Innovation Management and New Product Development

by Trott, Paul

• ISBN13: 9780273655602
• ISBN10: 0273655604
• Edition: 2nd
• Format: Paperback
• Copyright: 2002-01-01
• Publisher: Prentice Hall

Summary

The subject of innovation management is often treated as a series of separate specialisms, rather than an integrated task. This book brings together innovation management and new product development, the role of intellectual property and the management of research and development. Particular emphasis is placed on the need to view innovation as a management process. A conceptual framework is introduced which emphasises the importance of internal processes and external linkages. It also examines how the heritage and knowledge base of an organisation drive the development of business opportunities. It is these opportunities which are at the heart of new product ideas. The wide subject of technology management is also tackled and in particular, how companies manage research and development (R&D).

Table of Contents

Preface to the second edition	ix
Forewords	xii-xiii
Acknowledgements	xiv-xv
Plan of the book	xvii
Part One: The Concept of Innovation Management
Innovation management: an introduction	3	(28)
The importance of innovation	4	(1)
The study of innovation	5	(4)
The need to view innovation in an organisational context	9	(1)
Problems of definition and vocabulary	10	(5)
Popular views of innovation	15	(1)
Models of innovation	16	(4)
Innovation as a management process	20	(11)
The context of innovation and the role of the state	31	(30)
Ufuk M. Cakmakc
Innovation in its wider context	32	(1)
The role of the state and national 'systems' of innovation	33	(5)
Waves of innovation and growth in capitalism: historical overview	38	(2)
Fostering innovation in 'late-industrialising' countries	40	(2)
Attempting to achieve innovation and sustained growth in the late-industrialising Turkish economy	42	(2)
The economic history of Turkey	44	(3)
The missing link in innovation: 'petty' entrepreneurship and rent-seeking	47	(5)
Fostering innovation in the future	52	(9)
Managing innovation within firms	61	(26)
Theories about organisations and innovation	62	(3)
The dilemma of innovation management	65	(1)
Managing uncertainty	66	(4)
Organisational characteristics that facilitate the innovation process	70	(2)
Industrial firms are different: a classification	72	(1)
Organisational structures and innovation	73	(2)
The role of the individual in the innovation process	75	(1)
Establishing an innovative environment and propagating this virtuous circle	76	(11)
Part Two: A Strategic Approach
Business strategy and organisational knowledge	87	(28)
The battle of Trafalgar	88	(1)
Strategic innovation: an overview of the strategic management literature	88	(3)
The strategic planning process	91	(1)
Uncovering innovative capability	92	(2)
The knowledge base of an organisation	94	(5)
The learning organisation	99	(5)
Combining commercial and technological strengths: a conceptual approach to the generation of new business opportunities	104	(1)
The degree of innovativeness	105	(3)
A technology strategy provides a link between innovation strategy and business strategy	108	(7)
Strategic alliances and networks	115	(29)
Defining strategic alliances	116	(1)
The fall of the go-it-alone strategy and the rise of the octopus strategy	117	(1)
Complementary capabilities and embedded technologies	118	(1)
Forms of strategic alliances	119	(8)
Motives for establishing an alliance	127	(1)
The process of forming a successful strategic alliance	127	(1)
Risks and limitations with strategic alliances	128	(3)
The role of trust in strategic alliances	131	(2)
The use of game theory to analyse strategic alliances	133	(1)
Game theory and the prisoner's dilemma	134	(1)
Use of alliances in implementing technology strategy	135	(9)
Innovation and operations management	144	(27)
Richard Noble
Operations management	145	(1)
The nature of design and innovation in the context of operations	146	(6)
Process design and innovation	152	(1)
Innovation in the management of the operations process	153	(3)
Design of the organisation	156	(2)
Operations and e-commerce	158	(13)
Part Three: New Product Development
Product strategy	171	(28)
Gordon Oliver
Customer satisfaction through products or services	172	(1)
Capabilities, networks and platforms	172	(2)
Strategy contexts	174	(2)
Environments	176	(2)
Differentiation and positioning	178	(3)
Brand strategy	181	(2)
Market entry	183	(1)
Marketing research	184	(6)
Launch and continuing improvement	190	(2)
Withdrawing products	192	(7)
New product development	199	(28)
Innovation management and NPD	200	(2)
Considerations when developing a NPD strategy	202	(2)
NPD as a strategy for growth	204	(3)
What is a new product?	207	(5)
Overview of NPD theories	212	(2)
Models of new product development	214	(13)
Market research and its influence on new product development	227	(32)
Market research and new product development	228	(1)
The purpose of new product testing	229	(1)
Testing new products	230	(1)
Techniques used in consumer testing of new products	231	(2)
When market research has too much influence	233	(3)
Discontinuous new products	236	(1)
Market research and discontinuous new products	237	(1)
Circumstances when market research may hinder the development of discontinuous new products	238	(1)
Technology-intensive products	238	(2)
Breaking with convention and winning new markets	240	(5)
When it may be correct to ignore your customers	245	(1)
Striking the balance between new technology and market research	246	(1)
The challenge for senior management	247	(12)
Managing the new product development team	259	(32)
New products as projects	260	(1)
The key activities that need to be managed	261	(11)
NPD across different industries	272	(1)
Organisational structures and the use of teams	273	(5)
The marketing/R&D interface	278	(1)
High attrition rate of new products	278	(13)
Part Four: Managing Technology and Intellectual Property
Management of research and development: an introduction	291	(26)
What is research and development?	292	(2)
R&D management and the industrial context	294	(3)
R&D investment and company growth	297	(3)
Classifying R&D	300	(3)
R&D management and its link with business strategy	303	(2)
Strategic pressures on R&D	305	(2)
Which business to support and how?	307	(10)
Effective research and development management	317	(29)
Successful technology management	318	(1)
The changing nature of R&D management	319	(5)
The acquisition of external technology	324	(4)
Effective R&D management	328	(5)
The link with the product innovation process	333	(2)
Funding R&D projects	335	(2)
Evaluating R&D	337	(9)
The role of technology transfer in innovation	346	(27)
Background	347	(2)
Introduction to technology transfer	349	(1)
Models of technology transfer	350	(7)
Limitations and barriers to technology transfer	357	(1)
Internal organisational factors and inward technology transfer	358	(1)
Developing a receptive environment for technology transfer	359	(2)
Identifying external technology: the importance of scanning and networking	361	(3)
Managing the inward transfer of technology	364	(9)
Managing intellectual property	373	(32)
Intellectual property	374	(2)
Trade secrets	376	(1)
An introduction to patents	376	(2)
Exclusions	378	(1)
The patenting of life	379	(1)
Human genetic patenting	379	(1)
The configuration of a patent	380	(1)
Patent harmonisation: first to file and first to invent	381	(1)
Some famous patent cases	381	(1)
Patents in practice	382	(1)
Expiry of a patent	383	(2)
The use of patents in innovation management	385	(1)
Do patents hinder or encourage innovation?	386	(1)
Trademarks	386	(2)
Brand names	388	(1)
Managing brands	389	(1)
Duration of registration, infringement and passing off	390	(3)
Registered designs	393	(1)
Copyright	393	(4)
Remedy against infringement	397	(8)
Appendix: Guinness patent	405	(12)
Index	417