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• COVER
• TABLE OF CONTENTS
• TITLE PAGE
• COPYRIGHT
• ABOUT THE AUTHORS
• PREFACE TO THE EIGHTH EDITION
• REFERENCES
• ACKNOWLEDGEMENTS
• HOW TO USE THIS BOOK: KEY FEATURES
• CHAPTER 1: INNOVATION – WHAT IT IS AND WHY IT MATTERS
• 1.1 THE IMPORTANCE OF INNOVATION
• 1.2 INNOVATION IS NOT JUST HIGH TECHNOLOGY
• 1.3 IT’S NOT JUST PRODUCTS …
• 1.4 INNOVATION AND ENTREPRENEURSHIP
• 1.5 STRATEGIC ADVANTAGE THROUGH INNOVATION
• 1.6 OLD QUESTION, NEW CONTEXT
• 1.7 THE GLOBALIZATION OF INNOVATION
• 1.8 SO, WHAT IS INNOVATION?
• 1.9 A PROCESS VIEW OF INNOVATION
• 1.10 THE SCOPE FOR INNOVATION
• 1.11 KEY ASPECTS OF INNOVATION
• 1.12 INNOVATION MANAGEMENT
• SUMMARY
• FURTHER READING AND RESOURCES
• OTHER RESOURCES
• REFERENCES
• CHAPTER 2: DIGITAL IS DIFFERENT?
• 2.1 WHAT IS DIGITAL INNOVATION?
• 2.2 IS IT NEW?
• 2.3 IS IT REVOLUTIONARY?
• 2.4 WHAT DOES IT MEAN FOR INNOVATION?
• 2.5 WHAT DOES IT MEAN FOR INNOVATION MANAGEMENT?
• SUMMARY
• FURTHER READING AND RESOURCES
• OTHER RESOURCES
• REFERENCES
• CHAPTER 3: INNOVATION AS A CORE BUSINESS PROCESS
• 3.1 THE INNOVATION JOURNEY
• 3.2 DIFFERENT CIRCUMSTANCES, SIMILAR MANAGEMENT CHALLENGES
• 3.3 VARIATIONS ON A THEME
• 3.4 CROSS SECTOR DIFFERENCES
• 3.5 DO BETTER/DO DIFFERENT
• 3.6 A CONTINGENCY MODEL OF THE INNOVATION PROCESS
• 3.7 EVOLVING MODELS OF THE PROCESS
• 3.8 CAN WE MANAGE INNOVATION?
• 3.9 BUILDING AND DEVELOPING ROUTINES ACROSS THE CORE PROCESS
• 3.10 LEARNING TO MANAGE INNOVATION
• 3.11 BEYOND THE STEADY STATE
• SUMMARY
• FURTHER READING AND RESOURCES
• OTHER RESOURCES
• REFERENCES
• CHAPTER 4: DEVELOPING AN INNOVATION STRATEGY
• 4.1 “RATIONALIST” OR “INCREMENTALIST” STRATEGIES FOR INNOVATION?
• 4.2 INNOVATION “LEADERSHIP” VERSUS “FOLLOWERSHIP”
• 4.3 THE DYNAMIC CAPABILITIES OF FIRMS
• 4.4 APPROPRIATING THE BENEFITS FROM INNOVATION
• 4.5 EXPLOITING TECHNOLOGICAL TRAJECTORIES
• 4.6 DEVELOPING FIRM-SPECIFIC COMPETENCIES
• 4.7 GLOBALIZATION OF INNOVATION
• 4.8 ENABLING STRATEGY MAKING
• SUMMARY
• FURTHER READING AND RESOURCES
• OTHER RESOURCES
• REFERENCES
• CHAPTER 5: BUILDING THE INNOVATIVE ORGANIZATION
• 5.1 SHARED VISION, LEADERSHIP AND THE WILL TO INNOVATE
• 5.2 APPROPRIATE ORGANIZATIONAL STRUCTURE
• 5.3 KEY INDIVIDUALS
• 5.4 HIGH INVOLVEMENT IN INNOVATION
• 5.5 A ROADMAP FOR THE JOURNEY
• 5.6 EFFECTIVE TEAM WORKING
• 5.7 CREATIVE CLIMATE
• 5.8 BOUNDARY-SPANNING
• SUMMARY
• FURTHER READING AND RESOURCES
• OTHER RESOURCES
• REFERENCES
• CHAPTER 6: SOURCES OF INNOVATION
• 6.1 WHERE DO INNOVATIONS COME FROM?
