000			04348cam a22003978i 4500
001			21595256
003			ZET-ke
005			20220121020011.0
008			200629s2020 nju 001 0 eng
010			_a 2020029289
020			_a9781119713302 _q(paperback)
020			_q(adobe pdf)
020			_q(epub)
040			_aDLC _beng _erda _cZET-ke _dZET-ke
042			_apcc
050	0	0	_aHD45 _b.T53 2021
082	0	0	_a658.5/14 _223
100	1		_aTidd, Joseph, _d1960- _eauthor.
245	1	0	_aManaging innovation : _bintegrating technological, market and organizational change / _cJoe Tidd, Science Policy Research Unit (SPRU), University of Sussex, UK, John Bessant, Business School, University of Exeter, UK.
250			_a7th ed.
263			_a2012
300			_axix,591p. : _bill. ; _c25cm.
500			_aRevised edition of the authors' Managing innovation, [2018]
500			_aIncludes index.
505			_aInnovation - What it is and why it matters -- Digital is different? -- Innovation as a core business process -- Developing an innovation strategy -- Building the innovative organization -- Sources of innovation -- Search strategies for innovation -- Innovation networks -- Dealing with uncertainty -- Creating new products and services -- Exploiting open innovation and collaboration -- Promoting entrepreneurship and new ventures -- Capturing the business value of innovation -- Creating social value -- Capturing learning from innovation.
520			_a"Innovative firms outperform, in both employment and sales, firms that fail to innovate [1]. We know that those organizations that are consistently successful at managing innovation outperform their peers in terms of growth, financial performance, and employment and that the broader social benefits of innovation are even greater [2]. However, managing innovation is not easy or automatic. It requires skills and knowledge, which are significantly different to the standard management toolkit and experience, because most management training and advice are aimed to maintain stability, hence the most sought after degree is an MBA - Master of Business Administration. As a result, most organizations either simply do not formally manage the innovation process or manage it in an ad hoc way. Studies confirm that only around 12% of organizations successfully manage innovation, and only half of these organizations do so consistently across time [3]. Since the first edition of Managing Innovation was published in 1997, we have argued consistently that successful innovation management is much more than managing a single aspect, such as creativity, entrepreneurship, research and development, or product development [4]. Our companion texts deal with such issues more fully [5], but here we continue to promote an integrated process approach, which deals with the interactions between changes in markets, technology, and organization. In this seventh edition, we continue our tradition of differentiating our work from that of others by developing its unique characteristics: Strong evidence-based approach to the understanding and practice of managing innovation, drawing upon thousands of research projects, and "Research Notes" on the very latest research findings. Managing Innovation had more than 11,000 citations in Google Scholar; Practical, experience-tested processes, models, and tools, including "View," first-person accounts from practicing managers on the challenges they face managing innovation; Extensive additional interactive resources, available from the Wiley Book Companion Site (BCS), including video, audio pod casts, innovation tools, interactive exercises, and tests to help apply the learning. Further video is available on our YouTube channel, innovation masters)"--
650		0	_aTechnological innovations _xManagement. _92670
650		0	_aIndustrial management. _9126
650		0	_aTechnological innovations. _92201
650		0	_aOrganizational change. _9489
700	1		_aBessant, J. R., _eauthor.
776	0	8	_iOnline version: _aTidd, Joe, _tManaging innovation _bSeventh edition. _dHoboken : Wiley, 2020. _z9781119719335 _w(DLC) 2020029290
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2lcc _cBK _hHD45 _i.T53 2021 _kHD45 _m.T53 2021 _02
999			_c4836 _d4836