Index
A
- ABB, 97
- Abernathy, W., 36, 37
- absorptive capacity (AC), 241–242
- Accelerating Ideas to Market (AIM) process, 285
- accidental innovations, 221–222
- active users
- adaptive learning, 242
- Adidas, 2, 85, 212, 223
- adoption of innovations see diffusion
- Advanced Institute of Management Research (AIM), 276
- affective conflicts, 127
- agile innovation, 81
- Air BnB, 196, 227
- Airbus, 158, 247
- Airbus A‐380, 35
- Airbus Industrie, 400
- Albert, Michel, 151
- Alcatel, 161
- Allen, 64
- Allen, Thomas, 102
- Allen, Tom, 231, 267
- Allen curve, 231, 267
- alliances
- Amazon.com, 149, 196, 227
- ambidexterity, 229, 232–233
- American Telephone and Telegraph (ATT), 91
- Android, 401
- antilock braking systems (ABS), 213
- Apple, 2, 39, 60, 83, 121, 149, 401
B
- Bain and Co., 145
- “bandwagon” effect, 195–196, 320
- Bank of America, 50
- BASF, 191, 192
- Bass model of diffusion, 320, 321, 324
- Bayer, 191, 192
- Bayesian models of diffusion, 320
- Baylis, Trevor, 266–267
- Becker, M.C., 130
- behaviors, and innovation energy, 121–122
- Belbin's team roles, 112, 113
- Bell, Alexander Graham, 91
- Bell Labs, 191, 192
- Bell, M., 241
- benchmarking, 215
- Benetton, 50, 51, 148, 248
- Best, Michael, 61
- Bezos, Jeff, 92, 196, 227
- Birch, David, 59
- bisociation, 217
- Blank, Steve, 81
- “blockbuster” drug, 192
- Blue Ocean Innovation Strategies, 146
- Blue Ocean strategy, 203
- BMW, 231, 245, 249, 268
- Boeing, 158, 164, 261, 270, 272
- Boeing Associated Products (BAP), 452
- Boeing Dreamliner, 35
- Boeing's 737 airliner, 28
- Boeing Technology Services (BTS), 452
- Bohr, N., 143
- Boo.com, 143
- Bookham Technology, 447
- bootlegging, 245, 302
- Booz Allen Hamilton Inc., 64, 142
- Boston Consulting Group, 146
- bottom of the pyramid (BoP) approach, 204, 205, 535–536
- boundary‐spanning, 131–134
- “bounded rationality,” 293
- Bowman, Douglas, 116
- brainstorming, 256, 313
- Brazil, Russia, India, and China (BRIC), 531–536
- Brearly, Harry, 222
- Bridge approach, 511
- British Standard, 64
- brokers, 251
- Brown, John Seeley, 231, 268
- BT, 247
- bubble charts, 342
- Buckley, George, 43
- build‐measure‐learn, 354
- Buisson, B., 149
- Burns, Tom, 97
- Burt, Ronald, 230
- business innovation, 43
- business innovator, 102
- business investment, 337, 338
- business model (BM)
- capabilities and processes, 522
- development, 287–288
- entrepreneurs, 294
- examples of, 288
- Internet, examples of, 294
- music industry, 294, 295
- network position, 523
- product and service integration, 524–525
- reframing of a business, 291–295
- reputation and relationships, 525
- revenue generation, 522
- selection decisions, 291–295
- value creation within and across sectors, 523–524
- value proposition, 522
C
- Caterpillar Inc., 54
- CEMEX, 536
- Cerulean Inc., 75, 85, 223, 292
- change, organizational, 69
- Chaplin, Charlie, 100
- checklists
- Chesbrough, Henry, 221
- Chesbrough's principles, of open innovation, 269
- Chiroscience plc, 472–473
- Christensen, Clayton, 91, 150, 200, 232–234, 273, 340
- CI innovators, 108
- Cisco, 167, 223, 269
- Citibank, 50, 267
- Citicorp, 213
- citizen‐sourcing, 211
- “clan” culture, 125
- Clark, Kim, 101, 231, 233, 234
- client project orientated organization, 388
- climate vs. culture, 123
- clockwork radio, invention of, 266–267
- Cloyd, Gil, 270
- Cloyd, Gilbert, 270
- cognition
- cognitive ability and risk assessment, 330–331
- cognitive bias, 330
- cognitive dissonance, 292
- cognitive styles, of team‐members, 116
- Cohen, W., 241, 242
- collaboration
- App development, 401
- and biotechnology, 398
- complementary resources, 398
- exploration alliances, 399
- external technology sources, 396
- extreme users, 424–427
- forms of, 399–401
- information and communications technology, 398
- leakage of information, 398
- loss of control/ownership, 398
- market‐induced motives, 397, 398
- market uncertainty and technological change, 398
- patterns of, 402–404
- rate of technological change, 396
- with suppliers, 417–421
- technological reasons, 395
- technology and organization, 404–417
- transaction costs and strategic implications, 396–397
- user‐led innovation, 422–424
