In the most advanced service economies, services create up to three-quarters of the wealth and 85% of employment, and yet we know relatively little about managing innovation in this sector. The critical role of services, in the broadest sense, has long been recognized, but is still not well understood. Most research and management prescriptions have been based on the experience of manufacturing and high technology sectors. There is a clear need to distinguish which, if any, of what we know about managing innovation in manufacturing is applicable to services, what must be adapted, and what is distinct and different. Such is the goal of this book.This unique collection brings together the latest academic research and management practice on innovation in services, and identifies a range of successful organizational responses to current technological opportunities and market imperatives. The contributors include leading researchers, consultants and practitioners in the field, who provide rigorous yet practical insights into managing and organizing innovation in services. Two themes help to integrate the contributions in this book:• That generic good practices exist in the management and organization of innovation in services, which the authors seek to identify, but that these must be adapted to different contexts, specifically the scale and complexity of the tasks, the degree of customization of the offerings, and the uncertainty of the environment.• That innovation in services is much more than the application of information technology (IT). In fact, the disappointing returns to IT investments in services have resulted in a widespread debate about the causes and potential solutions — the so-called “productivity paradox” in services. Instead here the authors adopt a broader notion of innovation, including technological, organizational and market change. The key is to match the configuration of organization and technology to the specific market environment.

Latest Edition: From Knowledge Management to Strategic Competence: Assessing Technological, Market and Organisational Innovation (3rd Edition)The business and academic communities pay much interest to the concept of knowledge management and strategic competencies or core capabilities; that is, how organizations define and differentiate themselves. This book attempts to establish the links between strategic competencies, knowledge management, organizational learning and innovation management — specifically, how an organization identifies, assesses and exploits its competencies, and translates these into new processes, products and services.The contributors to the book include leading researchers and consultants in the field. Adopting a practical but rigorous approach to the subject, they focus on the measurement, management and improvement of organizational, technological and market competencies, and identify the relationships with strategic, operational and financial performance.

The concept of open innovation has become increasingly popular in the management and policy literature on technology and innovation. However, despite the large volume of empirical work, many of the prescriptions being proposed are fairly general and not specific to particular contexts and contingencies. The proponents of open innovation are universally positive but research suggests that the specific mechanisms and outcomes of open innovation models are very sensitive to context and contingency. This is not surprising because the open or closed nature of innovation is historically contingent and does not entail a simple shift from closed to open as often suggested in the literature. Research has shown that patterns of innovation differ fundamentally by sector, firm and strategy. Therefore, there is a need to examine the mechanisms that help to generate successful open innovation. In this book, the authors contribute to a shift in the debate from potentially misleading general prescriptions, and provide conceptual and empirical insights into the precise mechanisms and potential limitations of open innovation research and management practice.

There continues to be much interest in the business and academic communities in the concept of strategic competencies or core capabilities, in other words, how organisations define and differentiate themselves. More recently, this field has fragmented into a number of related disciplines with subtle differences in focus:Knowledge management - how organisations identify, share and exploit their internal competencies, in particular the knowledge of individuals.Organisational learning - the relationship between individual and organisational knowledge and how organisations 'unlearn' past competencies and acquire new competencies.Strategic management - how competencies can be assessed, and how these contribute to performance.Innovation management - how such competencies are translated into new processes, products and services.This book aims to integrate strategic and knowledge management approaches to capability building with the development of competencies by bringing together the latest research and practices from international experts in the field. This third edition has been fully updated with five new chapters.

Since the pioneering work scholars such as Joseph Schumpeter and Peter Drucker, the fields of innovation and entrepreneurship have evolved to become two separate and distinct disciplines. Schumpeter 1 focused on the contributions of entrepreneurial startups and smaller firms, whereas Schumpeter 2 emphasized the role of formal research, development and industrial innovation in larger firms. Unfortunately, the study and practice of each field has suffered as a result: entrepreneurship has become preoccupied with individual entrepreneurs and small business creation, and innovation is dominated by corporate R&D and new product development.Promoting Innovation in New Ventures and Small and Medium Sized Enterprises (SMEs) aims to bridge these two fields by examining innovation in new ventures and SMEs. This book identifies themes which can reunite the study and practice of entrepreneurship and innovation by examining a potentially bridging phenomenon. The focus here is on high growth, innovative SMEs, and the interactions between SMEs and larger organizations, private and public. It is organized around three overlapping themes: SME innovation performance, practices and networks.

