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Technological listening posts, as a means of technological knowledge sourcing, were observed to be a widespread empirical phenomenon in centres of technological excellence and innovation clusters. Our research is based on 55 semi-structured interviews with 12 technology-intensive companies and 6 benchmarking-workshops on external knowledge sourcing with 11 companies. We reveal three archetypes of listening posts: trend scout, technology outpost and matchmaker. We describe their respective mission, organizational structure and critical success factors. Each type is illustrated with case studies.
If R&D and innovation in the 1990s were about more internationalization, more corporate entrepreneurship, and more information-integration, then the 2000s have been about consolidating and expanding these trends further: more globalization including the technology mavericks of China and India, more open and inbound innovation integrating external technology providers, and more web- and Intern- enabling of innovation processes by involving R&D contributors regardless of their location. The corporate R&D powerhouses of the 1980s are now mostly history. Even where they survived, they had to yield to corporate efficiency efforts and business-wide integration programs. Still, it would be unfair to belittle them in retrospect as they have found new roles in corporate R&D and innovation n- works. In fact, the very successes of centralized R&D organizations of the 1970s and 1980s made possible the revolution of globalized innovation that we have been witnessing since the 1990s. The first two editions of Managing Global Innovation, published in 1999 and 2000, were testimonials of an increasingly internationalizing world of innovation and R&D. In this third edition of Managing Global Innovation, we have retained the basic structure of two conceptual parts (I and II) and three case study parts (III, IV, V). However, we have greatly revised all chapters, including the final “Imp- cations” chapter (part VI), and incorporated new chapters and cases that illuminate and describe the recent trends in the context of the beginnings of global innovation in the 1980s and 1990s.
The rapidly growing demand for online courses and supporting technology has resulted in a plethora of structural and functional changes and challenges for universities and colleges. These changes have led many distance education providers to recognize the value of understanding the fundamental concepts of both e-learning and knowledge management (K
The concept of open innovation has become increasingly popular in the management and policy literature on technology and innovation. However, despite the large volume of empirical work, many of the prescriptions being proposed are fairly general and not specific to particular contexts and contingencies. The proponents of open innovation are universally positive but research suggests that the specific mechanisms and outcomes of open innovation models are very sensitive to context and contingency. This is not surprising because the open or closed nature of innovation is historically contingent and does not entail a simple shift from closed to open as often suggested in the literature. Research has shown that patterns of innovation differ fundamentally by sector, firm and strategy. Therefore, there is a need to examine the mechanisms that help to generate successful open innovation. In this book, the authors contribute to a shift in the debate from potentially misleading general prescriptions, and provide conceptual and empirical insights into the precise mechanisms and potential limitations of open innovation research and management practice.
Angelika C. Bullinger elaborates, applies and tests a methodology for ontology development for use in business management. She models ontologically the moment of idea assessment and selection on a company-specific, industry-typical and generic level and presents action-oriented implications for implementation of the methodology in business reality.
This volume assesses the situation for multinationals at the beginning of the 1990s, bringing together contributions from academics recognized as world leaders in the field and from practitioners with wide experience in international management. Drawing on perspectives from Europe, the USA and Japan, the contributors outline the shape of the global firm of the future. They focus squarely on the development of the corporation as a whole, rather than on the narrow management of individual foreign subsidiaries, and they also explore the specific implications for areas such as strategic planning systems, financial management, information systems and R & D management.
Innovation has moved through a range of revolutionary epochs, but there is no clear picture of how, or even if, innovation can be managed. This book explores the models, methods and metrics of innovation analysis in the context of a single center: the Global Oilseeds Complex centered in Saskatoon, Canada. It is a single, coherent volume that outlines the theory and practices related to innovation, offering a critical assessment of the strengths and weaknesses of the different approaches, backed up with empirical evidence.