- collective efficiency, 131, 132, 258
- collective learning, 258
- Coloplast, 85, 209, 210, 284, 285
- Coloplast Ostomy Forum (COF) board approach, 210
- commercialization
- complementary assets, 78, 156–158
- complexity of innovations, effect on diffusion, 323
- complex products, implementing, 380–383
- component innovation, 31, 34–36
- computer games, 203
- computer simulation, 289
- conflict in organization, 127–128
- ‘connect and develop,’ P&G, 268–270, 274, 275
- contextual factors, 83
- contingency model, 63
- continuous improvement (kaizen), 103
- Cooke, Phil, 61
- Cook, P., 119
- Cooper, Robert, 64, 92, 282, 284
- co‐option alliance, 399
- Coover, Harry, 222
- core capabilities, 69, 70
- core competencies
- core process, 40
- core rigidities, 70, 91, 168–169
- Corning, 67
- corporate culture vs. leadership, 119
- corporate entrepreneurship, 41
- corporate governance, 151
- “Corporate Immune System,” 295–297
- corporate social responsibility (CSR), 538
- corporate strategy, 408
- corporate technologies, 167
- corporate ventures/venturing, 250–251, 437
- advocacy approaches, 455
- conceptualization stage, 456
- definition, 455–456
- direct investments, 457
- enabling approaches, 455
- entrepreneurial activity, 456
- funding, 444–446
- internal and external environments, 457
- long‐term commitment, 456
- opportunistic approaches, 455
- political barriers, 457
- producer approaches, 455
- product champion, 457
- sources of ideas, 457
- sources of opportunities, 456
- strategic positioning, 456
- superficial approaches, 456
- technical and commercial orientations, 458
- technical knowledge, 458
- technology‐push approach, 456
- venture capital firms, 457
- cospecialization networks, 259
- Craft, Tim, 209
- “creative bazaar” model, 272
- “creative destruction,” 29
- creative firms, 72
- crisis‐driven innovation, 198–199
- Croc, Ray, 216
- cross‐cultural teams, 117
- cross‐functional team, 112
D
- Day, G., 234
- debate in organization, 128
- decision making, 62 see also uncertainty
- deep diving, 249–250
- Delphi method, 313–314
- demand‐side knowledge, 53–54
- de Mestral, George, 190
- design customization, 207
- design‐led innovation, 217–218
- Design Out Crime initiative, 56
- Detroit, 208
- diffusion
- direct integration, 463
- direct investments, 456
- discontinuous innovation, 29–33, 35, 62, 63, 83–84, 292, 294
- discounted cash flow (DCF), 334, 335, 340
- disruptive innovation, 35, 200–203, 374
- distribution customization, 207
- distribution knowledge, 508–511
- diversity
E
- earning per share (EPS), 340
- East Asian firms, technology strategies of, 152–153
- eBay, 93
- economic growth, role of innovation in, 2–3
- Edison, Thomas, 216, 257, 266
- electric and hybrid cars, 551–552
- electricity supply, 266
- Electrolux, 101
- Eli Lilly, 248, 269, 270, 272
- embedding approach, 511
- emerging economies
- emerging markets, 174, 204–206, 558
- Emerson, Ralph Waldo, 193
- EMI CAT Scanner, 383
- employee‐led innovation, 108
- Encarta, 212
- Encyclopaedia Britannica, 212
- engineered networks, 260, 264–265
- Engro Foods, 535
- ENIAC, 51
- Enron, 219
- entrepreneurial commitment, 477
- entrepreneurial effectuation, 439
- entrepreneurs, 57
- entrepreneurship, 3–6 see also internal corporate ventures/venturing
- environmental factors stifling innovation, 119
- epidemic S‐curve model of diffusion, 319
- Ericsson, 72, 161, 167
- ethnographic methods, 195
- European Community Innovation Survey, 238, 239
- European Union's Community Innovation Survey (CIS), 2
- Evans, P., 51
- experience economy, 218
- experience innovation, 53, 218
- experimentation, innovative, 56
- expert opinion, Delphi method, 313–314
- expert promoter, 102–103
- extended enterprise (outsourcing), 55
- external assessment, forecasting, 313–314
- externalization, 505
- external networks, 268–272
- external orientation, 131
- extreme users
F
- Fanning, Shawn, 89
- Fauchart, Emmanuelle, 57
- Fifth‐Generation Computer project, 272
- fifth‐generation Rothwell's innovation model, 65, 258, 275, 319
- financial assessment, 333–334
- financial innovation, 219–220
- financing approach, 536