• 6.2 KNOWLEDGE PUSH
• 6.3 NEED PULL
• 6.4 MAKING PROCESSES BETTER
• 6.5 CRISIS-DRIVEN INNOVATION
• 6.6 WHOSE NEEDS? THE CHALLENGE OF UNDERSERVED MARKETS
• 6.7 EMERGING MARKETS
• 6.8 TOWARDS MASS CUSTOMIZATION
• 6.9 USERS AS INNOVATORS
• 6.10 USING THE CROWD
• 6.11 EXTREME USERS
• 6.12 PROTOTYPING
• 6.13 WATCHING OTHERS – AND LEARNING FROM THEM
• 6.14 RECOMBINANT INNOVATION
• 6.15 DESIGN-LED INNOVATION
• 6.16 REGULATION
• 6.17 FUTURES AND FORECASTING
• 6.18 ACCIDENTS
• SUMMARY
• FURTHER READING AND RESOURCES
• OTHER RESOURCES
• REFERENCES
• NOTES
• CHAPTER 7: SEARCH STRATEGIES FOR INNOVATION
• 7.1 THE INNOVATION OPPORTUNITY
• 7.2 WHEN TO SEARCH
• 7.3 WHO IS INVOLVED IN SEARCH?
• 7.4 WHERE TO SEARCH – THE INNOVATION TREASURE HUNT
• 7.5 A MAP OF INNOVATION SEARCH SPACE
• 7.6 HOW TO SEARCH
• 7.7 ABSORPTIVE CAPACITY
• 7.8 TOOLS AND MECHANISMS TO ENABLE SEARCH
• SUMMARY
• FURTHER READING AND RESOURCES
• OTHER RESOURCES
• REFERENCES
• NOTES
• CHAPTER 8: INNOVATION NETWORKS
• 8.1 THE ‘SPAGHETTI’ MODEL OF INNOVATION
• 8.2 INNOVATION NETWORKS
• 8.3 NETWORKS AT THE START-UP
• 8.4 NETWORKS TO SCALE …
• 8.5 NETWORKS ON THE INSIDE …
• 8.6 NETWORKS ON THE OUTSIDE
• 8.7 NETWORKS INTO THE UNKNOWN
• 8.8 MANAGING INNOVATION NETWORKS
• SUMMARY
• FURTHER READING AND RESOURCES
• OTHER RESOURCES
• REFERENCES
• NOTES
• CHAPTER 9: DEALING WITH UNCERTAINTY
• 9.1 MEETING THE CHALLENGE OF UNCERTAINTY
• 9.2 THE FUNNEL OF UNCERTAINTY
• 9.3 PLANNING UNDER UNCERTAINTY
• 9.4 FORECASTING INNOVATION
• 9.5 ESTIMATING THE DEMAND FOR INNOVATIONS
• 9.6 ASSESSING RISK, RECOGNIZING UNCERTAINTY
• 9.7 ASSESSING OPPORTUNITIES FOR INNOVATION
• 9.8 DECISION-MAKING AT THE EDGE
• 9.9 MAPPING THE SELECTION SPACE
• SUMMARY
• FURTHER READING AND RESOURCES
• OTHER RESOURCES
• REFERENCES
• NOTE
• CHAPTER 10: CREATING NEW PRODUCTS AND SERVICES
• 10.1 PROCESSES FOR NEW PRODUCT DEVELOPMENT
• 10.2 FACTORS INFLUENCING PRODUCT SUCCESS OR FAILURE
• 10.3 INFLUENCE OF TECHNOLOGY AND MARKETS ON COMMERCIALIZATION
• 10.4 DIFFERENTIATING PRODUCTS
• 10.5 BUILDING ARCHITECTURAL PRODUCTS
• 10.6 COMMERCIALIZING TECHNOLOGICAL PRODUCTS
• 10.7 IMPLEMENTING COMPLEX PRODUCTS
• 10.8 SERVICE INNOVATION
• 10.9 DIFFUSION OF INNOVATIONS
• SUMMARY
• FURTHER READING AND RESOURCES
