- 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
From the perspective of the field of strategic management, innovation has traditionally been regarded as tangential to the primary concerns of the field. Strategy sought to understand how firms might achieve a sustainable competitive advantage, or long period of out-performance relative to a comparison set. With the advent of hypercompetition, in which competitive advantages are transient, an increasing amount of economic activity does not reflect the assumptions of either the industrial organization stream of strategy research or even the more recent firm-focused resource or capabilities-based view. Specific implications for integrating an innovation perspective in strategy research include new approaches to measuring performance; a new focus for strategy analysis that considers firms within networks of individuals and other organizations; and a new role for general managers. Ironically, our research suggests that strategy may well benefit by returning to its traditional roots as a field that searches for answers relevant to general managers.
Rita Gunther, McGrath Associate Professor, Columbia Business School.
Jerry Kim, Assistant Professor, Columbia Business School.
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