- firm competencies, 408–409
- firm‐specific competencies, 164–175
- First Mover Innovation Strategies, 149
- Flickr, 208
- flow approach, 511
- Ford, 51, 100, 111, 191, 192, 216
- Ford, Henry, 29, 194, 228
- Ford's Model T, 39
- forecasting techniques, 314
- France Telecom, 245
- Fransman, Martin, 148
- Frascati manual, R&D, 54
- Freecharge, 220
- freedom, 130
- Freeman, Chris, 162, 227, 241
- fringe markets, 201, 206
- frugal innovation, 201–203, 534–535
- Fruit of the Loom, 342
- FT/IFC Transformational Business Awards, 535
- Fujifilm, 185, 223
- Fujimoto, T., 101
- funding, of venture
G
- Gardiner, P., 82
- Gates, Bill, 92
- Gavetti, G., 91
- General Electric (GE), 2, 28, 54, 97, 201, 205, 261, 268
- General Motors (GM), 91, 174
- generative interaction, 525–527
- generative learning, 242
- Geovation, 270
- Gereffi, G., 133
- German economy, 2
- Gerstner, Lou, 93
- Gibson, William, 251
- Gilbert, John, 75
- Gillette, 171
- glass industry, 197–198
- GlaxoSmithKline, 256
- globalization of innovation, 3, 175–179
- Goldcorp, 212
- Golder, P.N., 159
- Goldstine, Herman, 51
- Golesworthy, Tad, 209
- go/no‐go decisions, 283
- Google, 39, 69, 116, 118, 174, 245, 271
- Granovetter, Mark, 230
- Grassell, Megan, 209
- Griffin, M.A., 95
- gross domestic product (GDP), 2
- Grossman, Dave, 93
- gross national product (GNP), 451
- groups
H
- Hackman, J. R., 115
- Hales, M., 130
- Hall, Richard, 170
- Hamel, Gary, 164
- Hamilton, 64
- Hargadon, Andrew, 215, 216, 257
- health care, 325
- “heavyweight” project managers, 101
- Hella, 85
- Henderson, Rebecca, 231, 233, 234
- Herve Thermique, 261
- Hesselbein, F., 97
- Hewlett‐Packard, 200
- hidden innovation, 6–7
- high‐involvement innovation, 103, 104, 244, 286
- high‐performance project teams, 111–112
- high‐performance teams
- appropriate use of team, 115
- clear and common goals, 114
- collaborative climate, 115
- competent team members, 114
- decision making, 115
- embracing appropriate change, 115
- external support and recognition, 115
- leadership, 115
- results‐driven structure, 114
- standards of excellence, 115
- team spirit, 115
- unified commitment, 114
- working, 112
- high uncertainty decision making
- alternative decision‐making pathways, 302
- alternative/dedicated implementation structures, 302
- alternative measurement and evaluation criteria, 301
- building alternative futures, 301
- deploying alternative funding structures, 302
- “Game changer” program, 301
- mobilizing entrepreneurship, 302
- mobilizing networks of support, 301–302
- “probe and learn” approaches, 301
- prototyping, selection process, 301
I
- IBM, 53, 55, 72, 73, 93, 143, 148, 158, 174, 200, 245, 269
- IBM Global Services, 164
- ICI, 191, 192
- idea generation, 313
- idea hunters, 246
- idea time, 126–127
- IDEO, 216, 251, 365
- IG Farben, 166
- implementation phase, 78–82
- incremental innovations, 27, 37, 52, 55, 105, 228, 284–287
- incrementalist strategy, 144–145
- independent business units, 464–465
- India
- individual innovator roles, 102–103
- Industrial Trucks Ltd, “Aggressive 30” program, 286
- ‘infusion’ approach, NASA, 272
- InnoCentive, 270
- innovation, 60–61
- absorptive capacity, for external knowledge, 497
- adoption, 230
- agenda, 25
- appropriability regime, 496
- auditing, 563–564
- benefits and limitation, 428–431
- business plan/case (see business plan)
- characteristics, 322–326
- climate factors influencing, 123, 124
- closed vs. open, 430
- codevelopment, 423–424
- commercial benefits of, 156–161
- “competitive necessity,” 3
- complementary assets/capabilities, 494, 496
- context changes, 14–15
- conventional approach, 549
- database, 498
- decision process, 41
- definitions of, 15–19
- for development, 535
- diffusion, 289
- dimensions of, 35
- discontinuous, 32–33
- disruptive business model of Skype, 496–497
- disruptive innovation, 374, 378
- dominant design, 496
- economic growth, 2–3
- emerging economies, firms in, 532
- employee‐led, 108
- and enterprise, 532
- and entrepreneurship, 7–8, 532
- externalities and complementary products, 496
- external sources of, 500
- financial markets and lending behavior, 498
- firm size, 499