• OTHER RESOURCES
• REFERENCES
• CHAPTER 11: EXPLOITING OPEN INNOVATION AND COLLABORATION
• 11.1 JOINT VENTURES AND ALLIANCES
• 11.2 FORMS OF COLLABORATION
• 11.3 PATTERNS OF COLLABORATION
• 11.4 INFLUENCE OF TECHNOLOGY AND ORGANIZATION
• 11.5 COLLABORATING WITH SUPPLIERS TO INNOVATE
• 11.6 USER-LED INNOVATION
• 11.7 EXTREME USERS
• 11.8 BENEFITS AND LIMITS OF OPEN INNOVATION
• SUMMARY
• FURTHER READING AND RESOURCES
• OTHER RESOURCES
• REFERENCES
• CHAPTER 12: PROMOTING ENTREPRENEURSHIP AND NEW VENTURES
• 12.1 VENTURES, DEFINED
• 12.2 INTERNAL CORPORATE VENTURING
• 12.3 MANAGING CORPORATE VENTURES
• 12.4 ASSESSING NEW VENTURES
• 12.5 SPIN-OUTS AND NEW VENTURES
• 12.6 UNIVERSITY INCUBATORS
• 12.7 GROWTH AND PERFORMANCE OF INNOVATIVE SMALL FIRMS
• SUMMARY
• FURTHER READING AND RESOURCES
• OTHER RESOURCES
• REFERENCES
• CHAPTER 13: CAPTURING THE BUSINESS VALUE OF INNOVATION
• 13.1 CREATING VALUE THROUGH INNOVATION
• 13.2 INNOVATION AND FIRM PERFORMANCE
• 13.3 EXPLOITING KNOWLEDGE AND INTELLECTUAL PROPERTY
• 13.4 SHARING AND DISTRIBUTING KNOWLEDGE
• 13.5 EXPLOITING INTELLECTUAL PROPERTY
• 13.6 BUSINESS MODELS AND VALUE CAPTURE
• 13.7 DYNAMICS OF GENERATIVE INTERACTION
• SUMMARY
• FURTHER READING AND RESOURCES
• OTHER RESOURCES
• REFERENCES
• CHAPTER 14: CREATING SOCIAL VALUE
• 14.1 INNOVATION AND SOCIAL CHANGE
• 14.2 THE SOCIAL INNOVATION PROCESS
• 14.3 INCLUSIVE INNOVATION
• 14.4 HUMANITARIAN INNOVATION
• 14.5 THE CHALLENGE OF SUSTAINABILITY-LED INNOVATION
• 14.6 A FRAMEWORK MODEL FOR SUSTAINABILITY-LED INNOVATION
• 14.7 RESPONSIBLE INNOVATION
• SUMMARY
• FURTHER READING AND RESOURCES
• OTHER RESOURCES
• REFERENCES
• NOTES
• CHAPTER 15: CAPTURING LEARNING FROM INNOVATION
• 15.1 WHAT WE HAVE LEARNED ABOUT MANAGING INNOVATION
• 15.2 HOW TO BUILD DYNAMIC CAPABILITY
• 15.3 HOW TO MANAGE INNOVATION
• 15.4 THE IMPORTANCE OF FAILURE
• 15.5 TOOLS TO HELP CAPTURE LEARNING
• 15.6 INNOVATION AUDITING
• 15.7 MEASURING INNOVATION PERFORMANCE
• 15.8 MEASURING INNOVATION MANAGEMENT CAPABILITY
• 15.9 REFLECTION QUESTIONS FOR INNOVATION AUDITING
• 15.10 DEVELOPING INNOVATION CAPABILITY
• 15.11 FINAL THOUGHTS
• SUMMARY
• FURTHER READING AND RESOURCES
• OTHER RESOURCES
• REFERENCES
• INDEX
• END USER LICENSE AGREEMENT