| Preface |
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vii | |
| Content |
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xi | |
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A Tribute to Klaus Brockhoff |
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1 | (18) |
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3 | (3) |
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Mapping His Research Track |
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6 | (4) |
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10 | (5) |
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Management of Research and Development |
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10 | (2) |
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Information, Forecasting and Decision Support |
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12 | (1) |
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13 | (1) |
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General Business Administration |
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14 | (1) |
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Manager of Research and Science Politician |
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15 | (4) |
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Part 1: Innovation and Strategy |
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``Too many innovations, all at once...'' -- Relationship between Degree of Innovativeness and Success of Innovations |
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19 | (18) |
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Is more innovative better? |
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21 | (1) |
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State of the art of empirical research: Negative and zero relationships |
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21 | (2) |
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Problems with the conceptual model in empirical research |
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23 | (3) |
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Problems related to the research methods |
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26 | (2) |
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Measurement of degree of innovativeness |
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26 | (1) |
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Measurement of innovation success |
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27 | (1) |
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Sample selection problems |
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28 | (1) |
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Reorientation: Is the perspective of empirical research on innovation success adequate? |
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28 | (1) |
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29 | (4) |
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For the management of innovation |
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29 | (2) |
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For the innovation controlling |
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31 | (1) |
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For the innovation management research |
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32 | (1) |
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33 | (4) |
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Innovation Networks -- The Karlsruhe and Berlin Studies |
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37 | (18) |
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39 | (2) |
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Shaping Networks: The Drivers and Barriers of a Single Firm's Innovation Network and its Influence on Innovation Success |
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41 | (5) |
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Understanding and Managing Network Dynamics: The Development of a Single New Firm's Innovation Network and its Influence on Innovation Success |
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46 | (2) |
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Orchestrating Innovation Consortia: Stability and Success of Multi-organizational Innovation Networks |
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48 | (2) |
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50 | (5) |
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Barriers to Entry in Innovative Markets - How to Protect Innovative Products Successfully? |
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55 | (16) |
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57 | (1) |
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58 | (2) |
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60 | (3) |
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63 | (1) |
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64 | (2) |
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Implications for patent policy |
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66 | (1) |
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67 | (4) |
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Innovation Processes in Pharmaceutical Companies - Organizational Determinants |
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71 | (14) |
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73 | (1) |
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Research and development in the pharmaceutical industry |
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74 | (1) |
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Staffing R&D teams as centers of excellence |
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75 | (3) |
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Building-up an innovative organization |
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78 | (2) |
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Interface management from an international perspective |
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80 | (2) |
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82 | (1) |
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83 | (2) |
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The Impact of IT Technologies on the New Business Designs - An Empirical Approximation and Proposals for Change |
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85 | (18) |
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Santiago Garcia Echevarria |
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87 | (1) |
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IT technologies' unidimensionality versus their globality in business management |
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88 | (1) |
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What role does ICT technology innovation play in current business management? |
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89 | (2) |
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The impact of technological innovation upon processes of change within the company |
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91 | (1) |
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The present situation of technological innovation in business management |
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92 | (3) |
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How to design the integration of information and communication technology into business management: concepts and tools |
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95 | (3) |
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Integrating information and communication technologies' organisational designs in executive management processes |
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98 | |
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17 | (85) |
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102 | (1) |
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Innovation Management in Asia - Some Preliminary Findings |
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103 | (18) |
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105 | (1) |
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105 | (2) |
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107 | (1) |
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Observations about the hurdles |
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108 | (5) |
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108 | (2) |
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110 | (1) |
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The strong historic role of the Government impeding innovation |
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111 | (1) |
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Perception of a certain `Asian'ness |
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112 | (1) |
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Lack of appreciation for intangibles |
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113 | (1) |
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What do companies do about it? |
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113 | (3) |
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Mobilising the resources you don't control |
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114 | (1) |
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Overcoming the distance to the customer |
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114 | (1) |
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Stimulating the creativity and overcoming the Asian'ness' |
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115 | (1) |
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116 | (1) |
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Believing in intangible assets |
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116 | (1) |
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Conclusion and further work |
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116 | (1) |
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117 | (4) |
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Part 2: Innovation and Research & Development |
