What is it about?
Continuing the theme of the book on issues in strategic supply management, this chapter examines innovation management and dynamic capability. We commence with an introduction to innovation networks. We go on to consider some of the key challenges in building and developing dynamic capabilities to manage innovation, looking towards inter-organisational relationships; concepts such as open innovation, inter-firm learning and discontinuous innovation are presented. The chapter concludes by discussing the implications for the strategic management of supply
Featured Image
Why is it important?
Innovation matters. In terms of competitiveness, whether of firms, sectors or national economies, much depends on sustaining a pattern of continuous change in what is offered to the world and the ways in which that offering is created and delivered (product and process innovation).
Perspectives
No firm is an island …. A key component is at the inter-organizational level where innovation outcomes are strongly associated with the ways in which relationships and behaviour within these relationships are managed. At its heart innovation is about knowledge – and in particular, combining a wide range of knowledge elements to create something new. These elements may involve science and technology, market needs, manufacturing capabilities, competitor behaviour, regulatory issues and a host of other contents – but unless they can all be woven together the innovation is not likely to succeed.
Professor Wendy Phillips
University of the West of England
Read the Original
This page is a summary of: Innovation Management and Dynamic Capability, SAGE Publications,
DOI: 10.4135/9781446269886.n15.
You can read the full text:
Resources
Contributors
The following have contributed to this page
