- List of Figures
- List of Tables
- List of Contributors
- Perspectives on Innovation Management
- The Nature of Innovation
- Marketing and Innovation
- Science, Technology, and Business Innovation
- User-driven Innovation
- Networks of Innovation
- Knowledge and the Management of Creativity and Innovation
- Design-Driven Innovation: Meaning as a Source of Innovation
- Brokerage and Innovation
- Sectoral Systems of Innovation
- Innovation Ecosystems: Implications for Innovation Management?
- Markets for Technology
- Capital Markets, Innovation Systems, and the Financing of Innovation
- Consumption of Innovation
- Sustainable Innovation Management
- Managing Social Innovation
- Innovation Management in Japan
- Innovation Management in China
- Technology and Innovation
- Innovation, Strategy, and Hypercompetition
- Business Model Innovation
- Managing Open Innovation
- Collaboration and Innovation Management
- Organizing Innovation
- Human Resource Management Practices and Innovation
- Managing R&D and New Product Development
- Internationalization of Research and Development
- Intellectual Property Rights, Standards, and the Management of Innovation
- Mergers and Acquisitions and Innovation
- Services, Innovation, and Managing Service Innovation
- Innovation and Project Management
- Platforms and Innovation
Abstract and Keywords
This chapter defines innovation management, and analyses its scope and changing nature. It explains the value to the study of innovation management of merging insights from various disciplines, levels of analysis, and research methods. The chapter argues innovation management is a field driven by its practice, but a number of theories are presented that help explain its conduct. Five recurrent challenges of innovation are outlined: dealing with disruption, balancing portfolios, integrating the innovation process, managing intangibles, and encouraging creativity and play. Six different types of innovation process are delineated: research and technology led, market facing, internal coupling, external collaboration, strategic integration, and future ready. The chapter introduces the contributions made in the other chapters of the Oxford Handbook of Innovation Management.
Mark Dodgson, Professor and Director of the Technology and Innovation Management Centre, University of Queensland Business School.
David M. Gann, Vice-President (Development and Innovation), Imperial College, and Professor, Imperial College Business School.
Nelson Phillips is Professor of Strategy and Organizational Behaviour at Imperial College London. His research interests include institutional theory, discourse analysis, technology studies, and entrepreneurship. He has published more than 70 academic articles and book chapters including articles in the Academy of Management Journal, Academy of Management Review, Management Science, Sloan Management Review, Organization Science, Journal of Management Studies, Strategic Organization, Entrepreneurship Theory and Practice, and Organization Studies. He has also written two books: Discourse Analysis (2002, with Cynthia Hardy), and Power and Organizations (2006, with Stewart Clegg and David Courpasson).
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