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Innovation Lab - Downloads

Smart Spenders: The Global Innovation 1000
by Barry Jaruzelski, Kevin Dehoff and Rakesh Bordia, forthcoming in strategy+business issue 45, Winter 2006
Brandnew: Booz Allen Hamilton's annual study of the world's 1000 largest corporate R&D budgets uncovers a small group of high-leverage innovators who outperform their industries. (uploaded 22.11.2006)


Inside the innovation
London Management School;Business Strategy Review Spring 2006
2006 The Author, Journal compilation © 2006 London Business School


Yellow Page
AIM Innovation Directory, 2nd edition
Register of all "Innovation" researchers in UK


Developing Parallel Routines for Radical Product Innovation
written by John Bessant, David Francis, August 2004

Working Paper: A paradox in innovation management is that firms deploying what is generally recognised 'good practice' can find themselves under threat through disruption caused by some form of discontinuity in their operating environment. Routines suited to dealing with steady state' innovation differ from and may even conflict with those needed to explore this 'innovator's dilemma' and reviews the experience of a case study firm working in the medical products field. It argues that firms need to learn to manage innovation but that two complementary learning approaches - adaptive and generative - are needed.


Beyond the Steady State: Managing Discontinuous Product and Process Innovation
Written by John Bessant, Hannah Noke, Richard Lamming, Wendy Phillips, August 2004

Working Paper: Research on the innovation process and its effective management has consistently highlighted a set of themes constituting 'good practice'. The limitation of such 'good practice' is that it relates to what might be termed 'steady state' innovation - essentially innovative activity in product and process terms which is about 'doing what we do, but better'. The prescription works well under these conditions of (relative) stability in terms of products and markets but is not a good guide when elements of discontinuity come into the equation. Discontinuity arises from shifts along technological, market, political and other frontiers and requires new or at least significantly adapted approaches to their effective management. This paper highlights empirical findings from a selection of companies involved in a project sponsored by the UK Department of Trade and Industry (DTI). The results highlight a number of key themes that organizations could implement to discontinuous innovation.


Management Innovation
Written by AIM fellowers Julian Birkinshaw, Gary Hamel, Michael Mol

Working Paper: Focused on the two Questions: First, what is the nature of management innovation? How can we categorize or make sense of the enormous variety of management innovations that exist, and how can we distinguish management innovation from related concepts, such as management fashion and process innovation? Second, what are the causes of management innovation? What are the conditions that lead management innovation to transpire, and to what extent can these be recreated in contemporary settings?


Dealing with Discontinuity
© Professor John Bessant, Dr. David Francis 2005

AIM Management Report: This report examines the strategies required to manage innovation related to discontinuous events as well as managing innovation in stable conditions.


Leading for Innovation
© Dr. Natasha Munshi, Dr. Adegoke Oke, Maria Stafylarakis, Dr. Phanish Puranam, Steve Towells, Dr. Kathrin Möslein and Professor Andy Neely 20

AIM Managment Report: How can the UK boost innovation? How can companies become better and more effective innovators? A number of factors affect the level of innovation in the findings of a team of management scholars selected by AIM in collaboration with the Chartered Management Institute to investigate the relationship between leadership and innovation.


Toolkits for idea competitions: A novel method to integrate users in new product development
(download at Frank Piller's Homepage)

written by Frank T. Piller and Dominik Walcher - R&D Management, 36(2006) 3: 307-318


Collective Customer Commitment: Reducing the risks of new product development
(download at Frank Piller's Homepage)

written by Susumu Ogawa & Frank T. Piller - MIT Sloan Management Review, 47 (2006) 2
(Winter 2006): 65-72


User Driven Innovation: Kunden als Initiator und Beteiligte im Innovationsprozess
(download at Frank Piller's Homepage)
written by Frank Piller
in: Olga Drossou und Stefan Krempl (Hg.): Open Innovation. Freier Austausch von Wissen als soziales, politisches und wirtschaftliches Erfolgsmodell, Hannover: Heise dpunkt (Reihe Telepolis)
2006

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