There are two traditional views of the role of intellectual property (IP) within the field of innovation management: in innovation management research, as an indicator or proxy for innovation inputs or outputs, e.g. patents or licensing income; or in innovation management practice, as a means of protecting knowledge. Exploiting Intellectual Property to Promote Innovation and Create Value argues that whilst both of these perspectives are useful, neither capture the full potential contribution of intellectual property in innovation management research and practice.The management of IP has become a central challenge in current strategies of Open Innovation and Business Model Innovation, but there is relatively little empirical work available. Theoretical arguments and empirical research suggest that from both an innovation policy and management perspective, the challenge is to use IP to encourage risk-taking and innovation, and that a broader repertoire of strategies is necessary to create and capture the economic and social benefits of innovation. This book identifies how intellectual property can be harnessed to create and capture value through exploiting new opportunities for innovation. It is organized around three related themes: public policies for IP; firm strategies for IP; and creating value from IP, and offers insights from the latest research on IP strategies and practices to create and capture the economic and social benefits of innovation.

This book provides the knowledge necessary for succeeding in a world where companies increasingly work side-by-side with customers to create new products and services. It is a pivotal navigation tool that helps cruise the ocean of customer integration methods and explains how the methods work, when to choose which, and how to seize advantages while avoiding pitfalls.This title is an essential read for research and development managers, marketing professionals, and other practitioners who are involved in new product development to apply customer integration methods effectively and efficiently to drive new product development success. While the application of methods is no guarantee of success, knowledge of the correct selection and appropriate application increases the probability of new product and service development success. Rich in theoretical frameworks, research findings, and practical information about customer integration methods, Innovation Heroes will help the reader appreciate the value of customers as an innovation resource and ways to profit from them.

Managing Innovation is a three-part series covering contemporary technology and innovation management research areas. Each volume comprises key articles from both the International Journal of Innovation Management and the International Journal of Innovation and Technology Management, published by World Scientific, and provides an international, disciplinary approach across its broad coverage of topics.Relevant for both academics and practitioners, this volume focuses on key aspects of crowd innovation including motivations, challenges and benefits of this approach.Related Link(s)

Managing Innovation is a three-part series covering contemporary technology and innovation management research areas. Each volume comprises key articles from both the International Journal of Innovation Management and the International Journal of Innovation and Technology Management, published by World Scientific, and provides an international, disciplinary approach across its broad coverage of topics.Relevant for both academics and practitioners, this volume answers how organisations can develop innovative approaches from a perspective that encompasses technological advances, changes in the market and individual entrepreneurs.Related Link(s)

Managing Innovation is a three-part series covering contemporary technology and innovation management research areas. Each volume comprises key articles from both the International Journal of Innovation Management and the International Journal of Innovation and Technology Management, published by World Scientific, and provides an international, disciplinary approach across its broad coverage of topics.Relevant for both academics and practitioners, this volume looks at the international aspects of innovation with case studies from China, Germany, India and Russia.Related Link(s)

''Its focus is the major theme of digital innovation and it tries to go beyond the hype associated with much of the discussion of this important area … The discussion in the book stresses the need to move our thinking about innovation beyond the level of enterprise to consider ecosystems and complementary assets … Overall this is a useful book, not least because in addition to opening up key lines for further research enquiry the book also has a strong international flavour with contributions from a wide and diverse set of contexts.''International Journal of Innovation ManagementThere is no doubt that digital technologies have the potential for disruptive innovation in a wide range of sectors, both in manufacturing and services, and the commercial and social domains. However, popular commentaries on the potential of digital innovation to disrupt have suffered from two extreme positions: either, simplistic technological determinism, often promoted by technology vendors, claiming that the impending widespread automation of products and services will provide step-changes in productivity and new products and services; or alternatively, very high-level broad discussions of business model innovation in traditional sectors, private and public. However, the impacts will not be universal, and the outcomes will be highly-differentiated. More fundamentally, neither a narrow technological perspective or broad business view adequately captures the appropriate level of granularity necessary to understand the potential and challenges presented by digital innovation. In this book, Digital Disruptive Innovation, we apply innovation concepts, models and research to provide greater insights into strategies for, and management of, digital innovation.

