Description
Journal Articles On The Subject Of Entrepreneurship
FURTHER READING
Chapter 1
The importance of innovation as a strategic imperative comes through in many case examples – some good ones
can be found in the following:
Christensen, C. (1997) The Innovator’s Dilemma. Harvard Business School Press, Boston, Mass.
Dell, M. (1999) Direct from Dell. HarperCollins, New York.
Dyson, J. (1997) Against the Odds. Orion, London.
Garr, D. (2000) IBM Redux: Lou Gerstner and the Business Turnaround of the Decade. HarperCollins, New York.
Hamel, G. (2000) Leading the Revolution. Harvard Business School Press, Boston, Mass.
Kim, W. and Mauborgne, R. (2005) Blue Ocean Strategy: How to Create Uncontested Market Space and Make the
Competition Irrelevant. Harvard Business School Press, Boston, Mass.
Tidd, J. and Hull, F. (eds) (2003) Service innovation: Organizational Responses to Technological Opportunities and
Market Imperatives. Imperial College Press, London.
Utterback, J. (1994) Mastering the Dynamics of Innovation. Harvard Business School Press, Boston, Mass.
Von Stamm, B. (2003) The Innovation Wave. John Wiley & Sons, Ltd, Chichester.
Womack, J., Jones, D. et al. (1991) The Machine that Changed the World. Rawson Associates, New York.
More detailed discussion of the 4Ps approach is in: Francis, D. and Bessant, J. (2005) Targeting innovation and
implications for capability development. Technovation, 25 (3), 171–183.
Incremental and radical innovation themes are covered well in sources like: Benner, M.J. and Tushman, M.L. (2003)
Exploitation, exploration, and process management: the productivity dilemma revisited. Academy of Management
Review, 28 (2), 238.
Imai, K. (1987) Kaizen. Random House, New York.
Leifer, R., McDermott, C. et al. (2000). Radical Innovation, Harvard Business School Press, Boston, Mass.
The idea of component and architectural innovation was originally discussed in: Henderson, R. and Clark, K.
(1990) Architectural innovation: the recon?guration of existing product technologies and the failure of established
?rms. Administrative Science Quarterly, 35, 9–30.
Seeing innovation as a process and the ways in which we think about how that process works are discussed in:
Rothwell, R. (1992) Successful industrial innovation: critical success factors for the 1990s. R&D Management, 22
(3), 221–239; and Van de Ven, A. (1999) The Innovation Journey. Oxford University Press, Oxford. A good view
of some of the twenty-?rst-century challenges can be found in Chesborough, H. (2003) Open Innovation: The New
Imperative for Creating and Pro?ting from Technology. Harvard Business School Press, Boston, Mass.
Innovation strategy is discussed later in this book but for more background, see: Burgelman, R., Christensen, C.
et al. (eds.) (2004) Strategic Management of Technology and Innovation. McGraw Hill Irwin, Boston.
2 Further Reading
The theme of ‘discontinuous’ innovation is explored, for example, in: Foster, R. and Kaplan, S. (2002) Creative
Destruction. Harvard University Press, Cambridge; Bessant, J., Lamming, R. et al. (2005) Managing innovation
beyond the steady state. Technovation, 25 (12), 1366–1376; and Day, G. and Schoemaker, P. (2000). Wharton on
Managing Emerging Technologies. John Wiley & Sons, Ltd, New York.
Chapter 2
The research and practice of organizing innovation and entrepreneurship is rather fragmented, and tends to re?ect
the different disciplines relevant to the subject, ranging from psychology, which focuses on the individual issues
such as cognition; sociology, which is more concerned with group processes and power; and economics, which only
adequately deals with structures and exchanges or transaction between individuals and organizations. If you do not
have a background in psychology, sociology or a dedicated course on organizational behaviour, we recommend you
consult a good text on organizational behaviour. There are many suitable texts, but here is a selection we would
recommend:
Buchanan, D. and Huczynski, A. (2004) Organizational Behaviour, 5th edn. FT Prentice Hall, Harlow, Essex.
An excellent synthesis of the main issues, with a good balance of managerial and more critical social science
approaches. Chapters 15, 16 and 18 are especially relevant.
Pugh, D.S. (1997) Organization Theory: Selected Readings, Penguin, London. A cheap text that covers a wide
range of classical papers on organization, albeit a little dated.
Sorge, A. (2002) Organization, Thomson Learning London. A text of edited contributions from both classic
and contemporary writers. Less managerial and more critical than the previous two texts.
A more detailed treatment of the issues covered in this chapter can be found in our recent text (2006) Meeting the
Innovation Challenge: Leadership for Transformation and Growth (John Wiley & Sons, Ltd, Chichester), written
with Scott Isaksen. Katz, R. (2003) The Human Side of Managing Technological Innovation (Oxford University
Press, Oxford) is an excellent collection of readings; and Van de Ven, A.H., Polley, Angle H.L. and Poole, M.S.
(2000) Research on the Management of Innovation (Oxford University Press, Oxford) provides a comprehensive
review of a seminal study in the ?eld, and includes a discussion of individual, group and organizational issues.
Chapter 3
The work of Andrew Hargadon has highlighted the importance of networks and brokers going back to the days of
Edison and Ford.
Hargadon, A. (2003) How Breakthroughs Happen. Harvard Business School Press, Boston, Mass.
One of the strong examples of this approach today is IDEO, the design consultancy which Kelley has described in
detail.
Kelley, T., Littman, J. et al. (2001) The Art of Innovation: Lessons in Creativity from Ideo, America’s Leading Design
Firm. Currency, New York.
Conway, S. and Steward, F. (1998) Mapping innovation networks. International Journal of InnovationManagement,
2 (2), 165–196 look at the concept of innovation networks and this theme is also picked up by:
Further Reading 3
Swan, J. and Newell, S. et al. (1999) Knowledge management and innovation: networks and networking. Journal
of Knowledge Management, 3 (4), 262.
Learning networks are discussed in: Bessant and Tsekouras (2001) Developing learning networks, A.I. and Society,
15 (2), 82–98; and their use in sectors, supply chains and regional clusters in:
Morris, M. and Bessant, J. et al. (2006). Using learning networks to enable industrial development: case studies
from South Africa. International Journal of Operations and Production Management, 26 (5), 557–568.
High-value innovation networks in several reports from AIM – the Advanced Institute for Management Research
(www.aimresearch.org).
Chapter 4
A number of books and reports look at the challenges in today’s manufacturing environment. The challenges
around agility are explored in:
Best, M. (2001) The New Competitive Advantage. Oxford University Press, Oxford.
