Innovation Management  book cover
1st Edition

Innovation Management

Edited By

Mark Dodgson

ISBN 9781138859234
Published March 22, 2016 by Routledge
1655 Pages

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Book Description

Innovation is the means by which organizations survive and thrive in uncertain and turbulent conditions. Technological change, globalization, and changing patterns of consumption are compounding the complex and rapidly changing circumstances in which organizations operate. The average tenure of a Fortune 500 company has dropped from 40 to 15 years. One half of all USA start-ups go out of business before their fourth year. Innovation – the successful application of new ideas – allows organizations to understand, respond to, and lead the changes needed to endure and succeed in such environments. Innovation is what connects knowledge with economic action.

Innovation does not happen automatically: it has to be managed. We now have a substantial body of robust literature that explains why innovation needs to be managed, what is to be done and how it is to be done. The emphasis is on ‘robust’ - ie high-quality theoretical and empirical - research because innovation is an area renowned in its demand for and supply of simplistic solutions. It is a concept that is often misunderstood and misrepresented. Organizations want quick and easy answers to their innovation problems, and there’s no shortage of consultants prepared to sell them. Innovation management is also highly topical and there is no shortage of mediocre research in the field (there is a rapid increase in the number of journals with ‘innovation’ in the title).

Fortunately we have a substantial number of seminal, ‘classic’ articles. It is the intent of this collection to publish a structured selection of these papers. Together they will provide an authoritative guide on the field, its development, core content, and current and emerging issues. It will provide a guide through the maze of confusion around the nature, process and outcomes of innovation management, and will be an invaluable source for those studying and researching the subject. This will include those in the increasing number of specialist postgraduate courses in the area, and in undergraduate programmes in business and engineering.

Table of Contents

Innovation Management: Critical Perspectives on Business and Management

Edited by Mark Dodgson


Volume 1: Foundations


General Introduction

Introduction to volume 1


1. W. B. Arthur, ‘Positive Feedbacks in the Economy’, Scientific American, Feb, 1990, 80-85.

2. J. Utterback, ‘The Dynamics of Innovation in Industry’, in Mastering the Dynamics of Innovation, (Boston, Harvard Business School Press, 1994), pp. 1-21.

3. P. David, ‘Clio and the Economics of QWERTY’, American Economic Review,

75, 2, 1985, 332-337.

4. C. Freeman, ‘The Economics of Technical Change’, Cambridge Journal of Economics, 18, 1994, 463-514.

5. J. M. Utterback and W. J. Abernathy, ‘A Dynamic Model of Process and Product Innovation’, Omega, 3, 6, 1975, 639-656.

6. K. Pavitt, ‘Key Characteristics of the Large Innovating Firm’, British Journal of Management, 2, 1991, 41-50.

7. D. J. Teece, ‘Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing and Public Policy’, Research Policy, 15, 6, 1986, 285-305.

8. W. A. Cohen and D. A. Levinthal, ‘Fortune Favors the Prepared Firm’, Management Science, 40, 2, 1994, 227-251.

9. R. Rothwell, ‘Towards the Fith-Generation Innovation Process’, International Marketing Review, 11, 1, 1994, 7-31.

10. E. Rogers, ‘Attributes of Innovations and Their Rate of Adoption’, in Diffusion of Innovations, 4th Edition, (New York, Free Press, 1995), pp. 204-251.

11. E. Morison, ‘Gunfire at Sea: A Case Study of Innovation’, in M. Tushman.and W. Moore (eds), Readings in the Management of Innovation (New York, Harper Collins, 1988), pp.165-178.

12. P. Drucker, ‘The Discipline of Innovation’, Harvard Business Review, May/June, 1985, 95-102.

13. T. Burns and G. Stalker, ‘Mechanistic and Organic Systems of Management’, in The Management of Innovation (London, Tavistock Publications, 1961), pp. 96-125.

14. K. Pavitt, ‘What We Know About the Strategic Management

of Technology’, California Management Review. 32, 3, 1990, 17-26.

15. C. Freeman, ‘The "National System of Innovation" in Historical Perspective’, Cambridge Journal of Economics, 19, 1995, 5-24.

16. B. Kogut and U. Zander, ‘Did Socialism Fail to Innovate? A Natural Experiment of the Two Zeiss Companies’, American Sociological Review, 65, 2, 2000, 169-190.

17. J. Mokyr, ‘China and Europe’, in The Lever of Riches: Technological Creativity and Economic Progress (New York, Oxford University Press, 1990), pp. 209-238.


Volume 2: Concepts and Frameworks


Introduction to volume 2


18. R. M. Henderson and K. B. Clark, ‘Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms’, Administrative Science Quarterly, 35, 1, 1990, 9-30.

