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Making Innovation Last: Volume 1 : Sustainable Strategies for Long Term Growth / / by Hubert GATIGNON, David Gotteland, Christophe Haon
| Making Innovation Last: Volume 1 : Sustainable Strategies for Long Term Growth / / by Hubert GATIGNON, David Gotteland, Christophe Haon |
| Autore | GATIGNON Hubert |
| Edizione | [1st ed. 2016.] |
| Pubbl/distr/stampa | London : , : Palgrave Macmillan UK : , : Imprint : Palgrave Macmillan, , 2016 |
| Descrizione fisica | 1 online resource (274 p.) |
| Disciplina | 658.514 |
| Soggetto topico |
Technological innovations
Industrial organization Strategic planning Leadership Management Experimental economics Entrepreneurship New business enterprises Innovation and Technology Management Organization Business Strategy and Leadership Experimental Economics |
| ISBN |
9781137560988
1137560983 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
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 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 2.6.5 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 3.6 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 4.1.1.2.3 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 4.2.1 Environmental and organizational contingencies |
| Record Nr. | UNINA-9910254941303321 |
GATIGNON Hubert
|
||
| London : , : Palgrave Macmillan UK : , : Imprint : Palgrave Macmillan, , 2016 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Making Innovation Last: Volume 2 : Sustainable Strategies for Long Term Growth / / by Hubert GATIGNON, David Gotteland, Christophe Haon
| Making Innovation Last: Volume 2 : Sustainable Strategies for Long Term Growth / / by Hubert GATIGNON, David Gotteland, Christophe Haon |
| Autore | GATIGNON Hubert |
| Edizione | [1st ed. 2016.] |
| Pubbl/distr/stampa | London : , : Palgrave Macmillan UK : , : Imprint : Palgrave Macmillan, , 2016 |
| Descrizione fisica | 1 online resource (477 p.) |
| Disciplina | 658.514 |
| Soggetto topico |
Technological innovations
Strategic planning Leadership Industrial organization Entrepreneurship New business enterprises Management Experimental economics Innovation and Technology Management Business Strategy and Leadership Organization Experimental Economics |
| ISBN |
9781137572646
1137572647 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover ; Making Innovation Last: Volume 2; Contents; List of Tables; List of Figures; Foreword; Preface; Part III Organizational Processes for Innovations; 7 New Product Teams; 7.1 Staffing new product development teams; 7.1.1 Types of diversity; 7.1.1.1 Functional/background diversity; 7.1.1.2 Tenure diversity; 7.1.2 Expected benefits from diversity; 7.1.2.1 Expertise integration; 7.1.2.2 Extended informational network; 7.1.2.3 Interfunctional coordination; 7.1.3 Side effects of diversity; 7.1.3.1 Hindrance to collaboration; 7.1.3.2 Decision complexity; 7.1.4 Measurement of diversity
7.1.4.1 Basic measures7.1.4.2 Generalized variance and entropy; 7.2 Managing new product development teams; 7.2.1 Team leadership; 7.2.1.1 Transactional leadership behaviors; 7.2.1.2 Transformational leadership behaviors; 7.2.1.3 Leader power and influence; 7.2.2 Fostering collaborative relations among team members; 7.2.2.1 Interpersonal relationships and communications; 7.2.2.2 Conflict management; 7.2.3 Rewarding team members; 7.2.3.1 How to reward team members; 7.2.3.2 When to reward team members; Notes; References; 8 Getting the Customer Involved 8.1 Customer involvement in the firm's innovation process8.1.1 What is customer involvement?; 8.1.2 What are the general benefits of customer involvement?; 8.1.2.1 Does customer involvement lead to higher innovation success?; 8.1.2.2 Does customer involvement lead to faster speed to market?; 8.1.2.3 How can the firm fully exploit an involved customer's Insights?; 8.1.3 What are the costs of customer involvement?; 8.2 Customer involvement as a resource; 8.2.1 Customers as information providers about their needs; 8.2.2 Customers as idea providers 8.2.2.1 What are the antecedents of consumer creativity?8.2.2.2 What are the antecedents of creative consumption?; 8.2.2.2.1 Individual factors; 8.2.2.2.2 Environmental factors; 8.3 Customer involvement as a worker; 8.3.1 What is customer involvement as a worker?; 8.3.2 Mass customization of products and services; 8.3.2.1 What are the benefits of mass customization?; 8.3.2.2 Configuring a self-design system; 8.3.2.2.1 Increasing product utility; 8.3.2.2.2 Decreasing self-design complexity.; 8.3.3 The lead user approach; 8.3.3.1 Who are lead users?; 8.3.3.1.1 Lead users as innovators. 8.3.3.1.2 From lead users to leading-edge status.8.3.3.1.3 Lead users and related constructs.; 8.3.3.2 What are the benefits of involving lead users in the innovation process?; 8.3.3.2.1 Does involving lead users increase product commercial attractiveness?; 8.3.3.2.2 Does involving lead users increase product innovativeness?; 8.3.3.3 The practical implementation of the lead user method; 8.3.3.3.1 Identification of lead users; 8.3.3.3.2 Metrics for leading-edge status.; Notes; References; 9 Fostering Creativity in the Organization; 9.1 Drivers of creativity in the organization 9.1.1 Defining and measuring organizational creativity |
| Record Nr. | UNINA-9910254942303321 |
|
GATIGNON Hubert
|
||
| London : , : Palgrave Macmillan UK : , : Imprint : Palgrave Macmillan, , 2016 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||