Brown, S., Bessant, J. et al. (2004) Strategic Operations Management, 2nd edn. Butterworth Heinemann, Oxford.
Mascitelli, R. (1999) The Growth Warriors. Creating Sustainable Global Advantage for America’s Technology
Industries. Technology Perspectives, Northridge, California.
The challenges of lean thinking and its emergence from the automobile industry are well tracked in:
Womack, J., Jones, D. et al. (1991) The Machine that Changed the World. Rawson Associates, New York.
High-involvement innovation is explored in detail in books by:
Bessant, J. (2003) High-Involvement Innovation. John Wiley & Sons, Ltd, Chichester.
Boer, H., Berger, A. et al. (1999). CI Changes: From Suggestion Box to the Learning Organisation. Ash-
gate, Aldershot.
Gallagher, M. and Austin, S. (1997) Continuous Improvement Casebook. Kogan Page, London.
Imai, K. (1987) Kaizen. Random House, New York.
Schroeder, A. and Robinson, D. (2004) Ideas Are Free: How the Idea Revolution Is Liberating People and
Transforming Organizations. Berrett Koehler, New York.
Websites include the CINet, a network of researchers co-operating on the question of implementing high-
involvement innovation within and between organizations. (www.continuous-innovation.net)
The moves towards design/make/serve and the growing knowledge component in manufacturing are explored in:
Davies, A. and Hobday, M. (2005) The Business of Projects: Managing Innovation in Complex Products and Systems.
Cambridge University Press, Cambridge.
Chapter 5
The classic texts on new product development are those by Robert Cooper, for example, Winning at New
Products: Accelerating the Process from Idea to Launch (Perseus Books, New York, 2001), or Cooper, R.G.
(2000) ‘Doing it right: winning with new products’, Ivey Business Journal, 64, (6), July/August, 1–7 [available
online:http://www.iveybusinessjournal.com/article.asp?intArticle ID=235], or anything by Kim Clark and Steven
4 Further Reading
Wheelwright, such as: Wheelwright, S. C. and Clark, K. B. (1997). Creating project plans to focus product
development, Harvard Business Review, September–October; or their book Revolutionizing Product Development
(Free Press New York 1992). Paul Trott provides a good review of research in his text Innovation Management and
New Product Development (3rd edn, 2005, FT Prentice Hall,), but for a more up-to-date review of the research see:
Panne, G. van der, Beers, C. van and Kleinknecht, A. (2003). Success and failure of innovation: a literature review,
International Journal of Innovation Management, 7 (3), 309–338.
For more focused studies of new service development, see the recent article: Berry, L.L., Shankar, V., Parish, J.T.,
Cadwallader, S. and Dotzel, T. (2006) Creating new markets through service innovation, MIT Sloan Management
Review, 47 (2), Winter. More comprehensive overviews of service innovation are provided by Ian Miles in the Special
Issue on Innovation in Services, International Journal of Innovation Management, December, 2000, or in the
books: Tidd, J. and Hull, F.M. (2003) Service Innovation: Organizational Responses to Technological Opportunities
and Market Imperatives. Imperial College Press, London; and Normann, R. (2001) Service Management – Strategy
and leadership in service business, 3rd edn. John Wiley & Sons, Ltd, Chichester. For an excellent up-to-date
review, please see Magnusson, P. et al (2007) Involving Customers in New Service Development. Imperial College
Press, London.
Chapter 6
Knowledge management and intellectual property are both very large and complex subjects. For knowledge
management, we would recommend the books by Friso den Hertog, The Knowledge Enterprise (Imperial College
Press, London, 2000) for applications and examples; and for theory Nonaka’s The Knowledge Creating Company
(Oxford University Press, Oxford, 1995). We provide a good combination of theory, research and practice of
knowledge management in From Knowledge Management to Strategic Competence, edited by Joe Tidd (Imperial
College Press, London, 2006, 2nd edn), which tries to establish the links between knowledge, innovation and
performance. For a more structured approach to the subject, see DeFillippi, R., Arthur, M. and Lindsay, V. (2006)
Knowledge at work, Blackwell Publishing.
More critical accounts of the concept and practice of knowledge management can be found in the editorial by Jack
Swan and Harry Scarbrough (2001), Knowledge management: concepts and controversies, Journal of Management
Studies, 38 (7), 913–921; Storey, J. and Barnett, E. (2000), Knowledge management initiatives: learning from
failure, Journal of Knowledge Management, 4 (2), 145–156; and Pritchard, C., Hull, R., Chumer, M. and Willmott,
H. (2000) Managing Knowledge: Critical Investigations of Work and Learning, Macmillan, London.
For understanding the role and limitations of intellectual property, we like the theoretical approach adopted by
David Teece, for example, in his book The Transfer and Licensing of Know-how and Intellectual Property (World
Scienti?c Publishing, London, 2006), or for a more applied treatment of the topic see Licensing Best Practices:
Strategic, Territorial and Technology Issues, edited by Robert Goldscheider and Alan Gordon (John Wiley & Sons,
Ltd, Chichester, 2006), which includes practical case studies of licensing from many different countries and sectors.
The open source movement is covered widely, but often in a partisan way, and a good balanced discussion which
links this to innovation can be found in Open Source: A Multidisciplinary Approach, by Moreno Muffatto (Imperial
College Press, London, 2006).
Further Reading 5
Chapter 7
A number of researchers are actively exploring questions raised by discontinuous innovation – what it is, and
how can it be anticipated and dealt with. See, for example, Bessant, J., Birkinshaw, J. et al. (2004). One step
beyond – building a climate in which discontinuous innovation will ?ourish, People Management, 10, 28–32; Day,
G. and Schoemaker P. (2000). Wharton on Managing Emerging Technologies. John Wiley & Sons, New York.
Inc.; Day, G. and Schoemaker, P. (2006). Peripheral Vision: Detecting the Weak Signals that Will Make or Break
Your Company. Harvard Business School Press; Boston, Mass. Hamel, G. (2000). Leading the Revolution, Harvard
Business School Press; Boston, Mass. Philips, W., Noke, H. et al. (2006). Beyond the steady state: managing
discontinuous product and process innovation, International Journal of Innovation Management, 10 (2).
Case studies of ?rms or sectors which have faced these challenges can be found in Evans, P. and Wurster, Y.
(2000). Blown to Bits: How the New Economics of Information Transforms Strategy. Cambridge, Mass., Harvard
Business School Press; Foster, R. and Kaplan, S. (2002). Creative Destruction. Cambridge, Harvard University
Press; Utterback, J. (1994). Mastering the Dynamics of Innovation. Harvard Business School Press, Boston, Mass.
