About the Book :
Managing Innovation provides readers with the knowledge to understand, and the skills to manage innovation at the operational and strategic levels. Specifically, it integrates the management of market, organizational and technological change to improve the competitiveness of firms and effectiveness of other organizations. The management of innovation is inherently interdisciplinary and multifunctional and Tidd, Bessant & Pavitt provide an integrative approach to the subject.
About the Author :
Joe Tidd is Professor of Technology and Innovation Management at SPRU (Science & Technology Policy Research), University of Sussex and Visiting Professor at Imperial College Management School, University of London. He is a physicist with subsequent degrees in technology policy and business administration. He has worked as policy adviser for the CBI (Confederation of British Industry) and for MIT (Massachusetts Institute of Technology) and on projects for consultants Arthur D. Little, CP Gemini and McKinsey and firms such as BT, National Power and Nortel Networks. Joe Tidd has written three books and more than 60 papers on the management of technology and innovation and managing editor of the International Journal of Innovation Management. John Bessant is Professor Innovation Management at Cranfield School of Management, Cranfield University and was formerly Professor of Technology Management at the University of Brighton. He was originally a chemical engineer and has been active in research and consultancy in technology and innovation management for over twenty five years. He was responsible for the establishment of the Centre for Research in Innovation Management (CENTRIM) in 1987 at the University of Brighton and was its Director until 2000. Professor Bessant has been a fellow of SPRU at the University of Sussex since 1983 and holds visiting appointments at a number of overseas universities. He has extensive consulting experience with both private enterprises and international bodies including the United Nations, The World Bank and the OECD (the Organization for Economic Co-operation and Development). He is the author of `12 books and many articles on the topic and has lectured widely around the world. The late Keith Pavitt was R.M. Phillips Professor of Science and Technology Policy at SPRU, University of Sussex until his death in 2002. He studied engineering, industrial management, and economics at Cambridge and Harvard and then worked at the OECD in Paris. During more than 30 years at SPRU Keith Pavitt published widely on the management of technology, and science and technology policy and he also advised numerous bodies on policies for technical change. He was a Visiting Lecturer at Princeton University and was Visiting Professor at the Universities of Reading, Strasbourg (Louis Pasteur), Padua, Nice, Aalborg, Lyon-Lumiere, Paris 13 and Paris-Dauphine, and Visiting Scholar at Stanford University. He was also a main editor of Research Policy.
Interesting Facts :
Revision of market-leading textbook on innovation and technology managementProfile of author team: Tidd, Bessant and Pavitt are amongst the leading figures in the international arena of innovation and technology managementTwo new perspectives are introduced through which to re-examine material presented in each chapter: sustaining versus disruptive innovation (a greater emphasis will be placed on disruptive innovation) and organizations versus networks (greater discussion of the network issues raised in each chapter)Provides more treatment of innovation in servicesGreater internationalization of case examples will be provided e.g. more examples will be included from Asia and Latin AmericaIntroduces discussion of the relationship between innovation and the environmentResearch, readings and case illustrations will all be updatedImproved supplementary materials for lecturers will be developed including more examples and links to other sources of case material
PrefaceAbout the authorsPart I Managing For Innovation Key Issues in Innovation ManagementInnovation as a Management ProcessPart II Taking A Strategic ApproachDeveloping the Framework for an Innovation StrategyPositions: The National and Competitive EnvironmentPaths: Exploiting Technological TrajectoriesProcesses: Integration for Strategic LearningPart III Establishing Effective External Linkages Learning from MarketsLearning Through AlliancesPart IV Building Effective Implementation MechanismsManaging the Internal ProcessesLearning Through Corporate VenturesPart V Creating The Innovative OrganizationBuilding the Innovative OrganizationCreating Innovative New FirmsPart VI Assessing And Improving Innovation Management PerformanceAn Integrative Approach to Innovation ManagementReferencesIndex