About the Book

Managing Innovation is the market leading textbook for advanced undergraduate and post graduate courses in innovation. The Book has been fully revised and now comes with a fully interactive e-book housing an impressive array of videos, cases, exercises and tools to bring innovation to life.

About the Author

Joe Tidd is Professor of technology and information management at SPRU (Science and Technology Policy Research) and visiting Professor at University College London, Cass Business School, Copenhagen Business School and Rotterdam School of Management. John Bessant holds the Chair in Innovation and Entrepreneurship at Exeter University where he is also Research Director.

Table of Contents:
About the Authors Acknowledgements Preface to the Fifth Edition How to Use This Book Part I Managing Innovation Chapter 1 Innovation -- What it is and Why it Matters 1.1 Introduction 1.2 Why Innovation Matters 1.3 Innovation and Entrepreneurship 1.4 How Innovation Matters 1.5 Old Question, New Context 1.6 What is Innovation? 1.7 A Process View of Innovation 1.8 Scope for / Types of Innovation 1.9 Exploring Different Aspects of Innovation 1.10 Managing Innovation . . . Chapter 2 Innovation as a Core Business Process 2.1 Introduction 2.2 Variations on a Theme 2.3 A Contingency Model of the Innovation Process 2.4 Evolving Models of the Process 2.5 Can We Manage Innovation? 2.6 Building and Developing Routines Across the Core Process 2.7 Learning to Manage Innovation 2.8 Measuring Innovation Success 2.9 What Do We Know About Successful Innovation Management? 2.10 Success Routines in Innovation Management 2.11 Beyond the Steady State Part II Context Chapter 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 Chapter 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 Part III Search Chapter 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 Design-led Innovation 5.11 Regulation 5.12 Futures and Forecasting 5.13 Accidents 5.14 A Framework for Looking at Innovation Sources 5.15 How to Search 5.16 Absorptive Capacity 5.17 Balancing Exploitation and Exploration 5.18 Tools and Mechanisms to Enable Search 5.19 Two Dimensions of Innovation Search 5.20 A Map of Innovation Search Space Chapter 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 Networks into the Unknown 6.8 Managing Innovation Networks Part IV Select Chapter 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 Chapter 8 Building the Innovation Case 8.1 Developing the Business Plan 8.2 Forecasting Innovation 8.3 Estimating the Adoption of Innovations 8.4 Assessing Risk, Recognizing Uncertainty 8.5 Anticipating the Resources Part V Implement Chapter 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 Chapter 10 Exploiting Open Innovation and Collaboration 10.1 Joint Ventures and Alliances 10.2 Collaborating with Suppliers to Innovate 10.3 User-Led Innovation 10.4 Benefits and Limits of Open Innovation Part VI Capture Chapter 11 Exploiting Entrepreneurship and New Ventures 11.1 What is a Venture? 11.2 Internal Corporate Venturing 11.3 Spin-Outs and New Ventures Chapter 12 Capturing the Benefits of Innovation 12.1 Creating Value Through Innovation 12.2 Innovation and Firm Performance 12.3 Exploiting Knowledge and Intellectual Property 12.4 Broader Economic and Social Benefits 12.5 Choosing a Business Model Chapter 13 Capturing Learning from Innovation 13.1 What have We Learned About Managing Innovation? 13.2 How can We Build Dynamic Capability? 13.3 Learning to Manage Innovation 13.4 Tools to Help Capture Learning 13.5 Innovation Auditing 13.6 Measuring Innovation Performance 13.7 Measuring and Developing Innovation Management Capability 13.8 Using the Framework 13.9 Variations on a Theme 13.10 Final Thoughts Summary and Further Reading References Index