Chapter 8
There are many books and journal articles on the subject of entrepreneurship, but relatively little has been
produced on the more speci?c subject of innovative new ventures. We believe one of the best general texts on
entrepreneurship is Jack Kaplan’s Patterns of Entrepreneurship, written with A.C. Warren (2007, New York, John
Wiley & Sons, Inc., 2nd edn), which adopts a very practical approach. The second edition is strong on the
links between entrepreneurship and innovation, and the practicalities of venture structure and resources, but has
little on technology-based ventures and sources of innovation. Alex Nicholls (2006). Social Entrepreneurship: New
Paradigms of Sustainable Social Change (Oxford University Press, Oxford), and Mair, J., Robinson, J. and Hockets,
K. (2006). Social Entrepreneurship (Palgrave Macmillan, Basingstoke) are both edited texts and rather academic,
but both discuss the de?nitions, boundaries and some of the problems of research and practice in the emerging
?eld of social entrepreneurship.
For a more specialist treatment of technology-based entrepreneurship, Ed. Roberts’s Entrepreneurs in High
Technology: Lessons from MIT and Beyond (1991, Oxford University Press, Oxford) is an excellent study of the
MIT experience, albeit a little dated, but perhaps places too much emphasis on the characteristics of individual
entrepreneurs rather than the unique context. The broader role of the Boston Route 128 is discussed in the paper
‘The Boston Route 128 model of high-tech industry development’, by J. Wonglimpiyarat (2006), International
Journal of Innovation Management, 10 (1), 47–64. For a more comprehensive study of technology-based new
ventures in the USA see Martin Kenny (ed.) (2000). Understanding Silicon Valley: Anatomy of an Entrepreneurial
Region. Stanford University Press, CA. For a review of recent research on the broader issue of innovative small ?rms
see ‘Small ?rms, R&D, technology and innovation: a literature review’ by Kurt Hoffman et al. (1998), published
in Technovation, 18 (1), 39–55. A special issue of the Strategic Management Journal (July 2001, 22) examined
entrepreneurial strategies, and includes a number of papers on technology-based ?rms; and a special issue of the
journal Research Policy (2003, 32) features papers on technology spin-offs and start-ups.
6 Further Reading
The literature in this ?eld is dominated by the US experience, but other models exist. Ray Oakey’s High-technology
New Firms (1995, Paul Chapman, London) is a study of technology-based new ventures in the UK, and places
greater emphasis on how different technologies constrain the opportunities and success. Acs, Z.J. and Audretsch,
D.B. (2005) Entrepreneurship, Innovation and Technological Change, Foundations and Trends in Entrepreneurship,
1(4), 1–49, provide a short but excellent review of the theories and evidence linking the ?elds of entrepreneurship
and innovation; and in Audretsch, D.B, Keilbach, M.C. and Lehman, E.E. (2006). Entrepreneurship and Economic
Growth, (Oxford University Press, Oxford) they examine the evidence in Germany. Vinig, T. and Van der Voort,
R. (2005). The Emergence of Entrepreneurial Economics, Amsterdam, Elsevier, is an edited book, with a strong
historical perspective in Part 1, and recent country studies in Part 2, including less commonly studied countries such
as Russia, New Zealand and France. Country Studies in Entrepreneurship, edited by Y. Cassis and I.P. Minoglou
(2006, Palgrave Macmillan, Basingstoke), includes case studies of the USA, UK, France, Italy, Germany, and most
interesting of all, Singapore. Simon Barnes, with Rupert Pearce, gives an up-to-date and practitioner’s account
of the workings of venture capital in Venture Capital: Fuel for the Entrepreneurial Engine (2006). John Wiley &
Sons, Ltd, Chichester.
Chapter 9
There is a wealth of information about social entrepreneurship including useful websites for the Ashoka Foundation
(www.ashoka.org), the Skoll Foundation (www.skollfoundation.com), and the Institute for Social Entrepreneurshttp://www.socialent.org/. Chapter 8 has a case example of the UK organization UnLtd and weblinks to their
site. Stanford University’s Entrepreneurs website has a number of resources including videos of social entrepreneurs
explaining their projects –http://edcorner.stanford.edu
A number of books describing approaches and tools include Bornstein, David (2004). How to Change the World:
Social Entrepreneurs and the Power of New Ideas, Oxford University Press, Oxford; Brinckerhoff, Peter (2000).
Social Entrepreneurship: The Art of Mission-Based Venture Development. John Wiley & Sons, Ltd, Chichester; Dees,
G., Emerson, J. and Economy, P. (2001). Enterprising Nonpro?ts: A Tool-kit for Social Entrepreneurs. John Wiley
& Sons, Ltd, Chichester.
Case studies of projects like Grameen Bank (www.grameen-info.org) and the wind-up radio (www.freeplayenergy.
com) also give insights into the process and the dif?culties confronting social entrepreneurs. A useful website here ishttp://www.howtochangetheworld.org/, as is the Ashoka Foundation. Prahalad’s book, The Fortune at the Bottom
of the Pyramid, is a useful collection of cases in this direction.
Chapter 10
For a general introduction to the key issues in sustainable development, our favourite text is The Principles
of Sustainability by Simon Dresner (Earthscan Publications, London, 2002). Unlike most of the literature on
the subject, this treatment is well-balanced and even includes some humour. Jennifer Elliott’s An Introduction
to Sustainable Development (Routledge, London, 2nd edn, 2005) is a more conventional academic approach,
and focuses on the implications for developing nations. However, neither text is strong on the links between
sustainability and innovation. The Special Issue of the International Journal of Innovation Management (2002), 6
Further Reading 7
(3), on Innovation for Sustainability is a useful place to begin, and is edited by two leading scholars in the ?eld,
Frans Berkhout and Ken Green.
The Natural Advantage of Nations: Business Opportunities, Innovations and Governance in the 21st Century by
Amory B. Lovins (Earthscan Publications, London, 2005) is a collection of papers by leading authors including
Michael Porter, and makes the business case for sustainable development, including technological, structural and
social change. The book has a useful companion website. Sustainable Business Development: Inventing the Future
through Strategy, Innovation, and Leadership by David L. Rainey (Cambridge University Press, Cambridge, 2006)
provides a practical analysis of what sustainable business development (SBD) is and how companies do it, and
includes many case studies from the USA, Europe, Paci?c Rim and South America. Sustainable Innovation: The
Organizational, Human and Knowledge Dimension by Rene J. Jorna (Greenleaf Publishing, Shef?eld, 2006) is a
more theoretical and philosophical book, and the human, social and management challenges and responses. The
book argues that it is impossible to achieve the appropriate balance between the needs of people, planet and pro?t,
and advocates a process of ‘making sustainable’, instead of trying to achieve ‘sustainability’.