- formal vs. relational governance partnerships, 397
- frugal innovation, 534
- “fuzzy front end,” 302
- “fuzzy gates,” 284
- game‐changing innovation, 221
- games of, 164
- generic process, 555
- global pharmaceutical industry, 548
- Goodhart law phenomenon, 498
- of high‐involvement innovation, 106–107
- high‐technology companies, 3–6
- implementation, 48, 555, 569–570
- importance of, 1–3
- improvement, 31
- incremental/radical, 228
- at individual level, 89
- information and communications technologies (ICTs), 496
- inherent uncertainty, 92
- innovation management practices and performance, 495
- innovation ratio, 500
- intellectual property rights (IPR), 495
- internal and external linkages, 555
- invention and, 17
- and knowledge, 34, 511–513
- leadership and climate, 92
- and learning (see learning process)
- life cycle, 36–40
- long‐term value creation, 497
- management challenges, 226
- manufactured products, 6–7
- market differentiation, 501
- markets, 248–249
- microgeneration of energy, 551
- model of process, 48, 49, 556
- nuclear power, technological innovation, 549
- organizational climate, 118
- organizational context, 555–556
- organizational support, 122
- and patents, 498, 500
- patterns in “new” and “old” economies, 162, 163
- P/E (price/earnings) ratio, 501
- and performance, 494, 564–565
- platform, 28–29
- proactive links, 570–571
- process view of, 19–20
- in production and organization, 533
- product market, 495
- profitability, 501
- “punctuated equilibrium” pattern, 228
- push/pull innovation, 227–228
- R&D statistics, 498
- risky investment, 495
- Rothwell's five generations of models, 65
- routines, 555
- scopes and types, 20–26
- search strategies, 48, 567–568
- selection, 48, 568
- service (see service innovation)
- SIL (see sustainability‐led innovation (SIL))
- simplified model of, 40
- social benefits of, 500
- and social change (see social innovation and entrepreneurship)
- sources of, 244
- spillover, 499
- SPRU database, 501
- strategic advantages, 9–13
- strategy domain, 555
- success factors, 74, 75
- sustainability, 550
- sustaining innovation, 374
- systems of, 60
- technical innovations, 499
- technological opportunity, 499
- technology and, 531–532
- top‐right quadrant, 551
- user‐centric innovation, 427
- user involvement, 422–424
- value‐added, 500
- value capture, 48
- video content, 494
- innovation capability
- innovation energy, 120–122
- innovation funnel, 283
- innovation life cycle, 36–40
- innovation management
- innovation management practices and performance (IMPS), 495
- innovation networks, 41, 255–256
- breakthrough technology collaborations, 263–264
- building new, 272–275
- challenges of managing, 277
- configuring, 275–277
- emergent properties, 261–262
- entrepreneurial, 266–267
- external, 268–272
- internal, 267–268
- learning, 262–263
- regional networks and collective efficiency, 264–265
- “spaghetti” model, 256–258
- types of, 264–265, 276
- innovation space, 4Ps, 21–26
- innovation strategy, 41, 139–140
- benefits from innovation, 156–161
- dynamic capabilities, 150–155
- firm‐specific competencies, 164–175
- globalization of innovation, 175–179
- implications for management, 145–146
- incrementalist strategy, 144–145
- and performance, 147
- rationalist strategy, 141–143
- real world, 142, 143
- research themes, 140–141
- strategy making, 180–184
- technological trajectories, 161–164
- Innovative Partnerships Programme (IPP), 272
- inspirational communication, 95
- Instagram, 52
- integrated business teams, 463
- integrated innovative organisation, 389
- Intel, 158, 164
- intellectual property
- intellectual property rights (IPR), 495
- intellectual stimulation by leaders, 95, 125
- Intelligent Energy, 474
- intermediate projects, 343
- internal corporate ventures/venturing
- business diversification, 453
- competencies, 453–455
- cyclical demand, 452–453
- entrepreneurial behavior, 451
- learning exercise, 453
- noncore activities, 452
- at Nortel Networks, 449
- pressure on internal suppliers, 451–452
- product development, risk and cost of, 452
- range of motivation, 451
- rates of growth, 451
- satisfy managers' ambitions, 452
