1st Edition
Contextual Innovation Management Adapting Innovation Processes to Different Situations
Innovation has a pivotal role for companies in attaining business survival but making an organization innovative is not straightforward. By determining contextual factors, managers can help decide how to employ a portfolio of innovation management processes.
This book explores how contingency influence the management of innovation. Taking the perspective of innovation managers, the authors focus on the decision-making process to demonstrate that different approaches are required depending on the business context. In breaking the process into three levels (culture, industry and company), the book helps choose an optimal innovative approach.
With references to real-world innovation cases and organizations, this book will prove useful reading for students and researchers in the field of innovation studies and management.
List of Figures, Tables and Boxes
Preface
Chapter 1 Generations of innovation management
1.1 Introduction
1.2 Finding generations of innovation management
1.3 The generations of innovation management
1.4 From generations to co-existing approaches of innovation management
1.5 Concluding remarks
Chapter 2 Why success factors are not successful
2.1 Introduction
2.2 Searching for success factors
2.3 Reviewing success factors
2.4 Concluding remarks
Chapter 3 From contingency to contextual
3.1 Introduction: contingency theory
3.2 Contingency-theory and research strategies
3.3 Contextual innovation management, management theory and management practice
3.4 Applications of contingency-theory in management science
3.5 Applications of contingency-theory in innovation management
3.6 From contingency to contextual innovation management
3.7 Contextual innovation management and social constructivism
3.8 Concluding remarks
Chapter 4 The theory of contextual innovation management
4.1 Introduction: from environment to context
4.2 Contextual factors: the core of a theory of contextual innovation management
4.3 The structure of a theory of contextual innovation management
4.4 Concluding remarks
Chapter 5 A process for contextual innovation management
5.1 Introduction
5.2 The operationalization of contextual innovation management
5.3 Creating a vision on the company’s context
5.4 Developing the company’s general contextual innovation approach
5.5 Apply the contextual innovation management approach to a specific innovation process
5.6 Concluding remarks
Chapter 6 Contextual innovation management in action *
6.1 Case Philips S&B: making the fuzzy front more efficient
6.2 Case: Boskalis/SMIT: integrating different innovation approaches
6.3 Case DSM Food Specialities: shortening the time-to-market
6.4 Case Stedin: from product-innovation to service-innovation
6.5 Concluding remarks
Chapter 7 Organizing, implementing and assessing contextual innovation management
7.1. Introduction
7.2 Organizing contextual innovation management
7.3 Implementing contextual innovation management
7.4. Introduction
7.5 Concluding remarks
Epilogue
References
Author Biographies
Index
Biography
Patrick van der Duin is currently managing director of the Netherlands Study Center for technology.
Roland J. Ortt is Associate Professor of technology and innovation management at Delft University of Technology, the Netherlands.