More generally, the problems of forecasting the future development, adoption and diffusion of innovations is dealt
with by many authors in the innovation ?eld. Everett Roger’s classic text, The Diffusion of Innovations, ?rst published
in 1962, remains the best overview of this subject, the most recent and updated edition being published in 2003
(Simon & Schuster International, New York). In Democratizing Innovation (MIT Press, Cambridge, Mass., 2005,
and free online) Eric von Hippel builds on his earlier concept of ‘lead users’ in innovation, and argues that innovation
is becoming more democratic, with users increasingly being capable of developing their own new products and
services. He believes that such user innovation has a positive impact on social welfare as innovating users – both
individuals and ?rms – often freely share their innovations with others, creating user-innovation communities and a
rich intellectual commons. Examples provided range from surgical equipment to surfboards to software security.
Clayton Christensen’s (with S. D. Anthony and E. A. Roth) Seeing What’s Next: Using the Theories of Innovation
to Predict Industry Change (Harvard Business School Press, Boston, Mass., 2005) is a useful, up-to-date review of
methods for forecasting radical and potentially disruptive innovations. A Special Issue of the journal Long Range
Planning (2004), 37 (2), is devoted to forecasting, and provides a good overview of current thinking. Scenario
Planning by Gill Ringland (John Wiley & Sons, Ltd, Chichester, 2nd edn, 2006) and Scenario Planning: The
Link between Future and Strategy by Mats Lindgren (Palgrave Macmillan, Basingstoke, 2002) are both detailed
and practical guides to conducting scenario-planning, which is probably one of the more relevant methods for
understanding innovation and sustainability.
Chapter 11
There are a number of texts which describe and compare different systems of national innovation policy, including
National Innovation Systems (Oxford University Press, Oxford, 1993), edited by Richard Nelson; National Systems
of Innovation (Pinter, London, 1992) edited by B.A. Lundvall; and Systems of Innovation: Technologies, Institutions
and Organisations (Pinter, London, 1997) edited by Charles Edquist. The former is stronger on US policy,
the other two on European, but all have an emphasis on public policy rather than corporate strategy. Michael
Porter’s The Competitive Advantage of Nations (Macmillan, London, 1990) provides a useful framework in which
to examine the direct impact on corporate behaviour of innovation systems. At the other extreme, David Landes’
Wealth and Poverty of Nations (Little Brown, London, 1998), takes a broad (and stimulating) historical and cultural
8 Further Reading
perspective. In Globalisation, Poverty and Inequality (Polity Press, Cambridge, UK, 2005), Raphie Kaplinsky argues
that macroeconomic conditions can overwhelm the efforts of ?rms’ countries to bene?t from globalization, and
that global excess capacity in production and the terms of international trade mean that emerging economies may
not bene?t from further globalization.
Comprehensive and balanced reviews of the arguments and evidence for product leadership versus follower positions
is provided by G.J. Tellis and P.N. Golder, Will and Vision: How Latecomers Grow to Dominate Markets (McGraw
Hill, New York, 2002) and Fast Second: How Smart Companies Bypass Radical Innovation to Enter and Dominate
New Markets (Jossey-Bass San, Francisco, CA, 2004) by Constantinos C. Markides. More relevant to ?rms from
emerging economies, and our favourite text on the subject, is Naushad Forbes and David Wield’s From Followers
to Leaders: Managing Technology and Innovation (Routledge, London, 2002), which includes numerous case
examples. Local Enterprises in the Local Economy: Issues of Governance and Upgrading (Edward Elgar, Cheltenham,
2004), edited by Hubert Schmitz of the Institute of Development Studies, provides a summary of recent research
on the in?uence of global standards and value chains on the development of ?rms from emerging economies. For
recent reviews of the core competence and dynamic capability perspectives see David Teece’s Essays in Technology
Management and Policy: Selected Papers (World Scienti?c Publishing, London, 2004) and Connie Helfat’s Dynamic
Capabilities: Understanding Strategic Change in Organizations (Blackwell, Oxford, 2006).
Chapter 12
A number of books offer more detailed discussion of managing innovation – see for example:
Burgelman, R., Christensen, C. et al. (eds.) (2004) Strategic Management of Technology and Innovation. McGraw
Hill Irwin, Boston.
Dodgson, M. (2000) The Management of Technological Innovation. Oxford University Press, Oxford.
Dodgson, M., Gann, D. et al. (2005) Think, Play, Do: Technology and Organization in the Emerging Innovation
Process. Oxford University Press, Oxford.
Ettlie, J. (1999) Managing Innovation. John Wiley & Sons, Inc., New York.
Jones, T. (2002) Innovating at the Edge. Butterworth Heinemann, London.
Schilling, M. (2005) Strategic Management of Technological Innovation. McGraw Hill, New York.
Tidd, J., Bessant, J. et al. (2005). Managing Innovation: Integrating Technological, Market and Organizational
Change, 3rd edn. John Wiley & Sons, Ltd, Chichester.
Tidd, J. and Hull, F (eds.) (2003) Service Innovation: Organizational Responses to Technological Opportunities and
Market Imperatives. Imperial College Press, London.
Trott, P. (2004) Innovation Management and New Product Development. Prentice-Hall, London.
Van de Ven, A. (1999) The Innovation Journey. Oxford University Press, Oxford.
Von Stamm, B. (2003) Managing Innovation, Design and Creativity. John Wiley & Sons, Ltd, Chichester.
There are plenty of sites which look at aspects of managing innovation so just typing the phrase into a search engine
should get you started! But these are some useful links which offer research and related support:
Advanced Institute of Management Researchhttp://www.aimresearch.org/
Academy of Management (which has a TIM special interest group)http://www.aomtim.org/
SPRUhttp://www.sussex.ac.uk/spru/
CENTRIMhttp://centrim.mis.brighton.ac.uk/
Further Reading 9
Imperial College Innovation Studies Centrehttp://www3.imperial.ac.uk/portal
McMaster University (they run an excellent newsletter)http://mint.mcmaster.ca/mint/mint.htm
International Association for the Management of Technology (IAMOT)http://www.iamot.org/
Innovation auditing is increasingly popular and a number of websites offer frameworks for carrying this out – see,
for example, www.innovationdoctor.htm, www.thinksmart.htm, www.jpb.com/services/audit.php,
www.innovation-triz.com/innovation/, www.cambridgestrategy.com/page c5 summary.htm, and www.
innovationwave.com/
doc_306626527.pdf
Journal Articles On The Subject Of Entrepreneurship
FURTHER READING
Chapter 1
The importance of innovation as a strategic imperative comes through in many case examples – some good ones
can be found in the following:
Christensen, C. (1997) The Innovator’s Dilemma. Harvard Business School Press, Boston, Mass.