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Early Information (EI) Based on Knowledge Discovery in Databases (KDD) |
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121 | (18) |
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123 | (2) |
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EI(S) and KDD - a Conceptual Comparison |
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125 | (4) |
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Process-Oriented Comparison |
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125 | (3) |
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Feature-Oriented Comparison |
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128 | (1) |
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ProFIS - an Integrated Approach to Early Information |
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129 | (7) |
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130 | (2) |
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132 | (1) |
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132 | (2) |
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Information Evaluation and Initiation of (Re-) Actions |
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134 | (1) |
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135 | (1) |
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136 | (1) |
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137 | (4) |
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141 | |
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Recent Advances in R&D and New Product Development Projects |
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139 | (20) |
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141 | (1) |
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142 | (6) |
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148 | (2) |
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150 | (1) |
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151 | (2) |
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153 | (1) |
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153 | (6) |
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Part 3: Innovation and Marketing |
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Applications of Conjoint Analysis to New Product Development |
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159 | (16) |
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161 | (1) |
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Academic Applications of Conjoint Analysis to NPD |
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162 | (4) |
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Review of the EBSCO Research Data Base |
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162 | (1) |
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Advances of Academic Applications |
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163 | (1) |
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163 | (2) |
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Visualising New Product Features |
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165 | (1) |
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Dealing with a Large Number of Product Features |
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165 | (1) |
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Commercial Applications of Conjoint Analysis to NPD |
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166 | (4) |
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167 | (1) |
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168 | (1) |
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Significance of Commercial Use of CA in General |
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168 | (1) |
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Significance of Commercial NPD Applications of CA |
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168 | (1) |
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Type of CA Method Most Often Applied |
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168 | (1) |
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Number of Product Features |
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169 | (1) |
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170 | (1) |
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171 | (4) |
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Bundles of Multi-attributed Items - Modeling Perceptions, Preferences, and Choice |
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175 | (16) |
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177 | (1) |
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178 | (2) |
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Modeling Bundle Perceptions |
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180 | (1) |
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Modeling Bundle Preferences |
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181 | (1) |
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182 | (6) |
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No interdependence model: the models for the within item effects |
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185 | (1) |
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Interdependence model: the models for the across item effects |
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186 | (1) |
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Interdependence within attributes |
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186 | (1) |
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Interdependence among products across attributes |
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187 | (1) |
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Future Research Directions |
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188 | (1) |
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188 | (3) |
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Virtual Customer Integration - Maximizing the Impact of Customer Integration on New Product Performance |
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191 | (18) |
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193 | (2) |
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VCI in Multiple Stages of New Product Development |
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195 | (8) |
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203 | (3) |
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206 | (3) |
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Successful Innovations Driven by Customer Relationship Management |
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209 | (18) |
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Innovation -- the customer view ignored? |
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211 | (1) |
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Customer focus -- how to build valuable customer relationships? |
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212 | (3) |
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Background of customer relationship management |
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212 | (2) |
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Elements of customer relationship management |
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214 | (1) |
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CRM -- the missing link to superior innovation management? |
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215 | (7) |
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CRM and innovation - basic assumptions |
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215 | (1) |
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CRM strategy provides the framework for customer focused innovations |
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216 | (1) |
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CRM processes support a customer--centric innovation process |
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217 | (1) |
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Knowledge management to gain relevant customer information for innovation projects |
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217 | (1) |
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Segment management to develop innovations for the most valuable customers |
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218 | (2) |
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Multi-channel management to integrate customers in the innovation process |
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220 | (1) |
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CRM helps to structure organizations around customer-oriented innovations |
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221 | (1) |
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CRM technology accelerates the innovation process |
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222 | (1) |
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222 | (1) |
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223 | (4) |
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Opportunities of Virtual Stock Markets to Support New Product Development |
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227 | (16) |
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229 | (1) |
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Opportunities of the Internet for New Product Development |
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230 | (1) |
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Virtual Stock Markets and Their Use in New Product Development Stages |
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231 | (3) |
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234 | (5) |
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235 | (1) |
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235 | (2) |
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Performance Compared to Expert Judgments |
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237 | (1) |
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Factors Influencing Forecast Error |
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238 | (1) |
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239 | (1) |
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240 | (3) |