19. M. L. Tushman and P. Anderson, ‘Technological Discontinuities and Organizational Environments’, Administrative Science Quarterly, 31, 3, 1986, 439-465.

20. A. Hargadon and R. I. Sutton, ‘Technology Brokering and Innovation in a Product Development Firm’, Administrative Science Quarterly, 44, 4, 1997, 716-749.

21. R. S. Burt, ‘Structural Holes and Good Ideas’, American Journal of Sociology, 110, 1, 2004, 349-99.

22. J. G. March, ‘Exploration and Exploitation in Organizational Learning’, Organization Science, 2, 1, 1991, 71-87.

23. C. Christensen, ‘How Can Great Firms Fail?’, in The Innovator’s Dilemma, (Boston, Harvard University Press, 1997), pp. 3-28.

24. E. Von Hippel, ‘Lead Users: A Source of Novel Product Concepts’, Management Science, 32, 7, 1986, 791-805.

25. A. Gawer and M. Cusumano, ‘Conclusion: The Essence of Platform Leadership’, Platform Leadership (Boston, Harvard Business School Press, 2002), pp. 245-269.

26. D. Leonard-Barton, ‘Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development’, Strategic Management Journal, 13, 1 1992, 111–125.

27. D. J. Teece, G. Pisano and A. Shuen, ‘Dynamic Capabilities and Strategic Management’, Strategic Management Journal, 18, 7, 1997, 509-533.

28. K. B. Clark and S. C. Wheelwright, ‘Organizing and Leading "Heavyweight" Development Teams’, California Management Review, 34, 3, 1992, 9-28.

29. W. W. Powell, K. W. Koput and L. Smith –Doerr, ‘Interorganizational Collaboration and the Locus of Innovation: Networks of Learning in Biotechnology’, Administrative Science Quarterly, 41, 1, 1996, 116-145.

30. R. Cooper, ‘A World-Class Stage-Gate® Idea-to-Launch Framework for Your Business’, in Product Leadership, (New York, Basic Books, 2005), pp. 200-237.

31. S. Schnaars, ‘The Elements of Imitation’, Managing Imitation Strategies, (New York, Free Press, 1994), pp. 5-14.

32. M. Schilling, ‘Protecting Innovation’, in Strategic Management of Technological Innovation, (New York, McGraw Hill, 2005), pp. 165-185.

33. A. Arora and A. Gambardella, ‘Ideas for Rent: An Overview of Markets for Technology’, Industrial and Corporate Change, 19, 2010, 775-803.

34. N. Rosenberg, ‘Why Do Firms Do Basic Research (With Their Own Money)?’, Research Policy, 19, 1990, 165-174.


Volume 3: Important Empirical Studies


Introduction to volume 3


35. R. Rothwell, C. Freeman, A. Horsley, V. T. P. Jervis, A. B. Robertson and J. Townsend, ‘SAPPHO Updated - Project SAPPHO Phase I’, Research Policy, 3, 1974, 258–291.

36. M. Gibbons and R. Johnston, ‘The Roles of Science in Technological Innovation’, Research Policy, 3, 1974, 220-242.

37. R. S. Rosenbloom and M. A. Cusumano, ‘Technological Pioneering and

Competitive Advantage: The Birth of the VCR Industry’, California Management Review, 29, 4, 1987, 51-76.

38. Z. J. Acs and D. B. Audretsch, ‘Innovation in Large and Small Firms: An Empirical Analysis’, American Economic Review, 78, 4, 1988, 678-690.

39. G. Ahuja and C. M. Lampert, ‘Entrepreneurship in the Large Corporation: A Longitudinal Study of How Established Firms Create Breakthrough Innovations’, Strategic Management Journal, 22, 6/7, 2001, 521-543.

40. P. Conceicao, D. Hamill and P. Pinheiro, ‘Innovative Science and Technology Commercialization Strategies at 3M: A Case Study’, Journal of Engineering Technology Management, 19, 2002, 25-38.

41. H. Chesbrough and R. S. Rosenbloom, ‘The Role of the Business Model in Capturing Value from Innovation: Evidence from Xerox Corporation’s Technology Spin-Off Companies’, Industrial and Corporate Change, 11, 3, 2002, 529-555.

42. A. B. Hargadon and Y. Douglas, ‘When Innovations Meet Institutions: Edison and the Design of the Electric Light’, Administrative Science Quarterly, 46, 3, 2001, 476-501.

43. M. Dodgson, ‘Exploring New Combinations in Innovation and Entrepreneurship: Social Networks, Schumpeter, and the Case of Josiah Wedgwood (1730-1795)’, Industrial and Corporate Change, 20, 4, 2011, 1119-1151.

44. G. Ahuja, ‘Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study’, Administrative Science Quarterly, 45, 3, 2000, 425-455.

