Enhanced descriptions from Syndetics:

Managing Innovation is an established, bestselling textfor MBA, MSc and advanced undergraduate courses on innovationmanagement, management of technology, new product development andentrepreneurship. It is also widely used by managers in both theservices and manufacturing sectors.

Now in its fifth edition, Managing Innovation has been fullyrevised and now comes with a fully interactive e-book housing an impressive array of videos, cases, exercises and toolsto bring innovation to life. The book is also accompanied by the Innovation Portal at www.innovation-portal.infowhich contains an extensive collection of additional digitalresources for both lecturers and students.

Features:

Table of contents provided by Syndetics

• About the Authors (p. xiii)
• Acknowledgements (p. xiv)
• Preface to the Fifth Edition (p. xv)
• How to Use This Book (p. xvii)
• Part I Managing Innovation (p. 1)
• Chapter 1 Innovation - What it is and Why it Matters (p. 3)
• 1.1 Introduction (p. 3)
• 1.2 Why Innovation Matters (p. 5)
• 1.3 Innovation and Entrepreneurship (p. 8)
• 1.4 How Innovation Matters (p. 9)
• 1.5 Old Question, New Context (p. 15)
• 1.6 What is Innovation? (p. 18)
• 1.7 A Process View of Innovation (p. 21)
• 1.8 Scope for/Types of Innovation (p. 23)
• 1.9 Exploring Different Aspects of Innovation (p. 30)
• 1.10 Managing Innovation... (p. 46)
• Summary and Further Reading (p. 53)
• References (p. 55)
• Chapter 2 Innovation as a Core Business Process (p. 59)
• 2.1 Introduction (p. 59)
• 2.2 Variations on a Theme (p. 61)
• 2.3 A Contingency Model of the Innovation Process (p. 74)
• 2.4 Evolving Models of the Process (p. 75)
• 2.5 Can We Manage Innovation? (p. 79)
• 2.6 Building and Developing Routines Across the Core Process (p. 82)
• 2.7 Learning to Manage Innovation (p. 83)
• 2.8 Measuring Innovation Success (p. 85)
• 2.9 What Do We Know About Successful Innovation Management? (p. 85)
• 2.10 Success Routines in Innovation Management (p. 88)
• 2.11 Beyond the Steady State (p. 95)
• Summary and Further Reading (p. 98)
• References (p. 99)
• Part II Context (p. 105)
• Chapter 3 Building the Innovative Organization (p. 107)
• 3.1 Shared Vision, Leadership and the Will to Innovate (p. 109)
• 3.2 Appropriate Organization Structure (p. 115)
• 3.3 Key Individuals (p. 120)
• 3.4 High Involvement in Innovation (p. 124)
• 3.5 Effective Team Working (p. 132)
• 3.6 Creative Climate (p. 139)
• 3.7 Boundary-Spanning (p. 155)
• Summary and Further Reading (p. 161)
• References (p. 161)
• Chapter 4 Developing an Innovation Strategy* (p. 169)
• 4.1 'Rationalist' or 'Incrementalist' Strategies for Innovation? (p. 170)
• 4.2 The Dynamic Capabilities of Firms (p. 182)
• 4.3 Appropriating the Benefits from Innovation (p. 188)
• 4.4 Technological Trajectories (p. 195)
• 4.5 Developing Firm-Specific Competencies (p. 198)
• 4.6 Globalization of Innovation (p. 212)
• 4.7 Enabling Strategy Making (p. 218)
• Summary and Further Reading (p. 224)
• References (p. 225)
• Part III Search (p. 231)
• Chapter 5 Sources of Innovation (p. 233)
• 5.1 Where do Innovations Come From? (p. 233)
• 5.2 Knowledge Push... (p. 234)
• 5.3 Need Pull... (p. 236)
• 5.4 Whose Needs? (p. 243)
• 5.5 Towards Mass Customization (p. 249)
• 5.6 Users as Innovators (p. 252)
• 5.7 Extreme Users (p. 256)
• 5.8 Watching Others (p. 258)
• 5.9 Recombinant Innovation (p. 259)
• 5.10 Design-led Innovation (p. 260)
• 5.11 Regulation (p. 262)
• 5.12 Futures and Forecasting (p. 262)
• 5.13 Accidents (p. 263)
• 5.14 A Framework for Looking at Innovation Sources (p. 266)
• 5.15 How to Search (p. 268)
• 5.16 Absorptive Capacity (p. 271)
• 5.17 Balancing Exploitation and Exploration (p. 273)
• 5.18 Tools and Mechanisms to Enable Search (p. 274)
• 5.19 Two Dimensions of Innovation Search (p. 284)
• 5.20 A Map of Innovation Search Space (p. 286)
• Summary and Further Reading (p. 292)
• References (p. 293)
• Chapter 6 Innovation Networks (p. 299)
• 6.1 No Man is an Island ... (p. 299)
• 6.2 The 'Spaghetti' Model of Innovation (p. 301)
• 6.3 Innovation Networks (p. 302)
• 6.4 Networks at the Start-Up (p. 309)