Knowledge Management focuses on identifying, sharing, storing, and exploiting internal knowledge, whereas Open Innovation is more concerned with sources of external knowledge. However, this simple dichotomy between open and closed approaches is unhelpful and not realistic. Instead, it is the interaction between internal and external knowledge that creates dynamic capabilities and the ability to innovate. In particular, we need to better understand the interactions between internal and external knowledge, and how these influence innovation outcomes under different conditions. This edited volume, Managing Knowledge, Absorptive Capacity, and Innovation, provides an opportunity to combine contemporary interests in Open Innovation with the classic notion of absorptive capacity, to better understand how organisations can manage the absorption and exploitation of inbound external sources of knowledge in order to innovate.

Hardly anybody outside a company knows its products and processes better than its suppliers. Research confirms that intensive integration of suppliers in the value creation process positively influences the success of the company, particularly in highly competitive industries. This is a result of the progressing reduction in the depth of value creation of manufacturers and the increasing transfer of know-how towards suppliers. In multilevel business-to-business relationships, suppliers often have the best or the only access and comprehensive knowledge about the end users. Therefore, suppliers determine the scope of possible innovations, which most companies do not actively use.This unique volume provides a comprehensive overview of theories, concepts and especially empirical results on open innovation and the integration of suppliers. For this, authors from all over the world present their latest research results offering fascinating insights into collaborative approaches with suppliers.

Diffusion, or the widespread adoption of innovations, is a critical yet under-researched topic. There is a wide gap between development and successful adoption of an innovation. Therefore, a better understanding of why and how an innovation is adopted can help develop realistic management and business plans. Most books on this topic use a single-discipline approach to explain the diffusion of innovations. This book adopts a multi-disciplinary and managerial process approach to understanding and promoting the adoption of innovations, based on the latest research and practice. It will be of interest to graduates and researchers in marketing, product development and innovation courses.

In the most advanced service economies, services create up to three-quarters of the wealth and 85% of employment, and yet we know relatively little about managing innovation in this sector. The critical role of services, in the broadest sense, has long been recognized, but is still not well understood. Most research and management prescriptions have been based on the experience of manufacturing and high technology sectors. There is a clear need to distinguish which, if any, of what we know about managing innovation in manufacturing is applicable to services, what must be adapted, and what is distinct and different. Such is the goal of this book.This unique collection brings together the latest academic research and management practice on innovation in services, and identifies a range of successful organizational responses to current technological opportunities and market imperatives. The contributors include leading researchers, consultants and practitioners in the field, who provide rigorous yet practical insights into managing and organizing innovation in services. Two themes help to integrate the contributions in this book:• That generic good practices exist in the management and organization of innovation in services, which the authors seek to identify, but that these must be adapted to different contexts, specifically the scale and complexity of the tasks, the degree of customization of the offerings, and the uncertainty of the environment.• That innovation in services is much more than the application of information technology (IT). In fact, the disappointing returns to IT investments in services have resulted in a widespread debate about the causes and potential solutions — the so-called “productivity paradox” in services. Instead here the authors adopt a broader notion of innovation, including technological, organizational and market change. The key is to match the configuration of organization and technology to the specific market environment.

Latest Edition: From Knowledge Management to Strategic Competence: Assessing Technological, Market and Organisational Innovation (3rd Edition)The business and academic communities pay much interest to the concept of knowledge management and strategic competencies or core capabilities; that is, how organizations define and differentiate themselves. This book attempts to establish the links between strategic competencies, knowledge management, organizational learning and innovation management — specifically, how an organization identifies, assesses and exploits its competencies, and translates these into new processes, products and services.The contributors to the book include leading researchers and consultants in the field. Adopting a practical but rigorous approach to the subject, they focus on the measurement, management and improvement of organizational, technological and market competencies, and identify the relationships with strategic, operational and financial performance.

