- 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 examines sectoral differences in innovation and in the organization of innovative activities. Understanding differences across sectors is relevant for any analysis that aims to foster innovation in firms. This chapter first shows how studies of sectoral differences have progressed over the past decades. It then goes further to propose a systemic, dynamic and evolutionary framework for the analysis of sectoral differences: sectoral systems of innovation. This framework attempts to broaden the scope of analysis for firm strategies aimed at innovation and growth and lays the bases for a more solid understanding of the dynamics of innovative activities both within and across existing sectoral boundaries. By using this framework, managers may better understand both the forces that drive innovative activities in their sectors and how these forces change over time.
Franco Malerba, Professor of Applied Economics and Director, Centre for Knowledge, Internationalization, and Technology Studies, Bocconi University.
Pamela Adams, Professor of International Management, Franklin College, Switzerland.
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