Strategic Management of Innovation and Design

An exciting textbook that explains principles and techniques that firms can use to ensure continuous and successful innovation.

Pascal Le Masson (Author), Benoît Weil (Author), Armand Hatchuel (Author)

9780521182430, Cambridge University Press

Paperback, published 9 September 2010

488 pages, 57 b/w illus. 19 tables
24.4 x 17 x 2.5 cm, 0.77 kg

'This book, which has been well translated from the original French would make an excellent text for a graduate level course in innovation management or for practitioners seeking new ideas and inspiration and is recommended reading for all with an interest in design research and practice.' Dorian Marjanovic, The Design Society Newsletter

There is now widespread agreement that innovation holds the key to future economic and social prosperity in developed countries. Experts studying contemporary capitalism also agree that the battle against unemployment and relocations can only be won through innovation. But what kind of innovation is required and what is the best way to manage, steer and organize it? Grounded on experiences of innovative firms and based on recent design theories, this book argues that instead of relying on traditional R&D and project management techniques, the strategic management of innovation must be based on innovative design activities. It analyses and explains new management principles and techniques that deal with these activities, including innovation fields, lineages, C-K (Concept-Knowledge) diagrams and design spaces. The book is ideal for advanced courses in innovation management in industrial design schools, business schools, engineering schools, as well as managers looking to improve their practice.

List of figures
List of tables
List of cases
Preface 1 Paul Rivier
Preface 2 Marc Maurer
Introduction: from R&D to RID
Part I. From Innovation to Innovative Design: 1. What do we know about innovation? Testing the economic and social sciences
2. Management sciences and innovation: identity of objects and innovation capability
3. The design activity and innovation capability
Part II. Design Capacities in Innovative Firms: 4. Highly innovative firms: Tefal 1974–97 - the Wizards of Rumilly
5. A model of the innovative firm: design strategy, metabolism and growth regime
6. Grafting the Tefal model: astonishing performance from an innovative start-up
Part III. Rebuilding Innovation Capabilities: 7. Large firms and intensive innovation: the recurring R&D crises
8. From R&D to RID: missions and organizations of innovative design
9. Learning from experience: expansions from the innovative windscreen at Saint-Gobain Sekurit
Part IV. Innovative Design: Tools and Organizations: 10. The methodologies of innovative design: C-K theory, innovation fields and design spaces
11. Type 1 innovation fields: design in the search for new values - the innovative forms of user-involvement
12. Type 2 innovation fields: design by drastic technological change and by regenerating functions
13. Type 3 innovation fields: combining scientific research and conceptual innovation
14. The inevitable return to rule-based design
15. Innovative design, platforms and open innovation: the management of exploratory partnerships
Conclusion: the governance of innovative design, a third era of modern management?
Bibliographical appendix. Innovation viewed by the different disciplines: an extended survey
Postface Jacques Lacambre and Dominique Levent
Innovative design glossary
Bibliography
Index.

Subject Areas: Engineering: general [TBC], Entrepreneurship [KJH], Business innovation [KJD], Business strategy [KJC], Business & management [KJ]