The concept of open innovation has become increasingly popular in the management and policy literature on technology and innovation. However, despite the large volume of empirical work, many of the prescriptions being proposed are fairly general and not specific to particular contexts and contingencies. The proponents of open innovation are universally positive but research suggests that the specific mechanisms and outcomes of open innovation models are very sensitive to context and contingency. This is not surprising because the open or closed nature of innovation is historically contingent and does not entail a simple shift from closed to open as often suggested in the literature. Research has shown that patterns of innovation differ fundamentally by sector, firm and strategy. Therefore, there is a need to examine the mechanisms that help to generate successful open innovation. In this book, the authors contribute to a shift in the debate from potentially misleading general prescriptions, and provide conceptual and empirical insights into the precise mechanisms and potential limitations of open innovation research and management practice.

There continues to be much interest in the business and academic communities in the concept of strategic competencies or core capabilities, in other words, how organisations define and differentiate themselves. More recently, this field has fragmented into a number of related disciplines with subtle differences in focus:Knowledge management - how organisations identify, share and exploit their internal competencies, in particular the knowledge of individuals.Organisational learning - the relationship between individual and organisational knowledge and how organisations 'unlearn' past competencies and acquire new competencies.Strategic management - how competencies can be assessed, and how these contribute to performance.Innovation management - how such competencies are translated into new processes, products and services.This book aims to integrate strategic and knowledge management approaches to capability building with the development of competencies by bringing together the latest research and practices from international experts in the field. This third edition has been fully updated with five new chapters.

Since the pioneering work scholars such as Joseph Schumpeter and Peter Drucker, the fields of innovation and entrepreneurship have evolved to become two separate and distinct disciplines. Schumpeter 1 focused on the contributions of entrepreneurial startups and smaller firms, whereas Schumpeter 2 emphasized the role of formal research, development and industrial innovation in larger firms. Unfortunately, the study and practice of each field has suffered as a result: entrepreneurship has become preoccupied with individual entrepreneurs and small business creation, and innovation is dominated by corporate R&D and new product development.Promoting Innovation in New Ventures and Small and Medium Sized Enterprises (SMEs) aims to bridge these two fields by examining innovation in new ventures and SMEs. This book identifies themes which can reunite the study and practice of entrepreneurship and innovation by examining a potentially bridging phenomenon. The focus here is on high growth, innovative SMEs, and the interactions between SMEs and larger organizations, private and public. It is organized around three overlapping themes: SME innovation performance, practices and networks.

There are two traditional views of the role of intellectual property (IP) within the field of innovation management: in innovation management research, as an indicator or proxy for innovation inputs or outputs, e.g. patents or licensing income; or in innovation management practice, as a means of protecting knowledge. Exploiting Intellectual Property to Promote Innovation and Create Value argues that whilst both of these perspectives are useful, neither capture the full potential contribution of intellectual property in innovation management research and practice.The management of IP has become a central challenge in current strategies of Open Innovation and Business Model Innovation, but there is relatively little empirical work available. Theoretical arguments and empirical research suggest that from both an innovation policy and management perspective, the challenge is to use IP to encourage risk-taking and innovation, and that a broader repertoire of strategies is necessary to create and capture the economic and social benefits of innovation. This book identifies how intellectual property can be harnessed to create and capture value through exploiting new opportunities for innovation. It is organized around three related themes: public policies for IP; firm strategies for IP; and creating value from IP, and offers insights from the latest research on IP strategies and practices to create and capture the economic and social benefits of innovation.

This book provides the knowledge necessary for succeeding in a world where companies increasingly work side-by-side with customers to create new products and services. It is a pivotal navigation tool that helps cruise the ocean of customer integration methods and explains how the methods work, when to choose which, and how to seize advantages while avoiding pitfalls.This title is an essential read for research and development managers, marketing professionals, and other practitioners who are involved in new product development to apply customer integration methods effectively and efficiently to drive new product development success. While the application of methods is no guarantee of success, knowledge of the correct selection and appropriate application increases the probability of new product and service development success. Rich in theoretical frameworks, research findings, and practical information about customer integration methods, Innovation Heroes will help the reader appreciate the value of customers as an innovation resource and ways to profit from them.