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Forecasting the Diffusion of an Innovation Prior to Launch |
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243 | (16) |
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245 | (1) |
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246 | (4) |
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Independent descriptors of diffusion processes |
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250 | (2) |
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Predictive Validity of the Inference Method |
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252 | (2) |
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Meta-Analytic Information |
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254 | (2) |
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256 | (1) |
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257 | (2) |
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Marketing-Mix and New Product Diffusion - Determination of Optimal Price and Advertising Strategies with a Heterogeneous Diffusion Model |
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259 | (18) |
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Basics in Diffusion Research |
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261 | (1) |
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A Marketing-Mix Diffusion Model |
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262 | (5) |
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Heterogeneity of the Demand |
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262 | (3) |
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Integration of Marketing-Mix Variables |
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265 | (2) |
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Optimal Price and Advertising Strategy |
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267 | (8) |
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Competitive Effects in a dynamic Duopoly |
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267 | (1) |
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Communication Effects in Global Diffusion |
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268 | (3) |
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Diffusion Effects through Repeat Purchases |
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271 | (2) |
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Substitution Effects in Multi-Product Diffusion |
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273 | (2) |
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275 | (1) |
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275 | (2) |
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Risk, Information and the Diffusion of Innovations - The Example of Genetically Modified Food |
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277 | (18) |
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279 | (1) |
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Change Agents and the Diffusion of Innovation |
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279 | (3) |
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The crucial role of information |
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282 | (3) |
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A Framework for Signaling in the Case of Avoidance Characteristics |
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285 | (5) |
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290 | (1) |
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291 | (4) |
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Characterizing Customer Groups During the Life Cycle of a Car Model - Results of an Empirical Study |
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295 | (16) |
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297 | (1) |
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298 | (2) |
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Analyses and Results of an Empirical Study |
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300 | (6) |
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Implications for Marketing Action |
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306 | (1) |
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307 | (4) |
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Part 4: Innovation and Controlling and Finance |
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Corporate Governance and Product Innovation - Some Results from an International Study |
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311 | (18) |
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313 | (1) |
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Theoretical Relationships between Corporate Governance and Innovation |
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314 | (2) |
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316 | (8) |
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Aims and Structure of the Research Project |
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316 | (1) |
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General Results from Six European Countries |
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317 | (1) |
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Some Results for German Pharmaceuticals and Banks |
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318 | (6) |
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Adaptation of the Corporate Governance System to Innovation |
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324 | (2) |
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326 | (1) |
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327 | (2) |
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External Innovations and Corporate Venture Capital |
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329 | (18) |
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The theory of external innovations |
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331 | (1) |
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Corporate venture capital and innovative activity in large groups |
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332 | (4) |
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The history of corporate venture capital |
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332 | (1) |
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Goals of corporate venture capital activities |
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333 | (1) |
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Corporate venture capital and innovation strategies |
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334 | (2) |
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Corporate venture capital as a multi-stage principal-agent-problem |
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336 | (5) |
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The organizational structure of corporate venture capital programs |
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336 | (2) |
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The relation of financial and strategic goals |
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338 | (1) |
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Support for start-ups by the group |
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339 | (1) |
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Technology transfer from start-ups to the group |
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340 | (1) |
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Empirical evidence on the German market for corporate venture capital |
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341 | (2) |
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343 | (1) |
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343 | (4) |
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Unexpected Allies in Innovation - An Analysis of the Controller's Contribution to Innovation Processes |
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347 | (22) |
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349 | (1) |
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349 | (4) |
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349 | (2) |
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351 | (2) |
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The Controller's Potential Contributions to the Innovation Process |
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353 | (5) |
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Contributions to Individual Process Steps |
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353 | (2) |
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Contributions to the Overall Process |
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355 | (3) |
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Evaluation of the Controller's Contribution |
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358 | (5) |
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358 | (2) |
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360 | (3) |
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363 | (1) |
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364 | (5) |
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Part 5: Innovation, Foundations, and Universities |
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Mapping Research in Innovation Management - A Bibliometric Analysis of Research Policy |
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369 | (20) |
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An Analysis of Intellectual Structure |
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371 | (1) |
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372 | (5) |
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377 | (8) |
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Technology Strategy for Individual Companies |
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377 | (2) |
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National Systems of Innovation |
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379 | (2) |
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Globalization and International R&D Networks |
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381 | (1) |