• 6.5 Networks on the Inside (p. 311)
• 6.6 Networks on the Outside (p. 313)
• 6.7 Networks into the Unknown (p. 316)
• 6.8 Managing Innovation Networks (p. 319)
• Further Reading and Resources (p. 323)
• References (p. 324)
• Part IV Select (p. 327)
• Chapter 7 Decision Making Under Uncertainty (p. 329)
• 7.1 Introduction (p. 329)
• 7.2 Meeting the Challenge of Uncertainty (p. 330)
• 7.3 The Funnel of Uncertainty (p. 330)
• 7.4 Decision Making for Incremental Innovation (p. 332)
• 7.5 Building the Business Case (p. 336)
• 7.6 Building Coalitions (p. 336)
• 7.7 Spreading the Risk - Building a Portfolio (p. 338)
• 7.8 Decision Making at the Edge (p. 339)
• 7.9 Mapping the Selection Space (p. 346)
• Summary and Further Reading (p. 354)
• References (p. 354)
• Chapter 8 Building the Innovation Case (p. 359)
• 8.1 Developing the Business Plan (p. 359)
• 8.2 Forecasting Innovation (p. 362)
• 8.3 Estimating the Adoption of Innovations (p. 369)
• 8.4 Assessing Risk, Recognizing Uncertainty (p. 378)
• 8.5 Anticipating the Resources (p. 384)
• Summary and Further Reading (p. 399)
• References (p. 400)
• Part V Implement (p. 403)
• Chapter 9 Creating New Products and Services (p. 405)
• 9.1 Processes for New Product Development (p. 405)
• 9.2 Influence of Technology and Markets on Commercialization (p. 421)
• 9.3 Differentiating Products (p. 425)
• 9.4 Building Architectural Products (p. 430)
• 9.5 Commercializing Technological Products (p. 437)
• 9.6 Implementing Complex Products (p. 441)
• 9.7 Service Innovation (p. 446)
• Summary and Further Reading (p. 456)
• References (p. 457)
• Chapter 10 Exploiting Open Innovation and Collaboration (p. 461)
• 10.1 Joint Ventures and Alliances (p. 461)
• 10.2 Collaborating with Suppliers to Innovate (p. 486)
• 10.3 User-Led Innovation (p. 491)
• 10.4 Benefits and Limits of Open Innovation (p. 493)
• Summary and Further Reading (p. 496)
• References (p. 497)
• Part VI Capture (p. 503)
• Chapter 11 Exploiting Entrepreneurship and New Ventures (p. 505)
• 11.1 What is a Venture? (p. 505)
• 11.2 Internal Corporate Venturing (p. 517)
• 11.3 Spin-Outs and New Ventures (p. 538)
• Summary and Further Reading (p. 559)
• References (p. 560)
• Chapter 12 Capturing the Benefits of Innovation (p. 565)
• 12.1 Creating Value Through Innovation (p. 565)
• 12.2 Innovation and Firm Performance (p. 569)
• 12.3 Exploiting Knowledge and Intellectual Property (p. 573)
• 12.4 Broader Economic and Social Benefits (p. 595)
• 12.5 Choosing a Business Model (p. 611)
• Summary and Further Reading (p. 618)
• References (p. 619)
• Chapter 13 Capturing Learning from Innovation (p. 623)
• 13.1 What have We Learned About Managing Innovation? (p. 623)
• 13.2 How can We Build Dynamic Capability? (p. 625)
• 13.3 Learning to Manage Innovation (p. 626)
• 13.4 Tools to Help Capture Learning (p. 628)
• 13.5 Innovation Auditing (p. 630)
• 13.6 Measuring Innovation Performance (p. 631)
• 13.7 Measuring and Developing Innovation Management Capability (p. 632)
• 13.8 Using the Framework (p. 637)
• 13.9 Variations on a Theme (p. 638)
• 13.10 Final Thoughts (p. 642)
• Summary and Further Reading (p. 644)
• References (p. 644)
• Index (p. 647)

Author notes provided by Syndetics

Joe Tidd is Professor of technology and information management at SPRU (Science and Technology Policy Research) and visiting Professor at University College London, Cass Business School, Copenhagen Business School, and Rotterdam School of Management. Dr Tidd was previously Head of the Management of Innovation Specialisation and Director of the Executive MBA Programme at Imperial College.

John Bessant holds the Chair in Innovation and Entrepreneurship at Exeter University where he is also Research Director. In 2003, he was awarded a Fellowship with the Advanced Institute for Management Research and was also elected a Fellow of the British Academy of Management. He served on the Business and Management Panel of both the 2001 and 2008 Research Assessment Exercises. He has acted as advisor to various national governments and to international bodies including the United Nations, The World Bank and the OECD.