- skills and capabilities, 450
- strategic importance, 450
- underutilized resources, 451
J
- Japanese manufacturing
K
- kaizen (continuous improvement), 103, 196, 197, 286
- Kanban, 356
- Kay, John, 142, 148
- keiretsu (business group), 260
- Kenney, M., 83
- Kenya
- Kevlar, 217
- key individuals, role of, 132–133
- Kim, W. Chan, 146
- Kingdon, Matt, 122
- Klann, William, 216
- KLM Royal Dutch Airlines, 211
- knowledge see also learning process
- accumulated tacit knowledge, 157
- embedded, 504
- embodied, 504
- embrained, 504
- encoded, 504
- encultured, 504
- explicit, 504
- identification, 503–504
- and innovation, 511–513
- knowledge network, 505
- organizational culture and context, 505
- organizational knowledge, 502–503, 505–506
- and project execution, 79–81
- reducing uncertainty, 282–283
- sharing and distribution, 508–511
- storing and retrieving, 507–508
- tacit/implicit, 504
- task and organizational context, 505
- knowledge architecture, 231
- knowledge articulation, 231
- knowledge assimilation, 231
- knowledge base of organization, 77
- knowledge broker, 509
- knowledge building, 336
- knowledge concentration, 231
- knowledge connections, 230–231
- knowledge economies, 61, 556
- knowledge flows, 231
- knowledge management, 102, 243–244, 267, 507
- knowledge networks, 230
- knowledge production, 269
- knowledge push innovations, 191–193
- knowledge sharing, 124
- ‘knowledge spaghetti,’ 257
- knowledge transformation, 231
- Kodak, 14, 171, 223, 293
- Koestler, Arthur, 217
- Koka, B., 242
- Koska, Marc, 537–538
- Kutol Products, 221
- Kwolek, Stephanie, 217
L
- Lakhani, Karim, 211, 248
- Lall, S., 241
- Lamming, R., 132
- Land, Edwin, 100, 171
- Lane, P., 242
- launch of innovation, 81–82
- Lave, Jean, 231, 268
- Lawrence, P., 97, 112
- leader–member exchange (LMX), 95
- “leadership” vs. “followership,” market strategy, 147–150
- leaders/leadership, 93, 122
- lead times, inter‐industry differences, 157
- lead users, at work, 209
- “lean manufacturing” approach, 91
- lean start‐up (LSU), 81, 288
- lean thinking, 27, 28, 105, 196, 199, 215
- “learning curve” effect, 27, 157
- learning process, 69, 83, 153–155
- absorptive capacity, 242
- and adaptation, 554
- adaptive learning system, 558
- and adoption of an innovation, 324
- agile innovation methods, 562–563
- benchmarking, 561–562
- capability maturity models, 562
- conceptualization, 558
- creative destruction, 558
- effectiveness of methods, 154
- evaluation of, 334–342
- experience, capture of, 558
- experimentation, 558
- from extreme conditions, 205
- failure, learning from, 559–560
- Japanese manufacturers, 132
- Kolb's cycle of experiential learning, 558
- networks, 258, 306
- postproject reviews (PPRs), 560–561
- and probing, 250
- and reflection, 571
- shared, 258, 306
- structured and challenging reflection, 557
- unlearning, problem of, 558
- Leblanc process, 37
- Lego, 60, 85, 212, 223, 272, 274, 278
- Lenovo, 53
- Leonard‐Barton, Dorothy, 168–169
- Levinthal, D., 241, 242
- Lewis, Ken, 111
- LG, 178
- Liberty Global, 85, 252, 278
- Liberty Life Foundation, 267
- life cycle of innovation, 36–40
- Lifeline Energy, 266–267
- “lightweight” project manager, 101–102
- Linux, 210
- Living Labs, 208
- long term projects, 343
- Lorsch, J., 97, 112
- Louis‐Hansen, Aage, 209
- low‐cost airlines, 201
- low‐end market disruption, 201
- Lucent Technologies, 460
- Lufthansa Systems, 252, 278
- Lynch, Mike, 470
M
- 3M, 67, 69, 73, 74, 118, 133, 165, 174, 243–245, 268, 278
- MacNamara, R., 143
- macroeconomics, 532
- Maher, Lynne, 85
- “managed reframing,” 296
- management
- management buy‐outs (MBO), 448
- management by walking about (MBWA), 104
- managerial cognition, 170
- March, J., 241
- Marconi, 266
- market‐based innovation, 147
- market friction, 81, 82
- market growth, 535
- marketing
- “market‐pull” strategy, 456
- market surveys, 312
- Marshalls, 85
- Marsh, I., 132
- Massachusetts economy, 61
- mass customization, 206–208
- mass production, 23, 100
- Matsushita, 103, 156, 165, 178
- Mauborgne, Renée, 146
- MBWA (management by walking about), 104
- McDonalds, 29, 216
- McKern, Bruce, 177
