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Includes bibliographical references and index. Technological innovations—Management.
Creative ability in business. Sundbo, Jon.
Fuglsang, Lars. I Originally a chemical engineer, he has been active in the field of research and consultancy in technology and innovation management for over 25 years. His areas of special interest include human resource and organisational development for innovation, inter-firm learning and enabling the emergence of agile enterprises.
He is the author of 12 books — the latest is Managing Innovation, with J. Tidd and K. Pavitt Wiley, — and many articles on the above topics, and has lectured and consulted widely around the world. Bo Edvardsson is Professor of Business Administration. His current research interest lies in the field of service quality with the emphasis on service design and the development of new services.
Notes on contributors xv 2 3 4 5 6 7 8 9 1 2 4 5 6 7 8 9 1 2 3 4 5 6 7 8 9 1 2 3 4 5 6 7 8 9 1 2 3 4 Lars Fuglsang is Associate Professor in Political Science and Innovation at Roskilde University, Denmark. He has participated in several research projects on innovation and technology development and has written international articles on the topic; he has also participated in projects on service development, organisation and innovation.
He has published articles in international journals on innovation, entrepreneurship and service management, particularly in the public sector, and is co-author of several books on innovation, organisation and technology in Danish. He is co-author of a book on southern European and Mediterranean industrial production systems, and has published a number of articles on the economics of SMEs in the Mediterranean countries. He is also the author or co-author of several books on innovation in services.
His current research topics are on the managerial usefulness of quality and customer satisfaction research, and competing through service development: customer-driven innovation. She is also affiliated to the Center for Local Institutional Research as a member of a research group working with technology and innovation. Keeble and B. His main research interest is environmental management. Marius T.
His research focuses on the development and empirical exploration of organisation theory applied to the innovative behaviour of firms. His most recent work includes articles and book chapters on patterns of interaction in regional innovation systems, theory formation in innovation sciences, the selection-adaptation debate and innovative performance, learning and proximity.
He has previously held professorships at Uppsala University and Oslo School of Business and received a doctorate from the Stockholm School of Economics in His main research interest is in innovation management, company creativity and strategies for product and company development. His major fields of research are the economic organisation of innovation, the relationships between spatial proximity and innovation, and issues related to technology and innovation policy.
Meeus and F. Meeus and J.
Hage , in Organisation Studies, , 22 1. Her thesis highlights strategic and tactical aspects of user involvement in service innovation. He has dealt with innovation and service business as research fields, and is Director of the Centre of Service Studies and coordinator of the research group on innovation and technology development in the Department of Social Sciences, Roskilde University.
He has also published articles on service firms, e.
It sees innovation as a strategic response to change-processes in the market and society characterised by uncertainties. Market and social developments are particularly important. These include new patterns of behaviour and ethical norms, political regulations and new knowledge. As markets become more mature and complex, and consumers more demanding and critical, consumers do not just accept innovations.
Innovations have to be negotiated.
Firms cannot merely adapt to markets as stable environments, they need to be more reflexive and strategic. By reflexive we mean that firms must take into consideration the changing manifestations of their actions on the market and in society. By strategic we mean that firms must consciously negotiate their role in the division of labour and in relation to customers. This approach, we argue, is relevant to an understanding of innovation in the contemporary economy, which is characterised by knowledge, services and flexibility.
We think much more attention could be devoted to strategy as a force of innovation under conditions of reflexivity. We do not mean to say, however, that strategic reflexivity as a theoretical concept is relevant to all forms of innovation and industrial development, particularly not when innovation is characterised by clear technological opportunities for the firm.
We want to make this approach more explicit. For that purpose, we emphasise economic, political and management factors and the approach has particularly benefited from sociological inspiration. The sub-components of the approach, which will be developed further in this and other chapters of the book, are interaction, roles, complementarity and innovation management.
Briefly, innovation can be seen as being inspired by interaction among relevant actors, i. This interaction is not to be understood as a smooth social interaction process inside a wellordered, rule-governed system or organisation, but as a reflexive and often fragmented and conflict-based game. In order to ensure a role for themselves, actors formulate and negotiate strategies of innovation that relate to the expectations of others.
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Strategic reflexivity is often formative, not purely reactive. Strategic reflexivity deals with the impressions a firm makes on the market and society, but it also seeks to manipulate and control these impressions. A driving force behind strategic reflexivity is the attempt to ensure and create a role for the firm and the employees in the division of labour that exists in the innovation process. Strategic reflexivity is, in itself, a process that makes it possible for people to adjust and change their roles. Roles have to fit in with each other and complementarity between them is critical, particularly in the service sector.
Furthermore, economic actors have strategic interests in their given roles that may constitute a hallmark for them. To change a role therefore is risky for both the firm and the employee. Radical innovations are therefore rare, and if entrepreneurship exists it is often of the Kirzner-type, making up for insufficiencies and mistakes rather than creating entirely new structures cf. Kirzner Management is seen as a relevant activity from which strategic reflexivity is constructed. Innovation management interprets market opportunities, and develops strategies from these interpretations.
Innovation is a comprehensive concept.
Furthermore, manufacturing is no longer the dominant industrial activity.