Skip to main content

Managing Innovation: Integrating Technological, Market and Organizational Change, Enhanced eText, 6th Edition

Managing Innovation: Integrating Technological, Market and Organizational Change, Enhanced eText, 6th Edition

Joe Tidd, John Bessant

ISBN: 978-1-119-37941-6

May 2018

608 pages



Managing Innovation is the bestselling text for graduate and undergraduate students and a classic in the field. Emphasizing practical, evidence based tools and resources, this title provides students with the knowledge base to successfully manage innovation, technology, and new product development. The holistic approach addresses the interplay between the markets, technology, and the organization, while relating the unique skill set required to manage innovation and innovation processes.

The rapid pace of the field's evolution has brought an increase in multi-disciplinary approaches and skills, while expanding the available tool kit and pushing the boundaries of possibility forward. This text provides expert navigation through the abundance of new data, new methods, new concepts, and approaches — but it is designed to encourage and support tailored experimentation, not replace it. Equipped with a strong foundation and a productive innovation management mindset, today’s students will be equipped to bring about the era’s next great advances.

Related Resources


Request an Evaluation Copy for this title

Contact your Rep for all inquiries

Chapter 1: Innovation – What It Is and Why It Matters

1.1: The importance of innovation

1.2: Innovation is not just high technology

1.3: It’s not just products

1.4: Innovation and entrepreneurship

1.5: Strategic advantage through innovation

1.6: Old question, new context

1.7:  What is innovation?

1.8: A process view of innovation

1.9: Innovation Scopes and Types

Four dimensions of innovation space

Mapping Innovation Space

1.10: Key Aspects of Innovation

Incremental innovation – doing what we do but better

Platform innovation

Discontinuous innovation – what happens when the game changes?

Component/architecture innovation and the importance of knowledge

The innovation life cycle – different emphasis over time

1.11:  Innovation Management


Further reading

Case studies

Chapter 2: Innovation as a Core Business Process

2.1: Different Circumstances, Similar Management

2.2: Services and innovation


Service innovation emphasizes the demand side

2.3: Variations on a theme

The extended enterprise

Innovation in the not-for-profit arena

Social entrepreneurship

Organizational size matters

Project-based organizations

Platform innovation

Networks and systems

Variations in national, regional, local context

Do better/do different

2.4: A contingency model of the innovation process

2.5: Evolving models of the process

2.6: Can we manage innovation?

Building and developing routines across the core process

Navigating the negative side of routines

2.7: Learning to manage innovation

Identifying simple archetypes

Measuring innovation success

2.8: What Do We Know About Successful Innovation Management?

Success routines in innovation management




Key contextual influences

2.9: Beyond the Steady State


Further reading

Case studies


Chapter 3: Building the Innovative Organization

3.1 Shared vision, leadership and the will to innovate

3.2 Appropriate organizational structure

3.3 Key individuals

3.4 High involvement in innovation

3.5 A roadmap for the journey

3.6 Effective team working

3.7 Creative Climate

Creating Innovation Energy



Structures: Organizational support for innovation

The Innovation Energy sweet spot

Climate versus culture

Trust and openness

Challenge and involvement

Support and space for ideas

Conflict and debate

Risk taking


3.8 Boundary-spanning


Further Reading

Case Study


Chapter 4: Developing an Innovation Strategy

4.1 ‘Rationalist’ or ‘incrementalist’ strategies for innovation?

Rationalist strategy

Incrementalist strategy

Implications for management

4.2 Innovation ‘leadership’ versus ‘followership’

4.3 The dynamic capabilities of firms

Institutions: finance, management and corporate governance

Learning and imitating

4.4 Appropriating the benefits from innovation

4.5 Exploiting Technological trajectories

4.6 Developing firm-specific competencies

Hamel and Prahalad on competencies

Assessment of the core competencies approach

Developing and sustaining competencies

4.7 Globalization of innovation

4.8 Enabling strategy making

Routines to help strategic analysis

Portfolio management approaches


Further Resources


Chapter 5: Sources of Innovation

5.1: Where do innovations come from?

5.2: Knowledge push

5.3: Need pull

5.4: Making processes better

5.5: Crisis-driven innovation

5.6:  Whose needs? The challenge of under-served markets

5.7: Emerging markets

5.8: Towards mass customisation

5.9: Users as innovators

5.10: Using the crowd

5.11:  Extreme users

5.12: Prototyping

5.13: Watching others – and learning from them

5.14: Recombinant innovation

5.15: Design-led innovation

5.16: Regulation

5.17: Futures and forecasting

5.18: Accidents


Further reading

Case studies


Chapter 6: Search Strategies for Innovation

6.1: The innovation opportunity

Push or pull innovation?

Incremental or radical innovation?

Exploit or explore?

6.2: When to search

6.3: Who is involved in search

6.4: Where to search – the innovation treasure hunt

Ambidexterity in search

Framing innovation search space

6.5:  A map of innovation search space

Zone 1

Zone 2

Zone 3

Zone 4

6.6: How to search

6.7: Absorptive capacity

6.8: Tools and mechanisms to enable search

Managing internal knowledge connections

Extending external connections

Sending out scouts

Exploring multiple futures

Keeping an eye on innovation markets

Working with active users

‘Deep diving’

Probing and learning

Corporate venturing

Using brokers and bridges


Further reading

Case studies



Chapter 7: Innovation networks

7.1: The ‘spaghetti’ model of innovation

7.2: Innovation networks

Why networks?

