The editors, aware of the recent work in evolutionary theory and the science of chaos and complexity, challenge the sometimes deterministic flavor of this subject. They are interested in uncovering the place of agency in these theories that take history so seriously. In the end, they are as interested in path creation and destruction as they are in path dependence. This book is compiled of both theoretical and empirical writings. It shows relatively well-known industries, such as the automobile, biotechnology, and semi-conductor industries in a new light. It also invites the reader to learn more about medical practices, wind power, lasers, and synthesizers. Primarily written for academicians, researchers, and Ph.D. students in fields related to technology management, this book is research-oriented and will appeal to all managers.

The editors, aware of the recent work in evolutionary theory and the science of chaos and complexity, challenge the sometimes deterministic flavor of this subject. They are interested in uncovering the place of agency in these theories that take history so seriously. In the end, they are as interested in path creation and destruction as they are in path dependence.
This book is compiled of both theoretical and empirical writings. It shows relatively well-known industries, such as the automobile, biotechnology, and semi-conductor industries in a new light. It also invites the reader to learn more about medical practices, wind power, lasers, and synthesizers.
Primarily written for academicians, researchers, and Ph.D. students in fields related to technology management, this book is research-oriented and will appeal to all managers.

The capacity for technology businesses to grow and change with the times is linked to how these businesses develop and market technological innovations. Despite the importance of technological changes for corporate vitality, there are documented instances of corporations failing to capitalize on technological opportunities. Innovation outcome is contingent upon a match between a firm's internal capabilities and its external context. Technological Innovation addresses specific ways in which the slim odds of corporate success can be enhanced. It analyzes why companies choose certain new technologies, from a technological, economic, and institutional perspective. Based on multidisciplinary research on technological choice, the book bridges research and practice to provide an enlightening and practical study.

The capacity for technology businesses to grow and change with the times is linked to how these businesses develop and market technological innovations. Despite the importance of technological changes for corporate vitality, there are documented instances of corporations failing to capitalize on technological opportunities. Innovation outcome is contingent upon a match between a firm's internal capabilities and its external context. Technological Innovation addresses specific ways in which the slim odds of corporate success can be enhanced. It analyzes why companies choose certain new technologies, from a technological, economic, and institutional perspective. Based on multidisciplinary research on technological choice, the book bridges research and practice to provide an enlightening and practical study.

The Innovation Journey presents the results of a major longitudinal study that examined the process of innovation from concept to implementation of new technologies, products, processes, and administrative arrangements. Its findings call into question most of the explanations of the innovation process that have been proposed in the past.
The Minnesota Innovation Research Program, on which this book is based, involved over 30 researchers who undertook longitudinal studies that tracked the development of 14 diverse innovations in real time and in their natural field settings. Studying its results, the authors find that the innovation journey is neither sequential and orderly, nor is it a matter of random trial and error; rather it is best characterized as a nonlinear dynamic system.
The system consists of a cycle of divergent and convergent activities that may be repeated over time and at different organizational levels if enabling and constraining conditions are present. This divergent-convergent cycle is found to be the underlying dynamic that explains the development of corporate cultures for innovation, learning among innovation team members, leadership behaviors of top managers or investors, building relationships and joint ventures with other organizations, and developing an industrial infrastructure for innovation. Resource investments and organizational structure enable this innovation cycle, while external institutional rules and internal focus draw the boundaries of the journey.
The authors conclude with advice for innovation managers and entrepreneurs: learn to "go with the flow," because while they can learn to maneuver through the innovation journey, they cannotcontrol its flow.