45. R. Regans and B. McEvily, ‘Network Structure and Knowledge Transfer: The Effects of Cohesion and Range’, Administrative Science Quarterly, 48, 2, 2003, 240-267.

46. H. Takeuchi and I. Nonaka, ‘The New Product Development Game’, Harvard Business Review, Jan-Feb, 1986, 137-146.

47. R. Katz and T. J. Allen, ‘Project Performance and the Locus of Influence in the R&D Matrix’, Academy of Management Journal, 28, 1, 1985, 67-87.

48. G. J. Tellis, J. C. Prabhu and R. K. Chandy, ‘Radical Innovation Across Nations: The Preeminence of Corporate Culture’, Journal of Marketing, 73, 1, 2009, 3-23.

49. G. Ahuja and R. Katila, ‘Technological Acquisitions and the Innovation Performance of Acquiring Firms: A Longitudinal Study’, Strategic Management Journal, 22, 2001, 197-220.

50. A. E. Leiponen, ‘Competing Through Cooperation: The Organization of Standard Setting in Wireless Telecommunications’, Management Science, 54, 11, 2008, 1904-1919.

51. R. Adams, J. Bessant and R. Phelps, ‘Innovation Management Measurement: A Review’, International Journal of Management Reviews, 8, 1, 2006, 21-47.



Volume 4: Current and Emerging Trends


Introduction to volume 4

52. R. Verganti, ‘Design, Meanings, and Radical Innovation: A Metamodel and a Research Agenda’, Journal of Product Innovation Management, 25, 5, 2008, 436–456.

53. A. Osterwalder, Y. Pigneur and C. Tucci, ‘Clarifying Business Models: Origins, Present, and Future of the Concept’, Communications of the Association for Information Systems, 16, 2005, 1-25.

54. W. Dolfsma, ‘The Process of New Service Development – Issues of Formalization and Appropriability’, International Journal of Innovation Management, 8, 3, 2004, 319-337.

55. A. Davies, D. Gann and T. Douglas, ‘Innovation in Megaprojects: Systems Integration at London Heathrow Terminal 5’, California Management Review, 51, 2, 2009, 101-125.

56. F. Berkhout, J. Hertin and D. M. Gann, ‘Learning to Adapt: Organisational Adaptation to Climate Change Impacts’, Climatic Change, 78, 2006, 135-156.

57. E. Von Hippel, ‘Innovation Communities’, Democratizing Innovation, (Cambridge, Mass, MIT Press, 2005), pp. 93-106.

58. L. B. Jepperson and L. Frederickson, ‘Why Do Users Contribute to Firm-Hosted User Communities? The Case of Computer-Controlled Music Instruments’, Organization Science, 17, 1, 2006, 45-63.

59. H. Chesbrough, ‘Introduction’, in Open Innovation, (Boston, Harvard Business School Press, 2003), pp. xvii-xxxi.

60. K. Laursen and A. Salter, ‘Open for Innovation: The Role of Openness in Explaining Innovation Performance Among U.K. Manufacturing Firms’, Strategic Management Journal, 27, 2, 2006, 131–150.

61. L. Dahlander and D. M. Gann, ‘How Open is Innovation?’, Research Policy, 39, 6, 2010, 699–709.

62. M. Dodgson, D. M. Gann and A. Salter, ‘The Role of Technology in the Shift Towards Open Innovation: The Case of Procter & Gamble’, R&D Management, 36, 3, 2006, 333-346.

63. M. Dodgson, D. M. Gann and A. Salter, ‘"In Case of Fire, Please Use the Elevator": Simulation Technology and Organization in Fire Engineering’, Organization Science, 18, 5, 2007, 849-864.

64. M. Dodgson, D. M. Gann and N. Phillips, ‘Organizational Learning and the Technology of Foolishness: The Case of Virtual Worlds at IBM’, Organization Science. 24, 5, 2013, 1358-1376.

65. S. Gu and B.-A Lundvall, ‘China’s Innovation System and the Move Towards Harmonious Growth and Endogenous Innovation’, Innovation: Management, Policy and Practice, 8, 1-2, 2006, 1-26.

66. J. Carrillo and A. Lara, ‘Mexican Maquiladoras: New Capabilities of Coordination and the Emergence of a New Generation of Companies’, Innovation: Management, Policy and Practice, 7, 2, 2005, 256-273.

67. G. George, A. M. McGahan and J. Prabhu, ‘Innovation for Inclusive Growth: Towards a Theoretical Framework and a Research Agenda, Journal of Management Studies, 49, 4, 2012, 661–683.

68. E. Brynjolfsson and A. McAfee, ‘Thriving in the Automated Economy’, The Futurist, March/April, 2012, 27-31.


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