Samenvatting Managing Innovation H1-12 - Tidd & Bessant 5th edition

Entrepreneurship?

Réponse: A potent mixture of vision, passion, energy, enthusiasm, insight and plain hard work which enables good ideas to become reality.

Model

Réponse: 1 Search: new ideas in the system by R&D, market signals, regulations, competitor behavior, etc. 2 Select: from the set of options the variants most likely to help us grow and develop 3 Implementation: converting ideas into reality 4 Capturing value: how will we ensure that the efforts have been justified (in commercial terms and social value)

Four categories of change

Réponse: 1 Product innovation: changes in products/services which an organization offers 2 Process innovation: changes in the ways in which they are created and delivered 3 Position innovation: changes in the context in which the products/services are introduced 4 Paradigm innovation: changes in the underlying mental models which frame what the organization does

Characteristics of innovation

Réponse: Degree of novelty Platforms and families innovation Discontinuous innovation Level of innovation Timing

Innovation Succes two ingredients?

Réponse: Technical resources (people, equipment, knowledge, money, etc.) Capabilities in organization to manage technical recourses

key enabling figures

Réponse: Expert promoter: high integrated regulation which is more significant than intrinsic motivationStrong affective occupational commitment Power promoter: high need for autonomy, which is in line with the role specification of enforcing his decisions without justifying to others. Process promoter: high altruism, which reflects his position as a mediator between all involved persons facilitating contacts as well providing knowledge to others Relationship promoter: foster his relationships which he is pursuing due to satisfaction he takes from interaction with other people and bringing them together Champion: high need for autonomy, which he depends on to comprehensively support the innovation endeavour.

High involvement in innovation

Réponse: 1. Background HII: little activity going on, random nature 2. Structured HII: first serious attempt to mobilize HII, setting up formal processes for finding and solving problems in a structured way 3. Goal-orientated HII: coupling HII habit to the strategic goals of the organization 4. Empowered HII: individuals get empowered 5. Full HII capability: the learning organization: dominant way of life, automatic capture and sharing of learning, everyone actively involved in innovation process. Everyone fully involved in experimenting and improving.

Teams go through four stages of development

Réponse: 1. Forming 2. Storming 3. Norming 4. Performing

Rationalist strategy?

Réponse: Rationalist strategy consists of the following steps = process innovation: - Describe - Understand and analyse environment - Determine a course of action in the light of the analysis - Carry out the decided course of action Difficult to appraise the real situation because of two reasons: 1. External environment is complex, involving competitors, customers, regulators, etc. It is dynamic and fast changing, including technical, economic, social and political change 2. Managers in large firms disagree on their firms’ strengths and weaknesses in part because their knowledge of what goes on inside the firm is imperfect.

Incrementalist strategy?

Réponse: Complete understanding of complexity and change is impossible. Our ability both to comprehend the present and to predict the future is therefore inevitably limited. Prod/service innovation The procedure: 1. Make deliberate steps towards the stated objective 2. Measure and evaluate the effects of the steps 3. Adjust the objective and decide on the next step