Chapter 3 Managing innovation within firms
Figure 3.1 Managing the tension between the need for creativity and efficiency
Figure 3.2 Pearson’s uncertainty map Source: A.W. Pearson (1991) ‘Managing innovation: an uncertainty reduction process’, in Managing Innovation, J. Henry and D. Walker (eds), Sage/OU.
Figure 3.3 Matrix of complexity of architectural/component knowledge Source: Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms, Administrative Science Quarterly, Vol. 35, No. 1 (Henderson, R. and Clark, K. 1990). Reproduced with permission of Johnson at Cornell University.
Figure 3.4 A two-dimensional typology of innovation projects
Figure 3.5 Innovation stimulus, capacity and performance Source: D.I. Prajogo and P.K. Ahmed (2006).
Figure 3.6 Critical factors for innovation success Source: van der Panne et al. (2003).
Table 3.1 Innovation management measurement areas Source: Adams et al. (2006).
Table 3.2 Summary of the organisational characteristics that facilitate the innovation process
Figure 3.7 Technological linkages among different types of firms Source: K. Pavitt (1994) Sectoral patterns of technological change: towards a taxonomy and theory, Research Policy, Vol. 13, 343 –73.
Table 3.3 Organic versus mechanistic organisational structures Source: D.P. Slevin and J.G. Covin (1990) Juggling entrepreneurial style and organizational structure: how to get your act together, Sloan Management Review, Winter, 43 – 53.
Table 3.4 Key individual roles within the innovation process Source: Based on E.B. Roberts and A.R. Fushfield (1981) Staffing the innovative technology-based organisation, Sloan Management Review, Spring, 19 – 34.
Figure 3.8 Paradox of ERP systems and innovation organisational requirements
Table 3.5 Innovation management tools and methodologies Source: Hidalgo and Albors (2008) and Coombs et al. (1998).
Table 3.5 Innovation management tools and methodologies (Continued) Source: Hidalgo and Albors (2008) and Coombs et al. (1998).