Following the rich history of inventors and entrepreneurs, this MIT professor has developed a practical model to explore innovation and its unsettling effects. Readers will gain the needed understanding to utilize and nurture this important force in industries and companies.

In developing this model, Utterback examines industries over long periods of time to discover patterns in the way innovation is introduced, adopted, and then replaced by yet further innovation.

Explores how innovation transforms industries, suggesting a strategic model to help firms to adjust to ever-shifting market dynamics. Understanding and adapting to innovation -- 'at once the creator and destroyer of industries and corporations' -- is essential with increasing fragmentation and foreign competition, and the consequent demand for high cost-value and globally appealing products. Business cycles and population ecology (which focuses on linkages between survival, population density of firms, and size and growth of the market) are used to explain the surprising amount of movemente that characterizes even the largest, most established firms. The history of innovation is explored through a diverse variety of industries -- from typewriters to incandescent light bulbs to ice. These accounts show that entrepreneur-inventors and innovative firms tend to become conservative and defensive as the market expands beyond their original concept; this is the point at which it becomes difficult for the firm, originally innovative, to keep up with market shifts. Following these trends, organizations are either organic or mechanistic. Organic firms operate in an uncertain environment, so that individuals must collaborate on frequent adjustments in a limited hierarchy with a rich flow of communication. Mechanistic organizations, on the other hand, are characterized by rigid coordination that establishes consistent routines, especially following the advent of a successful corporate innovation. Firms must accept the inevitability of change by valuing innovation even above past success; one of management's most essential roles is to find a balance between supporting new and established innovations. (CJC).

For organizations that care about innovation, individual creativity isn't enough anymore -- people need to be in creative, collaborative relationships. But without the knowledge and tools for building these relationships, innovation expert Michael Schrage argues, one will not be successful in the offices of today and even less so in the "virtual" offices of tomorrow. No More Teams gives readers the tools and techniques to go beyond the lazy cliches of "teamwork" to the practical benefits of collaboration. When Schrage studied the world's greatest collaborations -- including Wozniak and Jobs, Picasso and Braque, Watson and Crick -- he found that instead of relying on charisma, they all created "shared spaces" where they could play with their ideas. By effectively using technological tools available in most workplaces -- anything from a felt tip pen and a napkin to specialized computer software - -you can literally map your discussion as it is happening, making it possible to keep all the good ideas, cope with every objection, handle conflicts as they arise, and, ultimately, master the unknown.

For organizations that care about innovation, individual creativity isn't enough anymore -- people need to be in creative, collaborative relationships. But without the knowledge and tools for building these relationships, innovation expert Michael Schrage argues, one will not be successful in the offices of today and even less so in the "virtual" offices of tomorrow. No More Teams gives readers the tools and techniques to go beyond the lazy cliches of "teamwork" to the practical benefits of collaboration. When Schrage studied the world's greatest collaborations -- including Wozniak and Jobs, Picasso and Braque, Watson and Crick -- he found that instead of relying on charisma, they all created "shared spaces" where they could play with their ideas. By effectively using technological tools available in most workplaces -- anything from a felt tip pen and a napkin to specialized computer software - -you can literally map your discussion as it is happening, making it possible to keep all the good ideas, cope with every objection, handle conflicts as they arise, and, ultimately, master the unknown.

Get complete, up-to-date and authoritative coverage of technology and innovation. A broadly encompassing encyclopedia on the emerging topic of technology innovation and management (TIM), this volume covers a wide array of issues. TIM is a relatively new field and is highly interdisciplinary, incorporating strategy and entrepreneurship, economics, marketing, organizational behavior, organization theory, physical and life sciences, and even law. All of these disciplines are represented in this volume, and their intersections are made clear. Entries are contributed by scholars from around the world who are leading experts in their respective topics. This volume is appropriate for scholars who are new to this particular field, as well as industry practitioners interested in understanding the state of knowledge in these specific areas. Entries may also serve as useful instructional materials, given their span of coverage as well as their currency. Encyclopedia of Technology and Innovation Management has now been adapted and included as the 13th volume of the Wiley Encyclopedia of Management. VK Narayanan is Stubbs Professor of Strategy & Entrepreneurship and Associate Dean of Research at Drexel University, Philadelphia, U.S.A. Gina O'Connor is Associate Professor of Marketing in the Lally School of Management and Technology at Rensselaer Polytechnic Institute, Troy, NY, U.S.A.