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Application of Theories of the Firm |
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382 | (2) |
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384 | (1) |
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385 | (1) |
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386 | (3) |
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Capturing the Qualities of Students as Inputs and Outputs of Universities |
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389 | (18) |
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391 | (1) |
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Object and basis of the analysis |
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392 | (3) |
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Effects of the teaching process on the qualities of students |
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395 | (2) |
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395 | (1) |
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396 | (1) |
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Development of students' qualities within the educational process |
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397 | (5) |
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Describing the developments of students' qualities by an input-output model |
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402 | (2) |
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404 | (1) |
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405 | (2) |
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Encouraging Change - The Role of Private Foundations in Innovation Processes |
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407 | (14) |
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Common wisdom? The meaning of ``innovation'' |
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409 | (1) |
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Private foundations and their capacity to innovate |
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410 | (2) |
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The Volkswagen Foundation |
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410 | (2) |
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Trans-disciplinary funding modes and their impact on research communities |
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412 | (3) |
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Innovation processes in economy and society |
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413 | (1) |
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414 | (1) |
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Leading institutional change |
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415 | (2) |
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Efficiency through autonomy |
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416 | (1) |
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New opportunities for young researchers |
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416 | (1) |
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Crossing borders - new approaches to international grant-making |
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417 | (2) |
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417 | (1) |
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Common foreign and security policy studies -- a joint initiative by three European foundations |
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418 | (1) |
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419 | (1) |
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420 | (1) |
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Innovation in Non-Profit-Organizations - The Example of an Operating Foundation |
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421 | (20) |
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423 | (1) |
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The State of Play in the Foundation Sector in Germany |
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423 | (3) |
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423 | (2) |
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Forms and Content of Foundation Work |
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425 | (1) |
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Innovation in Operating Foundations |
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426 | (10) |
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Organization of the Innovation Process |
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426 | (4) |
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Diffusion of Innovation as the Responsibility of Foundation Marketing |
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430 | (3) |
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Significance of the Foundation Brand for the Innovation Process |
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433 | (3) |
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436 | (1) |
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437 | (4) |
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Part 6: Innovation and National Economic Performance |
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Relative Export and Import Strength - Indicators of the State of Development of National Economies |
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441 | (12) |
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Reciprocity of Absolute and Per Capita Values |
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443 | (2) |
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Two Indicators to Balance the Reciprocity of Absolute and Per Capita Values of Foreign Trade |
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445 | (1) |
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Application of the Indicators to 37 National Economies |
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446 | (5) |
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Conclusion: The Top Position of Germany |
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451 | (1) |
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451 | (2) |
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Changing Roles of Universities in Developing Entrepreneurial Regions - The Case of Finland and the US |
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453 | (16) |
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455 | (1) |
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Universities as Engines of Regional Development |
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455 | (2) |
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University-Industry Relationship |
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457 | (1) |
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Changing Role of the Universities and Nature of Scientific Research |
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458 | (2) |
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Social Capital and Bridging the Entrepreneurial Gap |
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460 | (4) |
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Observations on Practices in Finland and the US |
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464 | (2) |
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466 | (1) |
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466 | (3) |
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Enhancing Industry Interaction with Publicly Funded R&D Labs in India - Industry Viewpoint |
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469 | (18) |
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471 | (1) |
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471 | (2) |
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471 | (1) |
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Publicly Funded CSIR Labs |
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472 | (1) |
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Lack of Industry-Lab Interaction |
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472 | (1) |
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473 | (1) |
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473 | (1) |
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474 | (7) |
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R&D Mission and Success in Technology Transfer |
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474 | (2) |
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Importance and Frequency of Industry's Interaction with Labs |
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476 | (2) |
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Barriers to Industry Interaction with Labs |
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478 | (1) |
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Initiatives Taken by Industry to Improve Interaction with Labs |
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479 | (2) |
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481 | (1) |
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Conclusions & Future Research |
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481 | (3) |
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Bridge the Success Perceptual Gap |
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482 | (1) |
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Translate Sense of Importance to Action |
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482 | (1) |
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Increase the Understanding of Barriers to Interaction |
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483 | (1) |
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483 | (1) |
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484 | (5) |
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489 | (1) |
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490 | (20) |
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510 | (1) |
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511 | (1) |
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512 | |
| List of Publications |
|
487 | (26) |
| List of Supervised Dissertation and Habilitation Theses |
|
513 | |
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