Dell, M. (1999) Direct from Dell. HarperCollins, New York.
Dyson, J. (1997) Against the Odds. Orion, London.
Garr, D. (2000) IBM Redux: Lou Gerstner and the Business Turnaround of the Decade. HarperCollins, New York.
Hamel, G. (2000) Leading the Revolution. Harvard Business School Press, Boston, Mass.
Kim, W. and Mauborgne, R. (2005) Blue Ocean Strategy: How to Create Uncontested Market Space and Make the
Competition Irrelevant. Harvard Business School Press, Boston, Mass.
Tidd, J. and Hull, F. (eds) (2003) Service innovation: Organizational Responses to Technological Opportunities and
Market Imperatives. Imperial College Press, London.
Utterback, J. (1994) Mastering the Dynamics of Innovation. Harvard Business School Press, Boston, Mass.
Von Stamm, B. (2003) The Innovation Wave. John Wiley & Sons, Ltd, Chichester.
Womack, J., Jones, D. et al. (1991) The Machine that Changed the World. Rawson Associates, New York.
More detailed discussion of the 4Ps approach is in: Francis, D. and Bessant, J. (2005) Targeting innovation and
implications for capability development. Technovation, 25 (3), 171–183.
Incremental and radical innovation themes are covered well in sources like: Benner, M.J. and Tushman, M.L. (2003)
Exploitation, exploration, and process management: the productivity dilemma revisited. Academy of Management
Review, 28 (2), 238.
Imai, K. (1987) Kaizen. Random House, New York.
Leifer, R., McDermott, C. et al. (2000). Radical Innovation, Harvard Business School Press, Boston, Mass.
The idea of component and architectural innovation was originally discussed in: Henderson, R. and Clark, K.
(1990) Architectural innovation: the recon?guration of existing product technologies and the failure of established
?rms. Administrative Science Quarterly, 35, 9–30.
Seeing innovation as a process and the ways in which we think about how that process works are discussed in:
Rothwell, R. (1992) Successful industrial innovation: critical success factors for the 1990s. R&D Management, 22
(3), 221–239; and Van de Ven, A. (1999) The Innovation Journey. Oxford University Press, Oxford. A good view
of some of the twenty-?rst-century challenges can be found in Chesborough, H. (2003) Open Innovation: The New
Imperative for Creating and Pro?ting from Technology. Harvard Business School Press, Boston, Mass.
Innovation strategy is discussed later in this book but for more background, see: Burgelman, R., Christensen, C.
et al. (eds.) (2004) Strategic Management of Technology and Innovation. McGraw Hill Irwin, Boston.
2 Further Reading
The theme of ‘discontinuous’ innovation is explored, for example, in: Foster, R. and Kaplan, S. (2002) Creative
Destruction. Harvard University Press, Cambridge; Bessant, J., Lamming, R. et al. (2005) Managing innovation
beyond the steady state. Technovation, 25 (12), 1366–1376; and Day, G. and Schoemaker, P. (2000). Wharton on
Managing Emerging Technologies. John Wiley & Sons, Ltd, New York.
Chapter 2
The research and practice of organizing innovation and entrepreneurship is rather fragmented, and tends to re?ect
the different disciplines relevant to the subject, ranging from psychology, which focuses on the individual issues
such as cognition; sociology, which is more concerned with group processes and power; and economics, which only
adequately deals with structures and exchanges or transaction between individuals and organizations. If you do not
have a background in psychology, sociology or a dedicated course on organizational behaviour, we recommend you
consult a good text on organizational behaviour. There are many suitable texts, but here is a selection we would
recommend:
Buchanan, D. and Huczynski, A. (2004) Organizational Behaviour, 5th edn. FT Prentice Hall, Harlow, Essex.
An excellent synthesis of the main issues, with a good balance of managerial and more critical social science
approaches. Chapters 15, 16 and 18 are especially relevant.
Pugh, D.S. (1997) Organization Theory: Selected Readings, Penguin, London. A cheap text that covers a wide
range of classical papers on organization, albeit a little dated.
Sorge, A. (2002) Organization, Thomson Learning London. A text of edited contributions from both classic
and contemporary writers. Less managerial and more critical than the previous two texts.
A more detailed treatment of the issues covered in this chapter can be found in our recent text (2006) Meeting the
Innovation Challenge: Leadership for Transformation and Growth (John Wiley & Sons, Ltd, Chichester), written
with Scott Isaksen. Katz, R. (2003) The Human Side of Managing Technological Innovation (Oxford University
Press, Oxford) is an excellent collection of readings; and Van de Ven, A.H., Polley, Angle H.L. and Poole, M.S.
(2000) Research on the Management of Innovation (Oxford University Press, Oxford) provides a comprehensive
review of a seminal study in the ?eld, and includes a discussion of individual, group and organizational issues.
Chapter 3
The work of Andrew Hargadon has highlighted the importance of networks and brokers going back to the days of
Edison and Ford.
Hargadon, A. (2003) How Breakthroughs Happen. Harvard Business School Press, Boston, Mass.
One of the strong examples of this approach today is IDEO, the design consultancy which Kelley has described in
detail.
Kelley, T., Littman, J. et al. (2001) The Art of Innovation: Lessons in Creativity from Ideo, America’s Leading Design
Firm. Currency, New York.
Conway, S. and Steward, F. (1998) Mapping innovation networks. International Journal of InnovationManagement,
2 (2), 165–196 look at the concept of innovation networks and this theme is also picked up by:
Further Reading 3
Swan, J. and Newell, S. et al. (1999) Knowledge management and innovation: networks and networking. Journal
of Knowledge Management, 3 (4), 262.
Learning networks are discussed in: Bessant and Tsekouras (2001) Developing learning networks, A.I. and Society,
15 (2), 82–98; and their use in sectors, supply chains and regional clusters in:
Morris, M. and Bessant, J. et al. (2006). Using learning networks to enable industrial development: case studies
from South Africa. International Journal of Operations and Production Management, 26 (5), 557–568.
High-value innovation networks in several reports from AIM – the Advanced Institute for Management Research
(www.aimresearch.org).
Chapter 4
A number of books and reports look at the challenges in today’s manufacturing environment. The challenges
around agility are explored in:
Best, M. (2001) The New Competitive Advantage. Oxford University Press, Oxford.