- McLaughlin, Patrick, 75
- mechanistic customization, 97, 388
- medical technology, 128–129
- melting ice industry, 29
- mental models, 64–66
- micro‐finance, 198
- Microsoft, 158, 203, 207, 249, 269
- mid‐term plans (MTPs), 286
- Mindlab, 56
- Mindscape, 144
- MINE (Managing Innovation in the New Economy) research program, 164
- “minimum viable product” (MVP), 81, 288
- Mintzberg, Henry, 98
- Mintzberg's structural archetypes, 98–99
- MIT, 102, 344
- Mitsubishi, 178
- Mobikwik, 220
- models, 64–66
- Model T production, 206
- Mod Station open innovation model, 272
- Mondex, 373
- Moore, G. A., 317
- Moore's law, 192, 298
- Moreno, Jacob, 230
- Moss‐Kanter, Rosabeth, 97
- Motorola, 72, 149, 161, 164
- Mowery, David, 162
- MPESA, 85, 223
- multicultural development teams, 117
- multi‐technology firms, 167
- music industry, 10–12
- Musk, Elon, 92, 93
- “3M Way,” 43
- Myers–Briggs type indicators (MBTIs), 440
N
- Nambisan, S., 272
- NASA, 93
- National Cash Register Company, 104
- national systems of innovation, 151–152
- Navire, Petit, 211
- need pull innovation, 193–196
- Neely, Andy, 54
- Nelson, R.R., 130
- net present value (NPV), 334, 335, 343
- network broker, 133
- networks/networking, 60, 132
- Neumann, J., 112
- Neusoft, 202
- “new business practices,” 2
- new product development
- architectural products, 370–376
- and commercialization, 362–366, 376–379
- complex products, 380–383
- concept change, 351
- concept generation, 351
- Cooper's “stage‐gate” approach, 349
- cross‐functional team, 348–349, 352–353
- development funnel model, 350
- differentiation, 367–370
- factors, 390
- functional teams, 348
- lean and agile product development, 353–354
- lean start‐up, 354–356
- pre‐diffusion phase, 316–317
- product commercialization and review, 353
- product development, 352
- product success/failure, 356–362
- project management structure, 348
- project selection, 351–352
- risk strategies, 327, 329
- structured development system, 349
- team structure, 348
- new technology‐based firms (NTBFs), 437, 438
- Newton, Isaac, 190
- new venture assessment
- complete spin‐off, 465–466
- components, 460–461
- corporate ventures, structures for, 461–462
- criteria for, 460–461
- direct integration, 463
- independent business units, 464–465
- integrated business teams, 463
- internal ventures, 466–469
- Lucent's New Venture Group, 460
- market research consultants, 460
- new venture division, 463–464
- new ventures department, 463
- nurtured divestment, 465
- purpose and nature, 460
- special business units, 464
- technical and commercial aspects, 460
- NextBike, 196, 227
- niche markets, 318
- NineSigma, 251, 270
- Nintendo's Wii, 203, 218
- Nipper, Mads, 274
- Nokia, 69, 72, 161
- Nokia Venturing Organization, 250
- Nonadoption of Radical Ideas, 296
- Nonaka, I., 83
- nontechnological (organizational/market) innovation, 2
- Nortel, 161
- Nortel Networks, 449
- not‐for‐profit organizations, 55–56
- not invented here (NIH) effect, 40
- Novartis, 164
- novelty, 61
O
- observability, 324
- open collective innovation, 212
- Open Door, 85
- open innovation, 41, 131, 269–272, 290
- openness dimension, 123–125
- open‐source software, 519
- operational optimization, 544–545
- opportunity framing phase, 476
- opportunity recognition, 477
- Oracle, 223
- “organic” organizations, 97
- organizational diversity and innovation, 128
- organizational routine, 67–68
- organizational simulation, 289
- organizational size, 58–59
- organizational slack, 126, 127
- organizational structures, 96–100, 118
- organizational transformation, 545–546
- organizational translator, 509
- organizations and acquiring knowledge, 502–503
- original equipment manufacturer (OEM) system, 153
- Oskarsson, Christer, 166
- Oticon, 97
- outsourcing, 55, 270
- overserved markets, 203
- Oxford Health Alliance, 247
- Ozon, 534
P
- Panetta, Jill, 270
- paradigm innovation, 23, 53, 294
- Pascale, Richard, 146
- Pasteur, 221
- Pasteur, Louis, 117, 145
- patent protection, strength of, 160
- Pathar, S., 242
- Patrick McLaughlin, 75
- Patterson, John, 104
- Pavitt, K., 236, 241
- PayPal, 93
- Paytm, 219
- Penney, Geoff, 250
- Perot, Ross, 111
