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| Enabling Implementation | |
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| Launch | |
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| Enabling Learning and Re-innovation . . . | |
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| Beyond the Steady State - Making It Happen under Discontinuous Conditions | |
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| Beyond the Boundaries | |
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| Summary and Further Reading | |
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| References | |
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| Learning Through Corporate Ventures | |
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| What is a Corporate Venture? | |
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| Reasons for Corporate Venturing | |
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| Managing Corporate Ventures | |
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| Structures for Corporate Ventures | |
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| Learning Through Internal | |