Strategic Management of Innovation and DesignCambridge University Press, 09.09.2010 There is now widespread agreement that innovation holds the key to future economic and social prosperity in developed countries. Experts studying contemporary capitalism also agree that the battle against unemployment and relocations can only be won through innovation. But what kind of innovation is required and what is the best way to manage, steer and organize it? Grounded on experiences of innovative firms and based on recent design theories, this book argues that instead of relying on traditional R&D and project management techniques, the strategic management of innovation must be based on innovative design activities. It analyses and explains new management principles and techniques that deal with these activities, including innovation fields, lineages, C-K (Concept-Knowledge) diagrams and design spaces. The book is ideal for advanced courses in innovation management in industrial design schools, business schools, engineering schools, as well as managers looking to improve their practice. |
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... question the central notion of R&D and paves the way for developing a theory on innovative design activities,a majorchallenge for business history andtheory. Intensive. innovation: constantly. questioning. the. identity. of. objects.
... question the central notion of R&D and paves the way for developing a theory on innovative design activities,a majorchallenge for business history andtheory. Intensive. innovation: constantly. questioning. the. identity. of. objects.
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... question and thento renew the actual identityofgiven objects or values. A. key. notion:the. versatile. identity. of. objects. For manyfirms,innovation isfocusedon productsor serviceswitha relatively stable identity. Ingeneral, these firms ...
... question and thento renew the actual identityofgiven objects or values. A. key. notion:the. versatile. identity. of. objects. For manyfirms,innovation isfocusedon productsor serviceswitha relatively stable identity. Ingeneral, these firms ...
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... questions about whether this was acceptable; as a commercial challenge, with questions about the best markets for the new products; as a technical challenge, with questions onthe sort of research tobe done andthe expertstobe consulted ...
... questions about whether this was acceptable; as a commercial challenge, with questions about the best markets for the new products; as a technical challenge, with questions onthe sort of research tobe done andthe expertstobe consulted ...
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... questions. 6 A firmis studied at a specific point intime andthe analyses are valid only for the period of observation in question. They can obviouslynotbe taken to illustrate the company'spresent situation. PART I From innovation to ...
... questions. 6 A firmis studied at a specific point intime andthe analyses are valid only for the period of observation in question. They can obviouslynotbe taken to illustrate the company'spresent situation. PART I From innovation to ...
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... question inthe required time. The research department will look at any work that has been published.In both cases, the setbackswillbejudged as inexplicable and costly, and put downtothe designers' incompetence. Does thismean that there ...
... question inthe required time. The research department will look at any work that has been published.In both cases, the setbackswillbejudged as inexplicable and costly, and put downtothe designers' incompetence. Does thismean that there ...
Inhalt
of objects | |
the wizards | |
astonishing performance from | |
the recurring | |
organizing RID in large companies 9 Learning from experience expansions from | |
tempered automotive glass | |
combining scientific research | |
thegovernanceof innovativedesign athird | |
anextended surveyofthe | |
Afterword by Jacques Lacambre and Dominique Levent | |
Index | |
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Strategic Management of Innovation and Design Pascal Le Masson,Benoît Weil,Armand Hatchuel Eingeschränkte Leseprobe - 2010 |
Strategic Management of Innovation and Design Pascal Le Masson,Benoît Weil,Armand Hatchuel Keine Leseprobe verfügbar - 2010 |
Häufige Begriffe und Wortgruppen
action adhocracy allthe andthe approach architecture Avanti bythe canbe Chapter communities of practice competencies competition concepts context creativity departments described design activities design function design process design reasoning design space dominant design dynamics economic emergence engineering example expansion exploration firm's forms formsof framework Frascati Manual fromthe glass glazing growth Harvard Business Review Hatchuel ideas identified industrial design initial innovation capability innovation fields innovation management innovation process innovative design innovative firms innovativedesign intensive innovation inthe invention involved knowledge production laboratories learning rents lineages managing innovation manufacturers martingales Masson metabolism notion object identities ofinnovation ofthe oneoff onthe open innovation organization organizational partnerships product development project management prototypes question R&Dbased raclette Renault repeated innovation Rowenta rulebased design SaintGobain Sekurit Schumpeterian growth Science solar control specific startups strategy structure success teams techniques technologies Tefal thatthe thedesign theory tobe tothe traditional value management windscreen withthe