Brown, S., Bessant, J. et al. (2004) Strategic Operations Management, 2nd edn. Butterworth Heinemann, Oxford.
Mascitelli, R. (1999) The Growth Warriors. Creating Sustainable Global Advantage for America’s Technology
Industries. Technology Perspectives, Northridge, California.
The challenges of lean thinking and its emergence from the automobile industry are well tracked in:
Womack, J., Jones, D. et al. (1991) The Machine that Changed the World. Rawson Associates, New York.
High-involvement innovation is explored in detail in books by:
Bessant, J. (2003) High-Involvement Innovation. John Wiley & Sons, Ltd, Chichester.
Boer, H., Berger, A. et al. (1999). CI Changes: From Suggestion Box to the Learning Organisation. Ash-
gate, Aldershot.
Gallagher, M. and Austin, S. (1997) Continuous Improvement Casebook. Kogan Page, London.
Imai, K. (1987) Kaizen. Random House, New York.
Schroeder, A. and Robinson, D. (2004) Ideas Are Free: How the Idea Revolution Is Liberating People and
Transforming Organizations. Berrett Koehler, New York.
Websites include the CINet, a network of researchers co-operating on the question of implementing high-
involvement innovation within and between organizations. (www.continuous-innovation.net)
The moves towards design/make/serve and the growing knowledge component in manufacturing are explored in:
Davies, A. and Hobday, M. (2005) The Business of Projects: Managing Innovation in Complex Products and Systems.
Cambridge University Press, Cambridge.
Chapter 5
The classic texts on new product development are those by Robert Cooper, for example, Winning at New
Products: Accelerating the Process from Idea to Launch (Perseus Books, New York, 2001), or Cooper, R.G.
(2000) ‘Doing it right: winning with new products’, Ivey Business Journal, 64, (6), July/August, 1–7 [available
online:http://www.iveybusinessjournal.com/article.asp?intArticle ID=235], or anything by Kim Clark and Steven
4 Further Reading
Wheelwright, such as: Wheelwright, S. C. and Clark, K. B. (1997). Creating project plans to focus product
development, Harvard Business Review, September–October; or their book Revolutionizing Product Development
(Free Press New York 1992). Paul Trott provides a good review of research in his text Innovation Management and
New Product Development (3rd edn, 2005, FT Prentice Hall,), but for a more up-to-date review of the research see:
Panne, G. van der, Beers, C. van and Kleinknecht, A. (2003). Success and failure of innovation: a literature review,
International Journal of Innovation Management, 7 (3), 309–338.
For more focused studies of new service development, see the recent article: Berry, L.L., Shankar, V., Parish, J.T.,
Cadwallader, S. and Dotzel, T. (2006) Creating new markets through service innovation, MIT Sloan Management
Review, 47 (2), Winter. More comprehensive overviews of service innovation are provided by Ian Miles in the Special
Issue on Innovation in Services, International Journal of Innovation Management, December, 2000, or in the
books: Tidd, J. and Hull, F.M. (2003) Service Innovation: Organizational Responses to Technological Opportunities
and Market Imperatives. Imperial College Press, London; and Normann, R. (2001) Service Management – Strategy
and leadership in service business, 3rd edn. John Wiley & Sons, Ltd, Chichester. For an excellent up-to-date
review, please see Magnusson, P. et al (2007) Involving Customers in New Service Development. Imperial College
Press, London.
Chapter 6
Knowledge management and intellectual property are both very large and complex subjects. For knowledge
management, we would recommend the books by Friso den Hertog, The Knowledge Enterprise (Imperial College
Press, London, 2000) for applications and examples; and for theory Nonaka’s The Knowledge Creating Company
(Oxford University Press, Oxford, 1995). We provide a good combination of theory, research and practice of
knowledge management in From Knowledge Management to Strategic Competence, edited by Joe Tidd (Imperial
College Press, London, 2006, 2nd edn), which tries to establish the links between knowledge, innovation and
performance. For a more structured approach to the subject, see DeFillippi, R., Arthur, M. and Lindsay, V. (2006)
Knowledge at work, Blackwell Publishing.
More critical accounts of the concept and practice of knowledge management can be found in the editorial by Jack
Swan and Harry Scarbrough (2001), Knowledge management: concepts and controversies, Journal of Management
Studies, 38 (7), 913–921; Storey, J. and Barnett, E. (2000), Knowledge management initiatives: learning from
failure, Journal of Knowledge Management, 4 (2), 145–156; and Pritchard, C., Hull, R., Chumer, M. and Willmott,
H. (2000) Managing Knowledge: Critical Investigations of Work and Learning, Macmillan, London.
For understanding the role and limitations of intellectual property, we like the theoretical approach adopted by
David Teece, for example, in his book The Transfer and Licensing of Know-how and Intellectual Property (World
Scienti?c Publishing, London, 2006), or for a more applied treatment of the topic see Licensing Best Practices:
Strategic, Territorial and Technology Issues, edited by Robert Goldscheider and Alan Gordon (John Wiley & Sons,
Ltd, Chichester, 2006), which includes practical case studies of licensing from many different countries and sectors.
The open source movement is covered widely, but often in a partisan way, and a good balanced discussion which
links this to innovation can be found in Open Source: A Multidisciplinary Approach, by Moreno Muffatto (Imperial
College Press, London, 2006).
Further Reading 5
Chapter 7
A number of researchers are actively exploring questions raised by discontinuous innovation – what it is, and
how can it be anticipated and dealt with. See, for example, Bessant, J., Birkinshaw, J. et al. (2004). One step
beyond – building a climate in which discontinuous innovation will ?ourish, People Management, 10, 28–32; Day,
G. and Schoemaker P. (2000). Wharton on Managing Emerging Technologies. John Wiley & Sons, New York.
Inc.; Day, G. and Schoemaker, P. (2006). Peripheral Vision: Detecting the Weak Signals that Will Make or Break
Your Company. Harvard Business School Press; Boston, Mass. Hamel, G. (2000). Leading the Revolution, Harvard
Business School Press; Boston, Mass. Philips, W., Noke, H. et al. (2006). Beyond the steady state: managing
discontinuous product and process innovation, International Journal of Innovation Management, 10 (2).
Case studies of ?rms or sectors which have faced these challenges can be found in Evans, P. and Wurster, Y.
(2000). Blown to Bits: How the New Economics of Information Transforms Strategy. Cambridge, Mass., Harvard
Business School Press; Foster, R. and Kaplan, S. (2002). Creative Destruction. Cambridge, Harvard University
Press; Utterback, J. (1994). Mastering the Dynamics of Innovation. Harvard Business School Press, Boston, Mass.