Managing Innovation is a three-part series covering contemporary technology and innovation management research areas. Each volume comprises key articles from both the International Journal of Innovation Management and the International Journal of Innovation and Technology Management, published by World Scientific, and provides an international, disciplinary approach across its broad coverage of topics.Relevant for both academics and practitioners, this volume focuses on key aspects of crowd innovation including motivations, challenges and benefits of this approach.Related Link(s)

Managing Innovation is a three-part series covering contemporary technology and innovation management research areas. Each volume comprises key articles from both the International Journal of Innovation Management and the International Journal of Innovation and Technology Management, published by World Scientific, and provides an international, disciplinary approach across its broad coverage of topics.Relevant for both academics and practitioners, this volume answers how organisations can develop innovative approaches from a perspective that encompasses technological advances, changes in the market and individual entrepreneurs.Related Link(s)

Managing Innovation is a three-part series covering contemporary technology and innovation management research areas. Each volume comprises key articles from both the International Journal of Innovation Management and the International Journal of Innovation and Technology Management, published by World Scientific, and provides an international, disciplinary approach across its broad coverage of topics.Relevant for both academics and practitioners, this volume looks at the international aspects of innovation with case studies from China, Germany, India and Russia.Related Link(s)

''Its focus is the major theme of digital innovation and it tries to go beyond the hype associated with much of the discussion of this important area … The discussion in the book stresses the need to move our thinking about innovation beyond the level of enterprise to consider ecosystems and complementary assets … Overall this is a useful book, not least because in addition to opening up key lines for further research enquiry the book also has a strong international flavour with contributions from a wide and diverse set of contexts.''International Journal of Innovation ManagementThere is no doubt that digital technologies have the potential for disruptive innovation in a wide range of sectors, both in manufacturing and services, and the commercial and social domains. However, popular commentaries on the potential of digital innovation to disrupt have suffered from two extreme positions: either, simplistic technological determinism, often promoted by technology vendors, claiming that the impending widespread automation of products and services will provide step-changes in productivity and new products and services; or alternatively, very high-level broad discussions of business model innovation in traditional sectors, private and public. However, the impacts will not be universal, and the outcomes will be highly-differentiated. More fundamentally, neither a narrow technological perspective or broad business view adequately captures the appropriate level of granularity necessary to understand the potential and challenges presented by digital innovation. In this book, Digital Disruptive Innovation, we apply innovation concepts, models and research to provide greater insights into strategies for, and management of, digital innovation.

Knowledge Management focuses on identifying, sharing, storing, and exploiting internal knowledge, whereas Open Innovation is more concerned with sources of external knowledge. However, this simple dichotomy between open and closed approaches is unhelpful and not realistic. Instead, it is the interaction between internal and external knowledge that creates dynamic capabilities and the ability to innovate. In particular, we need to better understand the interactions between internal and external knowledge, and how these influence innovation outcomes under different conditions. This edited volume, Managing Knowledge, Absorptive Capacity, and Innovation, provides an opportunity to combine contemporary interests in Open Innovation with the classic notion of absorptive capacity, to better understand how organisations can manage the absorption and exploitation of inbound external sources of knowledge in order to innovate.

Hardly anybody outside a company knows its products and processes better than its suppliers. Research confirms that intensive integration of suppliers in the value creation process positively influences the success of the company, particularly in highly competitive industries. This is a result of the progressing reduction in the depth of value creation of manufacturers and the increasing transfer of know-how towards suppliers. In multilevel business-to-business relationships, suppliers often have the best or the only access and comprehensive knowledge about the end users. Therefore, suppliers determine the scope of possible innovations, which most companies do not actively use.This unique volume provides a comprehensive overview of theories, concepts and especially empirical results on open innovation and the integration of suppliers. For this, authors from all over the world present their latest research results offering fascinating insights into collaborative approaches with suppliers.

Diffusion, or the widespread adoption of innovations, is a critical yet under-researched topic. There is a wide gap between development and successful adoption of an innovation. Therefore, a better understanding of why and how an innovation is adopted can help develop realistic management and business plans. Most books on this topic use a single-discipline approach to explain the diffusion of innovations. This book adopts a multi-disciplinary and managerial process approach to understanding and promoting the adoption of innovations, based on the latest research and practice. It will be of interest to graduates and researchers in marketing, product development and innovation courses.