General manager's instruction kit for managing innovation, this text was developed from the author's course at Harvard Business School and is designed to help students and managers learn to address the issues related to managing innovation more effectively.

General manager's instruction kit for managing innovation, this text was developed from the author's course at Harvard Business School and is designed to help students and managers learn to address the issues related to managing innovation more effectively.

`The book provides a valuable resource for researchers, practitioners and policy-makers... In particular, it provides a good introduction to broader aspects of the field of innovation for researchers based within the engineering and science traditions′ - Journal of Manufacturing Technology Management `Howells has synthesised a broad range of sources with considerable insight to provide the first sophisticated single volume on innovation that draws on economics, sociology, law and from the history of science and technology. By setting innovation in social and institutional context, he convincingly shows how firms and markets shape and can be shaped by the decisions of managers and entrepreneurs. I will certainly be using this book as a central text for my Masters degree teaching on innovation management, management of technology and related topics′ - Jonathan Liebenau, London School of Economics and Columbia University `A great strength of the book is the extensive and detailed integration of rich case study analyses into the main flow of the argument. Many apparently well known cases are revisited and critically assessed to draw clear and often contrary to popular belief lessons. This is a highly original and commendable feature of this text. It provides an unusually strong integration between theory and examples. And there is no doubt of the relevance of the examples: they are not inserted as an afterthought, but are intrinsically part of the development of the thinking′ - Professor James Fleck, Head of Entrepreneurship and Innovation Group, University of Edinburgh Management School This book analyses a range of social contexts in which human decisions shape technology in the market economy. It comprises a critical review of both a select research literature and in-depth historical studies. Material is drawn from many social science disciplines to inform the reader of the reality of taking decisions on innovation. The chapters cover: - The social context for individual acts of creative insight - The development of the technology-market relationship - The management of R&D and technological standards - Technological competition - The role of institutions of finance in innovation - The reciprocal relationship between intellectual property law and technological innovation. - The role of technological skills and regimes of technological education in innovation. - An introduction to the role of the state in maintaining the innovative capacity of the private sector.

This text has been written for a course in technology and innovation. It covers contemporary research by using a combination of text, readings, and cases. Based on reviewer response to a survey, the authors have updated many of the cases that instructors found outdated or lacking. Classic cases such as Claire McCloud have been kept, while newer cases such as Intel Corporation in 1999 have been added. There is also a strong set of readings from sources such as Harvard Business Review, California Management Review, and Sloan Management Review.

This book discusses adoptive management innovation, which has been successfully implemented in other areas. It proposes a theory on this field by considering the importance and popularity of adoptive management innovation in China and around the globe, and focusing on its nature. It also establishes a process framework through which adoptive management innovation occurs, explores how individual characteristics of individual managers affect their adoption decision, examines the effects of a firm’s dynamic capability on each phase of adoptive innovation, and addresses how intangible management innovation supports the process of tangible product innovation to produce effects. By exploring the process, adoption decision, drivers and effects of adoptive management innovation, the book offers abundant applications for managerial practice.

Innovation is the major driving force in organisations today. With the rise of truly global markets and the intensifying competition for customers, employees and other critical resources, the ability to continuously develop successful innovative products, services, processes and strategies is essential. While creativity is the starting point for any kind of innovation, design is the process through which a creative idea or concept is translated into reality. Managing Innovation, Design and Creativity, 2nd Edition brings these three strands together in a discussion built around a collection of up-to-date case studies.