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Chapter 1 Innovation Management : An Introduction. Fatih ARSLAN Zeynep ÖNCÜ Şeyma YILMAZ Çağatay YILMAZLAR. Very compatitive business market “The ability to change and adapt is essential to survive”. What should we do to adapt this changes?. Being innovative .

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chapter 1 innovation management an introduction

Chapter 1InnovationManagement: An Introduction

Fatih ARSLAN

Zeynep ÖNCÜ

Şeyma YILMAZ

Çağatay YILMAZLAR

slide2

Very compatitive business market

  • “The ability to change and adapt is essential to survive”
what should we do to adapt this changes
What should we do to adapt this changes?
  • Being innovative

Innovation is necessary to survive

“…not toinnovate is todie.” Christopher Freeman (1982)

what is innovation
What is innovation?
  • Innovation is not a single action but a total process of interrelated sub processes.
  • It is not just the conception of a new idea, nor the invention of a new device, nor the development of a new market.
innovation yes but how
Innovation: yes, but how?
  • selecting and successfully implementing the best ideas
can we manage innovation
Can wemanageinnovation?
  • Innovation is not a one-step activity, rather than affecting entire organization.
  • the most important issue is to manage the associated exchanges.
effect of innovation in the economic growth
Effect of innovation in theeconomicgrowth
  • Acceleration in economic growth was the result of technological progress.
  • According to the Schumpeter ; competition posed by new products was far more important than marginal changes in the prices of existing products.
the need to view innovation in an organisational context
Theneedtoviewinnovation in anorganisationalcontext
  • Theexpansion in manufacturingactivitieswassimultaneouslymatchedby an expansion in administrativeactivities. Thisrepresentedthebeginnings of thedevelopment of thediversifiedfunctionalenterprise.
  • Unfortunately, many of thestudies of innovationhavetreated it as an artefactthat is somehowdetachedfromknowledgeandskillsand not embedded in know-how
slide12

Thisinevitablyleadsto a simplifiedunderstanding, if not a misunderstanding, of whatconstitutesinnovation.

  • Thissectionshowswhyinnovationneedsto be viewed in thecontext of organisationsand as a processwithinorganisations
the need to view innovation in an organisational context1
Theneedtoviewinnovation in an organisationalcontext
  • Individuals in theinnovationprocess
  • Entrepreneurship
  • Design
  • Innovationandinvention
  • Successfulandunsuccessfulinnovations
  • Differenttypes of innovations
  • Technologyandscience
individuals in the innovation process
Individuals in theinnovationprocess
  • Identifiesindividuals as a keycomponent of theinnovationprocess.
  • Creativeindividuals
  • Firmoperatingfunctionsandactivities
  • Firmsarchitectureandexternallinkages
entrepreneurship
Entrepreneurship
  • Thequality of being an entrepreneur.
  • startingnewbusinesses.
  • describingactivitieswithin a firmorlargeorganization.
  • In a study of pastandfutureresearch on thesubject of entrepreneurship, LowandMacMillan, define it as ‘theprocess of planning, organising, operating, andassumingthe risk of a businessventure.
design
Design
  • Thedefinition of designwithregardtobusinessseemsto be widening ever furtherandencompassingalmostallaspects of business.
  • A keyquestionhowever, is how designrelatestoresearchanddevelopment?
  • Design is the main component in productdevelopment.
slide17

Todaytheprocess is dominatedbycomputer software programmesthatfacilitateallaspects of theactivity; hencetheproductdevelopmentactivitiesandtheenvironments in whichdesignoccurshavechangedconsiderably.

innovation and invention
Innovationandinvention
  • innovation is thefirstcousin of invention, but theyare not identicaltwinsthat can be interchanged.
  • Innovation is not a singleaction
  • Invention is theconception of the idea, whereasinnovation is thesubsequenttranslation of theinventionintotheeconomy.
slide19

innovationdepends on inventions but inventionsneedto be harnessedtocommercialactivitiesbeforethey can contributetothegrowth of an organisation.

  • Creativity: thethinking of novelandappropriateideas. Innovation: thesuccessfulimplementation of thoseideaswithin an organisation.
successful and unsuccessful innovations
Successfulandunsuccessfulinnovations
  • There is often a greatdeal of confusionsurroundinginnovationsthatare not commerciallysuccessful.

Kodak disk cameraSinclair C5

slide21

Commercialfailure, however, does not relegate an innovationto an invention.

  • Thefactthattheproductprogressedfromthedrawing board intothemarketplacemakes it an innovation – albeit an unsuccessfulone.
different types of innovations
Differenttypes of innovations
  • Industrialinnovation not onlyincludesmajor (radical) innovations but alsominor(incremental) technologicaladvances.
  • Indeed, successfulcommercialisation of theinnovationmayinvolveconsiderablywiderorganisationalchanges.
  • Technologicalinnovation can be accompaniedbyadditionalmanagerialandorganisationalchanges, oftenreferredto as innovations.
type of innovations
Type of innovations
  • Productinnovation
  • Processinnovation
  • Organizationalinnovation
  • Managementinnovation
  • Productioninnovation
  • Commercial/marketing
  • Service innovation
technology and science
TechnologyandScience
  • Weneedtoconsiderthe role playedbyscienceandtechnology in innovation. 
  • Science can be defined as systematicandformulatedknowledge.
slide26

Technology is knowledgeappliedtoproductsorproductionprocesses.

  • Scienceprovides us withinformationwhichwaspreviouslyUnknownbyunlikeengineers, scientists.
  • Engineersand not scientistswhomaketechnology.
slide28

Humorousand popular view of inventionsandinnovations has beenreinforcedovertheyearsandcontinuestooccur in the popular press. Manyindustrialistsandacademicshavearguedthatthissimpleview of a complexphenomenon has causedimmenseharmtotheunderstanding of scienceandtechnology.

models of innovation
Models of innovation

The literature on what ‘drives’ innovation has tended to divide into two schools of thought:

  • the market-based view
  • the resource-based view.
innovation as a management process
Innovation as a Management Process

Innovation may be described as a process and involves:

  • a response to either a need or an opportunity that is context dependent;
  • a creative effort that if successful results in the introduction of novelty;
  • the need for further changes.
network models
Network Models

The framework emphasises the importance placed on interaction (both formal and informal) within the innovation process. Indeed, innovation has been described as an information–creation process that arises out of social interaction.