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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... organizations, with whatis now commonlycalled 'skunk work'. There are theoretical, historical andcultural reasons for these ... organization model. Japanese firms thenovertook them in the 1980s, demonstratingtheir supremacy interms of ...
... organizations, with whatis now commonlycalled 'skunk work'. There are theoretical, historical andcultural reasons for these ... organization model. Japanese firms thenovertook them in the 1980s, demonstratingtheir supremacy interms of ...
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... organization? Our secondcase is Tefal, aspecialist in the highly competitive small electrical goods sector, based in Annecy. In 1995, whenwe first became interested inthe company,it produced all its products in France. It had the best.
... organization? Our secondcase is Tefal, aspecialist in the highly competitive small electrical goods sector, based in Annecy. In 1995, whenwe first became interested inthe company,it produced all its products in France. It had the best.
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... organization that was nolonger based on project management withclearly defined objectives set after a ... organizations required. What rolecan managers play inthe contextof innovation?Are they stilldecisionmakers with the prerogative to ...
... organization that was nolonger based on project management withclearly defined objectives set after a ... organizations required. What rolecan managers play inthe contextof innovation?Are they stilldecisionmakers with the prerogative to ...
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... organization that was actually very effective.' Who could denythat innovationisa mixture ofupsand downs, setbacks and perseverance, or to paraphrase Edison, '1percent inspiration, 99 per cent perspiration'? Schlumberger's project wasa ...
... organization that was actually very effective.' Who could denythat innovationisa mixture ofupsand downs, setbacks and perseverance, or to paraphrase Edison, '1percent inspiration, 99 per cent perspiration'? Schlumberger's project wasa ...
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... organizational issues:when the authors renewed theirinterest in organizations, they treated themas if theywere societies with specific properties (hierarchy, established order). New 'figures' were introduced, as inventorswerejoined by ...
... organizational issues:when the authors renewed theirinterest in organizations, they treated themas if theywere societies with specific properties (hierarchy, established order). New 'figures' were introduced, as inventorswerejoined by ...
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 | |
Andere Ausgaben - Alle anzeigen
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