- perpetual beta state, 210
- Perrons, Rob, 75
- personal computers (PC), 53, 200
- Pfeffer, Jeffrey, 89
- Pfizer, 221
- pharmaceutical industry, 192
- Philips, 67, 73, 85, 101, 159, 161, 165, 191, 192, 223, 266, 267, 546–547
- Philips Lighting case, 135
- Pilkington, 156
- Pilkington, Alastair, 198
- Pine, Joseph, 218
- Pisano, Gary, 140, 150
- Pixar, 231, 268
- platform innovation, 28–29, 60
- Plumpe, Gottfried, 166
- Plunkett, Roy, 221
- Polaroid, 91, 170, 171
- polaroid process, 287
- policy deployment, 286
- polyethylene, 192
- Porter, Michael, 140, 144, 148
- portfolio management, 290, 291, 342–343
- “position” innovation, 22
- power promoter, 103
- power stations, project types, 343
- Prahalad, C.K., 164, 204
- precautionary principle, 327, 331
- preorganization phase, 477
- probit model, 319
- problem‐solving, 79–81
- process conflicts, 127
- process innovation, 2
- process promoter, 103
- process upgrading, 532
- Procter & Gamble (P&G), 2, 28, 67, 69, 194, 204, 240, 243, 252, 268, 272, 278
- product complexity, 158
- Product Development Management Association (PDMA), 64
- product differentiation
- product innovation, 37, 97
- product mapping, 374
- product strategies, in service, 376
- product success/failure
- clear and stable vision, 361
- collaboration, 362
- commitment of senior management, 361
- factors, 360
- improvisation, 361
- information exchange, 361–362
- management support, 358
- market knowledge, 358
- product advantage, 358
- product definition, 358
- proficiency of execution, 358
- project organization, 358
- project resources, 358
- risk assessment, 358
- service development, 359
- product upgrading, 532
- profit impact of market strategy (PIMS), 367
- project assassins, 102
- project assessment/evaluation
- project‐based organizations, 59–60
- project investment, 332, 333, 335, 336
- project management, 68, 327
- project managers, 101–102
- project related factors, 83
- prototyping, 214, 250
- 4Ps model, 21–26
- psychological models of adoption, 320
- public and private health‐care services, 539–540
- public sector innovation, 56
- PWC, 3
Q
R
- radical technological innovation, 21
- radical technology, 30
- radio, invention of clockwork, 266–267
- Rafferty, A.E., 95
- rationalist strategy, 141–142
- Raynor, M., 150
- RCA, 234
- R&D (research and development), 54–55, 74, 78, 79, 103, 147, 236, 240, 241, 243, 245
- reactive firms, 72
- real options approach, investment, 332, 333, 335, 336
- recombinant innovation, 215–217
- RED, 85
- Reebok, 215
- reframing of a business, 291–295
- regional innovation systems, 61
- regulation, 219–220
- reinnovation, 82
- relationship conflicts, 127
- relationship promoter, 103
- relative advantage, 322
- religious background, 438
- reorientation phase, 477
- research phase, 476
- research themes, 140–141
- resource allocation, 337
- Reuters, 67
- reverse innovation, 201, 205
- reward systems, 111, 119, 129
- Rickards, T., 119
- Rickman, Andrew, 447
- Ries, Eric, 81
- ripple approach, 510
- risk assessment/management, 327, 330
- risk taking, 129, 258, 330–332
- risk vs. reward, matrix measuring, 340
- risky shift effect, 293
- Roelandts, Wim, 121
- role autonomy, 125
- Rolls‐Royce, 28, 54, 67
- Roper, Andrew, 194
- Rosenberg, Nathan, 162
- Rothwell, Roy, 65, 82, 83, 213, 257
- routines, 67–68, 170
S
- “sailing ship” effect, 31, 39, 232
- Samsung, 60, 73, 178, 368
- Sandbach, Roy, 268
- Sapsed, Jonathan, 144
- Sawhney, M., 272
- scenario development, 314–315
- Schibsted, 120
- Schiphol Airport, 211
- Schumpeter, Joseph, 8
- Schwab, Charles, 51, 250
- scouts, 246–247
- search strategies, 76–77
- selection, 77–78
- self‐managed teams, 112
- Semco, 97
- semiconductor industry, 192
- sensitivity analysis, 342
- service innovation, 12, 28, 50–55, 565–566
- servitization, 53, 54, 294
- Shapiro, Carl, 158
- shared vision and leadership, 91–96
- sharing knowledge, 508–511
- Sharp Laboratories of Europe, 179
- Shaw, B., 132
- Shaw, Percy, 190
- Shoemaker, P., 234
- short‐term projects, 343
- shusha (team leader), 102
- Siemens, 2, 67, 161, 178, 202, 256, 267, 268, 271
- Siemens Standard Drives (SSD) suggestion scheme, 107
