Think, Play, Do Technology, Innovation, and Organization

by Dodgson, Mark; Gann, David; Salter, Ammon

• ISBN13: 9780199268085
• ISBN10: 0199268088
• Format: Hardcover
• Copyright: 2005-09-15
• Publisher: Oxford University Press

Summary

This title includes the following features: Argues that the innovationprocess is changing profoundly; This is partly due to innovation technologies;Proposes a new schema for the innovation process: Think, Play, Do; Questionstraditional definitions of 'research', 'development', and 'engineering', arguingthat these imply a progressive linearity which doesn't exist in reality

Author Biography

Mark Dodgson is Director of the Technology and Innovation Management Centre at the University of Queensland Business School, University of Queensland, Visiting Professor at the Tanaka Business School, Imperial College London, and is an International Fellow at the Advanced Institute of Management Research in the UK. He was previously Executive Director of the National Graduate School of Management at the Australian National University.
Mark has lecutured and researched widely trhoughout Europe, North America, Asian, and Latin America, and has been an invited participant at international conferences in over 35 countries. He has been an advisor and consultant to many European Commission Programs and to numerous UK, US, European, Asian, and Australian government departments and agencies. David Gann is Head of Entrepreneurship, Innovation and Technology Management at the Tanaka Business School, Imperial College London. David holds the Chair in Technology and Innovation Management and co-directs the Imperial College Innovative Manufacturing Research Centre. He is responsible for a large portfolio of research involving collaboration with firms in design, manufacturing, engineering, construction, ICT services and healthcare industries. His research interests include the intensification of innovation, use of simulation and modeling in innovation processes, and managing innovation in project-based firms. He consults with several leading companies and is an advisor to governments and industry organisations. He previously held the Royal Academy of Engineering Chair in Innovative Manufacturing at the University of Sussex. Ammon Salter is Senior Lecturer in Technology and Innovation Management at the Tanaka Business School, Imperial College London. He is the author of several reports and articles on the sources and determinants of innovation. He was the author of the CVCP/HEFCE Report on 'Talent, Not Technology', exploring the relationship between publicly funded research and innovation in the UK. He has worked for HM Treasury on a report on the economic benefits of basic research, and was the co-author of the Russell Group of Universities report 'Measuring and Mapping Third Stream Activities'. He is currently a member of the DTI's Project Board for the development of the 4th UK Innovation Survey.

Table of Contents

List of Figures	xviii
List of Tables	xix
List of Boxes	xx
1 Innovation Technology	1	(25)
1.1 Introduction	1	(6)
1.2 Three generic technologies	7	(1)
1.3 Innovation technology	8	(4)
1.4 The importance of innovation	12	(4)
1.5 Why study innovation	16	(1)
1.6 Risk and uncertainty in innovation	17	(6)
1.7 Conclusions	23	(3)
2 Understanding Innovation	26	(19)
2.1 Introduction	26	(1)
2.2 Principle 1: Historical context	27	(11)
2.3 Principle 2: Relationships and interdependencies	38	(3)
2.4 Principle 3: Social mediation of innovation	41	(3)
2.5 Conclusions	44	(1)
3 Using Innovation Technology: Procter & Gamble and Arup	45	(36)
3.1 Introduction	45	(1)
3.2 Procter & Gamble	46	(13)
3.3 Arup	59	(21)
3.4 Conclusions	80	(1)
4 'Think'	81	(26)
4.1 Introduction	81	(1)
4.2 Instrumentation	82	(3)
4.3 The expansion of research and education	85	(5)
4.4 A new infrastructure: the Grid	90	(2)
4.5 A large firm perspective: GlaxoSmithKline	92	(4)
4.6 A public policy perspective: the transport congestion charge	96	(2)
4.7 Data creation, searching, and mining	98	(3)
4.8 Visualization	101	(1)
4.9 Artificial intelligence	102	(1)
4.10 Interdisciplinarity	103	(2)
4.11 Conclusions	105	(2)
5 'Play'	107	(32)
5.1 Introduction	107	(3)
5.2 The practice of design	110	(3)
5.3 Emerging practices of design	113	(20)
5.4 Benefits and challenges of playing with IvT	133	(1)
5.5 Combining craft and code	134	(1)
5.6 Reflections	135	(2)
5.7 Conclusions	137	(2)
6 'Do'	139	(25)
6.1 Introduction	139	(2)
6.2 Fordism: standardization and modularity	141	(1)
6.3 Toyotaism: integrating workflow and innovation processes	142	(4)
6.4 New technologies for doing	146	(3)
6.5 The impact of IvT on manufacturing processes	149	(7)
6.6 IvT for production planning	156	(3)
6.7 Improving processes in the mining industry	159	(2)
6.8 Conclusions	161	(3)
7 The Strategic Management of Innovation	164	(24)
7.1 Introduction	164	(1)
7.2 Impact of IvT on competencies	165	(3)
7.3 Integrating across boundaries	168	(5)
7.4 Organizing internal structures and processes	173	(9)
7.5 Learning, creativity and knowledge	182	(4)
7.6 Conclusions	186	(2)
8 A New Innovation Process	188	(17)
8.1 Introduction	188	(1)
8.2 Summary of the key arguments	189	(2)
8.3 IvT and the intensification of innovation	191	(2)
8.4 New craft skills in innovation	193	(2)
8.5 New management challenges of innovation	195	(4)
8.6 Public policy challenges of the new innovation process	199	(2)
8.7 Challenges of innovation research in the new innovation process	201	(4)
Appendix: Research methods	205	(8)
Endnotes	213	(10)
References	223	(15)
Website references	238	(3)
Glossary	241	(3)
Index	244