Chapter 8
There are many books and journal articles on the subject of entrepreneurship, but relatively little has been
produced on the more speci?c subject of innovative new ventures. We believe one of the best general texts on
entrepreneurship is Jack Kaplan’s Patterns of Entrepreneurship, written with A.C. Warren (2007, New York, John
Wiley & Sons, Inc., 2nd edn), which adopts a very practical approach. The second edition is strong on the
links between entrepreneurship and innovation, and the practicalities of venture structure and resources, but has
little on technology-based ventures and sources of innovation. Alex Nicholls (2006). Social Entrepreneurship: New
Paradigms of Sustainable Social Change (Oxford University Press, Oxford), and Mair, J., Robinson, J. and Hockets,
K. (2006). Social Entrepreneurship (Palgrave Macmillan, Basingstoke) are both edited texts and rather academic,
but both discuss the de?nitions, boundaries and some of the problems of research and practice in the emerging
?eld of social entrepreneurship.
For a more specialist treatment of technology-based entrepreneurship, Ed. Roberts’s Entrepreneurs in High
Technology: Lessons from MIT and Beyond (1991, Oxford University Press, Oxford) is an excellent study of the
MIT experience, albeit a little dated, but perhaps places too much emphasis on the characteristics of individual
entrepreneurs rather than the unique context. The broader role of the Boston Route 128 is discussed in the paper
‘The Boston Route 128 model of high-tech industry development’, by J. Wonglimpiyarat (2006), International
Journal of Innovation Management, 10 (1), 47–64. For a more comprehensive study of technology-based new
ventures in the USA see Martin Kenny (ed.) (2000). Understanding Silicon Valley: Anatomy of an Entrepreneurial
Region. Stanford University Press, CA. For a review of recent research on the broader issue of innovative small ?rms
see ‘Small ?rms, R&D, technology and innovation: a literature review’ by Kurt Hoffman et al. (1998), published
in Technovation, 18 (1), 39–55. A special issue of the Strategic Management Journal (July 2001, 22) examined
entrepreneurial strategies, and includes a number of papers on technology-based ?rms; and a special issue of the
journal Research Policy (2003, 32) features papers on technology spin-offs and start-ups.
6 Further Reading
The literature in this ?eld is dominated by the US experience, but other models exist. Ray Oakey’s High-technology
New Firms (1995, Paul Chapman, London) is a study of technology-based new ventures in the UK, and places
greater emphasis on how different technologies constrain the opportunities and success. Acs, Z.J. and Audretsch,
D.B. (2005) Entrepreneurship, Innovation and Technological Change, Foundations and Trends in Entrepreneurship,
1(4), 1–49, provide a short but excellent review of the theories and evidence linking the ?elds of entrepreneurship
and innovation; and in Audretsch, D.B, Keilbach, M.C. and Lehman, E.E. (2006). Entrepreneurship and Economic
Growth, (Oxford University Press, Oxford) they examine the evidence in Germany. Vinig, T. and Van der Voort,
R. (2005). The Emergence of Entrepreneurial Economics, Amsterdam, Elsevier, is an edited book, with a strong
historical perspective in Part 1, and recent country studies in Part 2, including less commonly studied countries such
as Russia, New Zealand and France. Country Studies in Entrepreneurship, edited by Y. Cassis and I.P. Minoglou
(2006, Palgrave Macmillan, Basingstoke), includes case studies of the USA, UK, France, Italy, Germany, and most
interesting of all, Singapore. Simon Barnes, with Rupert Pearce, gives an up-to-date and practitioner’s account
of the workings of venture capital in Venture Capital: Fuel for the Entrepreneurial Engine (2006). John Wiley &
Sons, Ltd, Chichester.
Chapter 9
There is a wealth of information about social entrepreneurship including useful websites for the Ashoka Foundation
(www.ashoka.org), the Skoll Foundation (www.skollfoundation.com), and the Institute for Social Entrepreneurshttp://www.socialent.org/. Chapter 8 has a case example of the UK organization UnLtd and weblinks to their
site. Stanford University’s Entrepreneurs website has a number of resources including videos of social entrepreneurs
explaining their projects –http://edcorner.stanford.edu
A number of books describing approaches and tools include Bornstein, David (2004). How to Change the World:
Social Entrepreneurs and the Power of New Ideas, Oxford University Press, Oxford; Brinckerhoff, Peter (2000).
Social Entrepreneurship: The Art of Mission-Based Venture Development. John Wiley & Sons, Ltd, Chichester; Dees,
G., Emerson, J. and Economy, P. (2001). Enterprising Nonpro?ts: A Tool-kit for Social Entrepreneurs. John Wiley
& Sons, Ltd, Chichester.
Case studies of projects like Grameen Bank (www.grameen-info.org) and the wind-up radio (www.freeplayenergy.
com) also give insights into the process and the dif?culties confronting social entrepreneurs. A useful website here ishttp://www.howtochangetheworld.org/, as is the Ashoka Foundation. Prahalad’s book, The Fortune at the Bottom
of the Pyramid, is a useful collection of cases in this direction.
Chapter 10
For a general introduction to the key issues in sustainable development, our favourite text is The Principles
of Sustainability by Simon Dresner (Earthscan Publications, London, 2002). Unlike most of the literature on
the subject, this treatment is well-balanced and even includes some humour. Jennifer Elliott’s An Introduction
to Sustainable Development (Routledge, London, 2nd edn, 2005) is a more conventional academic approach,
and focuses on the implications for developing nations. However, neither text is strong on the links between
sustainability and innovation. The Special Issue of the International Journal of Innovation Management (2002), 6
Further Reading 7
(3), on Innovation for Sustainability is a useful place to begin, and is edited by two leading scholars in the ?eld,
Frans Berkhout and Ken Green.
The Natural Advantage of Nations: Business Opportunities, Innovations and Governance in the 21st Century by
Amory B. Lovins (Earthscan Publications, London, 2005) is a collection of papers by leading authors including
Michael Porter, and makes the business case for sustainable development, including technological, structural and
social change. The book has a useful companion website. Sustainable Business Development: Inventing the Future
through Strategy, Innovation, and Leadership by David L. Rainey (Cambridge University Press, Cambridge, 2006)
provides a practical analysis of what sustainable business development (SBD) is and how companies do it, and
includes many case studies from the USA, Europe, Paci?c Rim and South America. Sustainable Innovation: The
Organizational, Human and Knowledge Dimension by Rene J. Jorna (Greenleaf Publishing, Shef?eld, 2006) is a
more theoretical and philosophical book, and the human, social and management challenges and responses. The
book argues that it is impossible to achieve the appropriate balance between the needs of people, planet and pro?t,
and advocates a process of ‘making sustainable’, instead of trying to achieve ‘sustainability’.
