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Strategic Management in the Innovation Economy: Strategic Approaches and Tools for Dynamic Innovation Capabilities [Hardcover]

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Item description for Strategic Management in the Innovation Economy: Strategic Approaches and Tools for Dynamic Innovation Capabilities by Thomas H. Davenport, Marius Leibold & Sven C. Voelpel...

During the past few years, the global environment has been increasingly causing revolutionary, disruptive innovation changes in traditional industries, corporations and business models. Traditional approaches to strategy are proving to be inadequate to deal with these changes, and those who want to survive and succeed in the highly competitive global economy urgently need more dynamic, innovative and holistic approaches to strategy and strategic management.

The major focus of this book is to provide new strategic management approaches and tools to enable capabilities for rapid, discontinuous organizational innovation and change. For both advanced students and business managers, it presents a well-balanced combination of leading-edge theory supported by published articles of prominent scholars, and case studies & examples, all designed to substantiate a new strategic mindset, innovative tools, and practical applications for significantly increased innovative capabilities.

Among the topics covered in the book are innovative business models, open-sourcing, mobile enterprise, industry-inflection, systemic strategy approaches, R&D structures outside the organization, innovation effectiveness tools, networked incubation, customer knowledge cooption, communities of new value creation, and innovative strategy leadership.

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Item Specifications...

Pages   444
Est. Packaging Dimensions:   Length: 0.75" Width: 6.75" Height: 9.5"
Weight:   2.15 lbs.
Binding  Hardcover
Release Date   Mar 27, 2006
Publisher   Wiley
ISBN  3895782637  
ISBN13  9783895782633  

Availability  0 units.

More About Thomas H. Davenport, Marius Leibold & Sven C. Voelpel

Register your artisan biography and upload your photo! Thomas H. Davenport is the President's Distinguished Chair at Babson College and a research fellow at the MIT Center for Digital Business. Jeanne G. Harris is Executive Research Fellow and Director of Research for the Accenture Institute for High Performance Business.

Thomas H. Davenport currently resides in Austin, in the state of Texas. Thomas H. Davenport was born in 1954 and has an academic affiliation as follows - Babson College, MA, USA International Institute for Analytics Internat.

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Product Categories

1Books > Subjects > Business & Investing > General
2Books > Subjects > Business & Investing > Management & Leadership > Management
3Books > Subjects > Business & Investing > Management & Leadership > Systems & Planning

Reviews - What do customers think about Strategic Management in the Innovation Economy: Strategic Approaches and Tools for Dynamic Innovation Capabilities?

The must read book for all business researchers and managers  Jan 21, 2006
At first glance I thought this book is an ambitious one: why the focus on innovation economy (is it really different?), and will another book on strategic management have anything significantly new - and practical - to say? The wish that I have, and I guess many other business managers, is for simple and practical strategy approaches and tools to handle the speed and (often bewildering) innovative variety of our current business and economic life. I was pleasantly surprised to see that the authors not only pose the same questions right at the outset, but then proceed to make a valid case for the innovation economy, and also new strategic management approaches and tools for its challenges, through extensive case examples of countries, industries and companies.

But what really delighted me was the original and very appropriate analogous use of Einstein's theorem of energy - E=MC?2, to show how companies can rejuvenate their innovative energies, and also how Moore's law and Metcalfe's law work in conjunction to increase innovative power of companies. Of course, these make sense only if used strategically well through a new strategy approach, termed `poised strategy' by the authors, that includes risk-factored experimentation with new business models.

The real value of the book for both managers and researchers, in my view, is the summarization, condensation and comparison of all the key dimensions of innovation, while showing you practically how to devise and implement a strategic innovation process in a holistic way (in addition to the traditional mechanistic processes). The valuable ideas of e.g. Chesbrough on open innovation, and Christensen on disruptive innovation, are elegantly covered and integrated as a platform for the book's central message.

I'm happy to see that the authors, unlike too many writers on the subject, recognize that current strategy approaches and processes - most still rooted in the industrial economy, have shortcomings in their application in the innovation economy. Product innovation is ineffective if not seen within process innovation, network innovation and innovation in business model design, the latter which is especially crucial today. The issues underlying business model innovation are handled exceptionally well, with sound understanding through a variety of industry and business examples.

You'll find plenty of checklists and summaries, including principles for reinventing business models, ways of rejuvenating organizational energies, driving growth through innovation, new strategic management processes and tools, and frameworks for handling new strategic leadership challenges in the innovation economy. I think this book is going to be seen as a seminal book, making sense of the often confusing writings on innovation and strategy that abound today, and providing a new benchmark in strategy thinking and doing.

As a possible note of criticism, I think the scope of the book is probably too large, with its contents attempting to cover all issues of strategy and innovation; however, I think the authors had no option but to provide a widely-integrative work at this point in time, and from that angle the book makes perfect sense. Finally, what impressed me hugely is that the book offers value for a wide range of often disparate people - managers, leaders, teachers, researchers and even politicians. However, definitely a must read for everyone working in either business research or management. With this book Tom Davenport, Marius Leibold and Sven Voelpel are enhancing their status as leading original management thinkers for the 21st century.

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