Recent surveys confirm that whilst most managers acknowledge the importance of innovation, the majority are dissatisfied with the management of innovation in their organizations.1 In fact the performance of innovation varies significantly between different sectors, and between firms in the same sector, suggesting that both structural and organizational factors influence the effect of innovation on performance.2 Management research confirms that innovative firms – those that are able to use innovation to improve their processes or to differentiate their products and services – outperform their competitors, measured in terms of market share, profitability, growth or market capitalization.3 However, the management of innovation is inherently difficult and risky: most new technologies fail to be translated into products and services, and most new products and services are not commercial successes. In short, innovation can enhance competitiveness, but it requires a different set of management knowledge and skills from those of everyday business administration.
This book aims to equip readers with the knowledge to understand, and the skills to manage, innovation at the operational and strategic levels. Specifically, the book aims to integrate the management of market, technological and organizational change to improve the competitiveness of firms and effectiveness of other organizations. The management of innovation is inherently interdisciplinary and multifunctional, but most management texts tend to emphasize a single dimension, such as the management of research and development, production and operations management, marketing management, product development or organizational development. In contrast we aim here to provide an integrative approach to the management of innovation.
Managing Innovation provides readers with the knowledge to understand, and the skills to manage, innovation at the operational and strategic levels. Specifically, it integrates the management of market, organizational and technological change to improve the competitiveness of firms and effectiveness of other organizations. The management of innovation is inherently interdisciplinary and multifunctional and Tidd, Bessant & Pavitt provide an integrative approach to the subject.
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Two new perspectives are introduced through which to re-examine material presented in each chapter: sustaining versus disruptive innovation (a greater emphasis will be placed on disruptive innovation) and organizations versus networks (greater discussion of the network issues raised in each chapter).
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Provides more treatment of innovation in services.
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Greater internationalization of case examples will be provided e.g. more examples will be included from Asia and Latin America.
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Introduces discussion of the relationship between innovation and the environment.