More generally, the problems of forecasting the future development, adoption and diffusion of innovations is dealt
with by many authors in the innovation ?eld. Everett Roger’s classic text, The Diffusion of Innovations, ?rst published
in 1962, remains the best overview of this subject, the most recent and updated edition being published in 2003
(Simon & Schuster International, New York). In Democratizing Innovation (MIT Press, Cambridge, Mass., 2005,
and free online) Eric von Hippel builds on his earlier concept of ‘lead users’ in innovation, and argues that innovation
is becoming more democratic, with users increasingly being capable of developing their own new products and
services. He believes that such user innovation has a positive impact on social welfare as innovating users – both
individuals and ?rms – often freely share their innovations with others, creating user-innovation communities and a
rich intellectual commons. Examples provided range from surgical equipment to surfboards to software security.
Clayton Christensen’s (with S. D. Anthony and E. A. Roth) Seeing What’s Next: Using the Theories of Innovation
to Predict Industry Change (Harvard Business School Press, Boston, Mass., 2005) is a useful, up-to-date review of
methods for forecasting radical and potentially disruptive innovations. A Special Issue of the journal Long Range
Planning (2004), 37 (2), is devoted to forecasting, and provides a good overview of current thinking. Scenario
Planning by Gill Ringland (John Wiley & Sons, Ltd, Chichester, 2nd edn, 2006) and Scenario Planning: The
Link between Future and Strategy by Mats Lindgren (Palgrave Macmillan, Basingstoke, 2002) are both detailed
and practical guides to conducting scenario-planning, which is probably one of the more relevant methods for
understanding innovation and sustainability.
Chapter 11
There are a number of texts which describe and compare different systems of national innovation policy, including
National Innovation Systems (Oxford University Press, Oxford, 1993), edited by Richard Nelson; National Systems
of Innovation (Pinter, London, 1992) edited by B.A. Lundvall; and Systems of Innovation: Technologies, Institutions
and Organisations (Pinter, London, 1997) edited by Charles Edquist. The former is stronger on US policy,
the other two on European, but all have an emphasis on public policy rather than corporate strategy. Michael
Porter’s The Competitive Advantage of Nations (Macmillan, London, 1990) provides a useful framework in which
to examine the direct impact on corporate behaviour of innovation systems. At the other extreme, David Landes’
Wealth and Poverty of Nations (Little Brown, London, 1998), takes a broad (and stimulating) historical and cultural
8 Further Reading
perspective. In Globalisation, Poverty and Inequality (Polity Press, Cambridge, UK, 2005), Raphie Kaplinsky argues
that macroeconomic conditions can overwhelm the efforts of ?rms’ countries to bene?t from globalization, and
that global excess capacity in production and the terms of international trade mean that emerging economies may
not bene?t from further globalization.
Comprehensive and balanced reviews of the arguments and evidence for product leadership versus follower positions
is provided by G.J. Tellis and P.N. Golder, Will and Vision: How Latecomers Grow to Dominate Markets (McGraw
Hill, New York, 2002) and Fast Second: How Smart Companies Bypass Radical Innovation to Enter and Dominate
New Markets (Jossey-Bass San, Francisco, CA, 2004) by Constantinos C. Markides. More relevant to ?rms from
emerging economies, and our favourite text on the subject, is Naushad Forbes and David Wield’s From Followers
to Leaders: Managing Technology and Innovation (Routledge, London, 2002), which includes numerous case
examples. Local Enterprises in the Local Economy: Issues of Governance and Upgrading (Edward Elgar, Cheltenham,
2004), edited by Hubert Schmitz of the Institute of Development Studies, provides a summary of recent research
on the in?uence of global standards and value chains on the development of ?rms from emerging economies. For
recent reviews of the core competence and dynamic capability perspectives see David Teece’s Essays in Technology
Management and Policy: Selected Papers (World Scienti?c Publishing, London, 2004) and Connie Helfat’s Dynamic
Capabilities: Understanding Strategic Change in Organizations (Blackwell, Oxford, 2006).
Chapter 12
A number of books offer more detailed discussion of managing innovation – see for example:
Burgelman, R., Christensen, C. et al. (eds.) (2004) Strategic Management of Technology and Innovation. McGraw
Hill Irwin, Boston.
Dodgson, M. (2000) The Management of Technological Innovation. Oxford University Press, Oxford.
Dodgson, M., Gann, D. et al. (2005) Think, Play, Do: Technology and Organization in the Emerging Innovation
Process. Oxford University Press, Oxford.
Ettlie, J. (1999) Managing Innovation. John Wiley & Sons, Inc., New York.
Jones, T. (2002) Innovating at the Edge. Butterworth Heinemann, London.
Schilling, M. (2005) Strategic Management of Technological Innovation. McGraw Hill, New York.
Tidd, J., Bessant, J. et al. (2005). Managing Innovation: Integrating Technological, Market and Organizational
Change, 3rd edn. John Wiley & Sons, Ltd, Chichester.
Tidd, J. and Hull, F (eds.) (2003) Service Innovation: Organizational Responses to Technological Opportunities and
Market Imperatives. Imperial College Press, London.
Trott, P. (2004) Innovation Management and New Product Development. Prentice-Hall, London.
Van de Ven, A. (1999) The Innovation Journey. Oxford University Press, Oxford.
Von Stamm, B. (2003) Managing Innovation, Design and Creativity. John Wiley & Sons, Ltd, Chichester.
There are plenty of sites which look at aspects of managing innovation so just typing the phrase into a search engine
should get you started! But these are some useful links which offer research and related support:
Advanced Institute of Management Researchhttp://www.aimresearch.org/
Academy of Management (which has a TIM special interest group)http://www.aomtim.org/
SPRUhttp://www.sussex.ac.uk/spru/
CENTRIMhttp://centrim.mis.brighton.ac.uk/
Further Reading 9
Imperial College Innovation Studies Centrehttp://www3.imperial.ac.uk/portal
McMaster University (they run an excellent newsletter)http://mint.mcmaster.ca/mint/mint.htm
International Association for the Management of Technology (IAMOT)http://www.iamot.org/
Innovation auditing is increasingly popular and a number of websites offer frameworks for carrying this out – see,
for example, www.innovationdoctor.htm, www.thinksmart.htm, www.jpb.com/services/audit.php,
www.innovation-triz.com/innovation/, www.cambridgestrategy.com/page c5 summary.htm, and www.
innovationwave.com/
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