Making Innovation Last : Sustainable Strategies for Long Term Growth.

Cover -- Making Innovation Last: Volume 1 -- Contents -- List of Tables -- List of Figures -- Foreword -- Preface and Acknowledgments -- 1: Introduction -- 1.1 Innovation and performance -- 1.2 Book philosophy and outline -- References -- Part I: Understanding Innovations -- 2: Assessing Innovations from the Technology Perspective -- 2.1 Innovations as subsystems or modules -- 2.2 Locus of innovation: core versus peripheral innovations -- 2.3 Innovation types: modular, generational, and architectural -- 2.3.1 Modular innovations -- 2.3.2 Generational innovations -- 2.3.2.1 Generational consolidation -- 2.3.2.2 Generational expansion -- 2.3.3 Architectural innovations -- 2.4 Innovation characteristics -- 2.4.1 Incremental versus radical innovations -- 2.4.2 Competence-enhancing versus competence-destroying innovations -- 2.4.3 New competence acquisition innovations -- 2.5 Product versus process innovations -- 2.6 The interrelated effects of the technological dimensions of innovation -- 2.6.1 Economic and organizational radicalness -- 2.6.2 Architectural and competence-enhancing/destroying innovations -- 2.6.3 Peripheral and competence-enhancing innovations -- 2.6.4 Innovation radicalness and competence destroying -- 2.6.5 Competence enhancing and new competence acquisition -- Note -- References -- 3: Assessing Innovations from the Market Point of View -- 3.1 The consumer's perception of innovation -- 3.1.1 Customer's perception of product or service newness -- 3.1.2 Innovativeness as a personality trait -- 3.2 Rogers's innovation characteristics -- 3.2.1 Relative advantage -- 3.2.2 Compatibility -- 3.2.3 Trialability -- 3.2.4 Observability -- 3.2.5 Complexity -- 3.3 Perceived risk -- 3.4 Measures of innovation characteristics -- 3.5 The relationships among innovation characteristics.

3.6 Serving the needs of existing customers versus new customers -- 3.7 Bringing together technology and marketing perspectives -- 3.7.1 Combining dimensions -- 3.7.2 Industry evolution and dominant designs -- Notes -- References -- Part II: Organizational Context for Innovations -- 4: Strategic and Market Orientations -- 4.1 What are the key strategic orientation choices and their effects on innovation? -- 4.1.1 Market orientation -- 4.1.1.1 The implementation of the marketing concept -- 4.1.1.2 A complex multidimensional concept -- 4.1.1.2.1 Customer orientation -- 4.1.1.2.2 Competitor orientation -- 4.1.1.2.3 From market orientation to stakeholder orientation -- 4.1.2 Market orientation and innovation -- 4.1.2.1 Does customer orientation improve the firm's ability to innovate? -- 4.1.2.2 Does market orientation improve product radicalness? -- 4.1.2.3 Does market orientation lead to greater innovation success? -- 4.1.3 Alternative strategic orientations -- 4.1.3.1 Technology orientation -- 4.1.3.2 Production orientation -- 4.1.3.3 Selling orientation -- 4.1.3.4 Entrepreneurial orientation -- 4.2 Market orientation and innovation: contingencies and explanatory mechanisms -- 4.2.1 Environmental and organizational contingencies -- 4.2.1.1 Contextual effects of market orientation on the firm's ability to innovate -- 4.2.1.2 Contextual effects of market orientation on innovation success -- 4.2.2 Explanatory mechanisms: market orientation improves the new product development process -- 4.3 How can a firm become more market oriented? -- 4.3.1 Metrics of progress in implementing a market-oriented culture -- 4.3.2 How can a firm transform its organizational culture to be more market oriented? -- 4.3.2.1 A process of organizational change -- 4.3.2.2 The role of management -- 4.3.2.2.1 Implementing a market-oriented culture.

4.3.2.2.2 Developing the ability to innovate -- Notes -- References -- 5: Managing Capabilities -- 5.1 About learning from outside knowledge -- 5.1.1 Defining absorptive capacity -- 5.1.1.1 Recognition and acquisition of valuable new knowledge -- 5.1.1.2 Sustained assimilation of new knowledge -- 5.1.1.3 Application of new knowledge -- 5.1.2 Measuring absorptive capacity -- 5.1.2.1 Proxy utilization -- 5.1.2.2 Unidimensional scales -- 5.1.2.3 Multidimensional scales -- 5.2 Absorptive capacity and innovation -- 5.2.1 Absorptive capacity and new products -- 5.2.1.1 Impact on development process performance -- 5.2.1.2 Impact on new product performance -- 5.2.2 Absorptive capacity and firm capabilities -- 5.2.2.1 Technological capability and innovation -- 5.2.2.2 Marketing capability and innovation -- 5.2.2.3 Complementarity of marketing and technological capabilities -- 5.3 Organizational antecedents of absorptive capacity -- 5.3.1 Organizational culture -- 5.3.1.1 Preparedness for the consequences of new knowledge absorption -- 5.3.1.2 Culture and informational behaviors -- 5.3.2 Organizational structure -- 5.3.2.1 Centralization -- 5.3.2.2 Formalization -- 5.3.2.3 Routinization -- 5.3.3 Organizational processes -- 5.3.3.1 Employees' empowerment -- 5.3.3.2 Interfunctional coordination -- 5.3.3.3 Informal social processes -- 5.4 Environmental turbulence and absorptive capacity -- 5.4.1 Technological turbulence -- 5.4.2 Market turbulence -- Notes -- References -- 6: When to Forge Alliances? -- 6.1 A typology of R&amp -- D organization and governance -- 6.1.1 Outsourcing versus innovation alliances -- 6.1.2 Horizontal versus vertical alliances -- 6.1.3 Codevelopment alliances -- 6.1.4 Equity versus nonequity partnerships -- 6.1.5 Open and closed innovation alliances -- 6.1.6 The networked firm for innovation creation and marketing.

6.2 Factors leading to R&amp -- D alliance choice -- 6.2.1 Product category-specific assets -- 6.2.2 Internal (behavioral) uncertainty -- 6.2.2.1 Ability to measure innovation performance -- 6.2.2.2 Firm's experience in alliances -- 6.2.3 External uncertainty -- 6.2.3.1 Demand volatility -- 6.2.3.2 Technology uncertainty -- 6.2.3.3 External uncertainty and asset specificity interaction -- 6.2.4 Soft tools to fight opportunism -- 6.3 Who to partner with? -- 6.3.1 Horizontal versus vertical alliances -- 6.3.2 Relational embeddedness and knowledge redundancy -- 6.3.3 Size asymmetry -- 6.3.4 Nature of partners -- 6.3.5 Strategic innovation alliances -- 6.3.6 Organizational fit -- 6.3.7 Compatibility of goals -- 6.3.8 Regional clusters -- 6.4 International alliances -- Note -- References -- Index.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.