Strategic Management of Technological Innovation by Melissa A. Schilling

By Melissa A. Schilling

Strategic administration of Technological Innovation, 4e through Melissa Schilling is the 1st finished and rigorous, but available textual content for the expertise and Innovation administration direction. not like different books, Schilling’s strategy synthesizes the main examine within the box, delivering scholars with the data had to improve case dialogue and research. the topic is approached as a strategic strategy, and as such, is prepared to reflect the strategic administration method utilized in such a lot process textbooks, progressing from assessing the aggressive dynamics of a state of affairs, to procedure formula, to approach implementation. As a quick, reasonable paperback, it truly is excellent to package deal with circumstances. steered case units from the writer can be found via McGraw-Hill Create or from the Harvard enterprise institution Case Database.

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In the mid-1960s, another model of innovation gained prominence: the demand-pull model of research and development. This approach argued that innovation was driven by the perceived demand of potential users. Research staff would develop new products in efforts to respond to customer problems or suggestions. This view, however, was also criticized as being too simplistic. 27 Most current research suggests that firms that are successful innovators utilize multiple sources of information and ideas, including: • In-house research and development, including basic research.

In a network of firms, a knowledge broker may be a firm that connects clusters of firms that would otherwise share no connection. By serving as the bridge between two different knowledge networks, the knowledge broker is in a position to find unique combinations from the knowledge possessed by the two groups. This can enable knowledge brokers to be exceptionally prolific in generating innovation. Consider Thomas Edison’s laboratory.

40 32 Part One Industry Dynamics of Technological Innovation As firms forge collaborative relationships, they weave a network of paths between them that can act as conduits for information and other resources. 41 Thus, interfirm networks are an important engine of innovation. Furthermore, the structure of the network is likely to influence the flow of information and other resources through the network. For example, in a dense network where there are many potential paths for information to travel between any pair of firms, information diffusion should be fairly rapid and widespread.

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