- Silberzahn, P., 149
- Silicon Valley, 325
- Silver, Spence, 89
- Simmel, Georg, 230
- Simon, Herbert, 241, 293
- Singer, 17
- “single minute exchange of die” (SMED) approach, 217
- “skunk works” model, 100
- Skype, 496–497
- small firm innovators, advantages and disadvantages for, 58
- small/medium‐sized enterprises (SMEs), 59
- social capital, 171
- social entrepreneurship, 41, 56–58, 266
- social innovation and entrepreneurship
- socialization, 505
- social networking, 230, 267
- “social spaghetti,” 257
- sociological models of adoption, 320
- Solvay process, 37, 193
- Sony, 30, 73, 156, 158, 159, 165, 178, 234
- Sorensen, Elise, 209
- Sørensen, Lars Rebien, 247, 275
- sources of innovation, 190–191 see also innovation
- accidents, 220–222
- crisis‐driven innovation, 198–199
- crowdsourcing, 211–213
- design‐led innovation, 217–218
- emerging markets, 204–206
- extreme users, 213
- futures and forecasting, 220
- knowledge push, 191–193
- mass customization, 206–208
- need pull, 193–196
- prototyping, 214
- recombinant innovation, 215–217
- regulation, 219–220
- users as innovators, 208–210
- using innovation markets, 211
- from watching others, 215
- Southwest Airlines, 51, 215
- SpaceX, 93
- “spaghetti” model, 256–258
- Spencer, Percy, 221
- Spin‐off Companies, 469–470
- Spirit, 223
- S‐shaped diffusion curve, 316–318
- “stage‐gate” approach, 284, 285
- Staines, Christopher, 267
- Stalin, J., 143
- Stalker, George, 97
- Standingford, Oliver, 51
- Standing, H., 112
- Starbuck, William, 143
- Star Syringe, 537–538
- steady‐state innovation, 39, 62, 63, 232, 566
- Stear, Rory, 267
- storing knowledge, 507–508
- strategic business units (SBUs), 166
- strategic choices/decision‐making, 341
- strategic firms, 72
- strategic games, for innovation, 164
- “strategic innovation,” 294
- strategic positioning, 336
- stratified system theory (SST), 95
- Suarez, Fernando, 158
- success, 73–83
T
- tacit knowledge, 157
- task conflicts, 127
- Tata, Ratan, 202
- Taylor, Frederick, 100
- team management, 115–117
- team‐member cognitive styles, 116
- team‐member exchange (TMX), 124
- team working, 105, 111–117
- technological competencies, accumulation of, 167, 168
- technological gatekeepers, 102, 267
- technological (product/process) innovation, 2
- technological learning, 241
- technological products
- technology‐based diversification, 167
- technology‐based innovation, 147
- technology entrepreneurs, 231, 270
- “technology fusion,” 34
- technology intelligence methods, 155
- technology investments
- technology push, 64, 66, 258
- Teece, David, 78, 82, 140, 150, 156, 158, 496
- telephone invention/services, 38
- Tellis, G.J., 159
- Tesco, 85
- Tesla, 39
- Thesmer, John, 75
- Thomas, R., 81
- Thompson, Raymond, 51
- Threadless, 85, 223, 278
- Tidd, J., 130
- Todorova, G., 242
- top executives' transformational leadership, 119
- top management
- top management team (TMT) diversity, 94
- Toshiba, 178
- total productive maintenance (TPM), 197, 286
- “total quality management,” 27, 28, 196
- Toyota, 69, 103, 132, 169, 178, 196, 199, 217, 247
- Tranfield, D., 112
- transfer approach, 511
- transformational leadership, 95, 96
- Tregaskes, John, 75
- trialability, 323
- Trifilova, Anna, 220
- Tripsas, M., 91
- trust and openness dimension, 123–125
- Tushman, M., 232
U
V
- value capture, 82–83
- “value proposition,” 288
- Vancom Zuid‐Limburg, 112
- Van de Ven, Andrew, 64
- Varaldi, Lew, 111
- Varian, Hal, 158
- Venkataswamy, Govindappa, Dr., 199, 205
- ventures
- assessing ventures (see new venture assessment)
- business plan, 441
- capital, 446–448
- capitalists, 307
- champion, 437–440
- corporate ventures (see corporate ventures/venturing)
- credibility, 477
- definition, 436
- development and commercialization, role of, 437
- funding, 441–446
- growth and performance, of innovative small firms, 479–487
- high‐growth ventures, 481
- internal corporate venturing (see internal corporate ventures/venturing)
- joint ventures and alliances, 394–399
- spin‐out/new venture businesses, 437
- spin‐outs and, 469–471
- university incubators, 471–479
W
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