Emergent properties in networks

Learning networks

Breakthrough technology collaborations

Regional networks and collective efficiency

7.3: Networks at the start-up

7.4: Networks on the inside

7.5: Networks on the outside

7.6: Networks into the unknown

7.7: Managing innovation networks

Configuring innovation networks

Facing the challenges of innovation networks


Further reading

Case studies


Chapter 8: Decision Making under Uncertainty

8.1: Meeting the challenge of uncertainty

8.2: The funnel of uncertainty

8.3: Decision making for incremental innovation

8.4: Building the business case

Probe-and-learn approaches to concept development

8.5: Concept testing and engaging stakeholders

8.6: Spreading the risk - building a portfolio

8.7: Decision making at the edge

Not invented here and the ‘corporate immune system’

8.8: Mapping the selection space

Building alternative futures


Further reading

Case studies


Chapter 9: Making the Innovation Case

9.1 Developing the business plan

9.2 Forecasting innovation

Customer or market surveys

Internal analysis, e.g. brainstorming

External assessment, e.g. Delphi

Scenario development

9.3 Estimating the adoption of innovations

Processes of diffusion

Factors influencing adoption

Characteristics of an innovation

Relative advantage





9.4 Assessing risk, recognizing uncertainty

Risk as probability

Perceptions of risk

9.5 Anticipating the resources

Financial assessment of projects

How to evaluate learning?

How practising managers cope


Further Reading

Case Studies


Chapter 10: Creating New Products and Services

10.1 Processes for new product development

Concept generation

Project selection

Product development

Product commercialization and review

Lean and agile product development

Lean start-up

(a) Build-measure-learn

(b) Minimum viable product (MVP)

(c) Validated learning

(d) Innovation accounting

(e) Pivoting

(f) Single unit flow

(g) Line stop/ Andon cord

(h) Continuous improvement

(i) Kanban

(j) Five whys

10.2 Factors influencing product success or failure

Commitment of senior management

Clear and stable vision


Information exchange

Collaboration under pressure

10.3 Influence of technology and markets on commercialization

10.4 Differentiating products

10.5 Building architectural products

Segmenting consumer markets

Segmenting business markets

10.6 Commercializing technological products

10.7 Implementing complex products

The nature of complex products

Links between developers and users

Adoption of complex products

10.8 Service innovation


Further Reading

Case Studies


Chapter 11: Exploiting Open Innovation and Collaboration

11.1 Joint ventures and alliances

11.2 Forms of collaboration

11.3 Patterns of collaboration

11.4 Influence of technology and organization

Competitive significance

Complexity of the technology

Codifiability of the technology

Credibility potential

Corporate strategy

Firm competencies

Company culture

Management comfort

Managing alliances for learning

11.5 Collaborating with suppliers to innovate

11.6 User-led innovation

11.7 Extreme users

11.8 Benefits and limits of open innovation


Further Reading

Case Studies

Chapter 12: Promoting Entrepreneurship and New Ventures

12.1 Ventures, defined

Profile of a venture champion

Venture business plan



Corporate venture funding

Venture capital

12.2 Internal corporate venturing

To grow the business

To exploit underutilized resources in new ways

To introduce pressure on internal suppliers

To divest non-core activities

To satisfy managers’ ambitions

To spread the risk and cost of product development

To combat cyclical demands of mainstream activities

To learn about the process of venturing

To diversify the business

To develop new competencies

12.3 Managing corporate ventures

12.4 Assessing new ventures

Structures for corporate ventures

Direct integration

Integrated business teams

New ventures department

New venture division

Special business units

Independent business units

Nurtured divestment

Complete spin-off

Learning through internal ventures

12.5 Spin-outs and new ventures

12.6 University incubators


Further Reading

Case Studies


Chapter 13: Capturing the Business Value of Innovation

13.1 Creating value through innovation

13.2 Innovation and firm performance

13.3 Exploiting knowledge and intellectual property

Generating and acquiring knowledge

Identifying and codifying knowledge

Storing and retrieving knowledge

13.4 Sharing and distributing knowledge

13.5 Exploiting intellectual property



Design rights

Licensing IPR

13.6 Business models and value capture

13.7 Dynamics of generative interaction


Further Resources


Chapter 14: Capturing Social Value

14.1: Building BRICs – the rise of new players on the innovation stage

14.2: Innovation and social change

14.3: The challenge of sustainability-led innovation

14.4: A framework model for sustainability-led innovation

14.5: Responsible innovation


Further reading

Case studies


Chapter 15: Capturing Learning from Innovation

15.1: What we have learned about managing innovation

15.2: How to build dynamic capability

15.3: How to manage innovation

15.4: The importance of failure

15.5: Tools to help capture learning

Post project reviews (PPRs)


Capability maturity models

Agile innovation methods

15.6: Innovation auditing

15.7: Measuring innovation performance

15.8: Measuring innovation management capability

15.9: Reflections




Proactive links


15.10: Developing innovation capability

15.11: Final thoughts

Further reading

Case studies

New to this Edition:
  • Fully updated coverage of the latest research and practice in the field
  • Expanded coverage of business model innovation, open innovation, user innovation, and crowd-sourcing, service, and social innovation
Wiley Advantage:
  • "Research Notes" support a strong empirical approach to the understanding and practice of innovation management
  • "Views from the Front Line" connect the experiences and challenges of real-world managers to the concepts discussed in the text 
  • Emphasizes application over theory, providing practical, tested processes, models, and tools
  • Multimedia supplements including video and podcast material provide additional perspective  
  • Interactive innovation tools and exercises reinforce critical concepts