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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... context and business sectors. The notionsof innovation field,repeated innovation, lineage, reusing knowledge andprudent strategy that the reader will discoverinthis book are perfectlyin line with the spirit neededto innovate in the ...
... context and business sectors. The notionsof innovation field,repeated innovation, lineage, reusing knowledge andprudent strategy that the reader will discoverinthis book are perfectlyin line with the spirit neededto innovate in the ...
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... design 14.8 The SBP process inthe languageofdesign space and value management 15.1 Partnerships in a context of 'value management and design spaces' Tables 2.1 Summary of 'innovation management' models and specifications for.
... design 14.8 The SBP process inthe languageofdesign space and value management 15.1 Partnerships in a context of 'value management and design spaces' Tables 2.1 Summary of 'innovation management' models and specifications for.
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... despite the fact that they used a variety of sometimes debatable methodsthatwerenotalways applicable in othercultural contexts. Duringthis period, Toyota was unanimously accepted as an example to study and sometimes to copy.
... despite the fact that they used a variety of sometimes debatable methodsthatwerenotalways applicable in othercultural contexts. Duringthis period, Toyota was unanimously accepted as an example to study and sometimes to copy.
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... context and change on several levels. a) It isgenerally accepted that discoveryand observation in the 'field' cannot be separatedfrom theoretical and conceptual invention.We can only 'see' what can be 'thought'; this is the condition of ...
... context and change on several levels. a) It isgenerally accepted that discoveryand observation in the 'field' cannot be separatedfrom theoretical and conceptual invention.We can only 'see' what can be 'thought'; this is the condition of ...
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... contexts? In Chapter6, wefollow theteam of a startup, Avanti, which provided a goodanswer toour question. The company was foundedby ourformer PhD student andwe gave itour support.By adapting the rationale of the Tefal model to its ...
... contexts? In Chapter6, wefollow theteam of a startup, Avanti, which provided a goodanswer toour question. The company was foundedby ourformer PhD student andwe gave itour support.By adapting the rationale of the Tefal model to its ...
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