LEADER 06193nam 22009495 450 001 9910254941303321 005 20250609111204.0 010 $a9781137560988 010 $a1137560983 024 7 $a10.1007/978-1-137-56098-8 035 $a(CKB)3710000000517102 035 $a(EBL)4096863 035 $a(SSID)ssj0001616771 035 $a(PQKBManifestationID)16347337 035 $a(PQKBTitleCode)TC0001616771 035 $a(PQKBWorkID)14919740 035 $a(PQKB)11691933 035 $a(DE-He213)978-1-137-56098-8 035 $a(MiAaPQ)EBC4096863 035 $a(PPN)19169939X 035 $a(Perlego)3487295 035 $a(MiAaPQ)EBC4334182 035 $a(EXLCZ)993710000000517102 100 $a20160112d2016 u| 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aMaking Innovation Last: Volume 1 $eSustainable Strategies for Long Term Growth /$fby Hubert GATIGNON, David Gotteland, Christophe Haon 205 $a1st ed. 2016. 210 1$aLondon :$cPalgrave Macmillan UK :$cImprint: Palgrave Macmillan,$d2016. 215 $a1 online resource (274 p.) 300 $aDescription based upon print version of record. 311 08$a9781349565412 311 08$a1349565415 311 08$a9781137560964 311 08$a1137560967 320 $aIncludes bibliographical references and index. 327 $aCover; 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 327 $a2.3.2.2 Generational expansion2.3.3 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 327 $a2.6.5 Competence enhancing and new competence acquisitionNote; 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 327 $a3.6 Serving the needs of existing customers versus new customers3.7 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 327 $a4.1.1.2.3 From market orientation to stakeholder orientation4.1.2 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 327 $a4.2.1 Environmental and organizational contingencies 330 $aMaking Innovation Las t considers the long term success of a firm. Authored by a trio of top international scholars who present pioneering new work on what it takes to create long term growth, the book examines the internal conditions that are likely to encourage sustainable innovation, as well as what a culture of innovation should look like. 606 $aTechnological innovations 606 $aIndustrial organization 606 $aStrategic planning 606 $aLeadership 606 $aManagement 606 $aExperimental economics 606 $aEntrepreneurship 606 $aNew business enterprises 606 $aInnovation and Technology Management 606 $aOrganization 606 $aBusiness Strategy and Leadership 606 $aManagement 606 $aExperimental Economics 606 $aEntrepreneurship 615 0$aTechnological innovations. 615 0$aIndustrial organization. 615 0$aStrategic planning. 615 0$aLeadership. 615 0$aManagement. 615 0$aExperimental economics. 615 0$aEntrepreneurship. 615 0$aNew business enterprises. 615 14$aInnovation and Technology Management. 615 24$aOrganization. 615 24$aBusiness Strategy and Leadership. 615 24$aManagement. 615 24$aExperimental Economics. 615 24$aEntrepreneurship. 676 $a658.514 700 $aGATIGNON$b Hubert$4aut$4http://id.loc.gov/vocabulary/relators/aut$0624304 702 $aGotteland$b David$4aut$4http://id.loc.gov/vocabulary/relators/aut 702 $aHaon$b Christophe$4aut$4http://id.loc.gov/vocabulary/relators/aut 906 $aBOOK 912 $a9910254941303321 996 $aMaking Innovation Last: Volume 1$92288978 997 $aUNINA