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This book emphasizes the practical side of Technology and
Innovation Management. It includes significant contribution to the
practice of strategizing, management of competences and innovation
management. The findings presented on these selected topics are
research-based, however each contribution covers the implementation
of the research results.
Emphasizing the practical side of Technology and Innovation
Management, this book includes significant contributions to the
practice of strategizing, management of competences and innovation
management. While the findings are research-based, each
contribution has 'managerial implications' which cover the
recommended implementation.
What Makes this Book Unique? No crystal ball is required to safely
predict, that in the future - even more than in the past - mastered
innovativeness will be a primary criterion distinguishing s-
cessful from unsuccessful companies. At the latest since Michael
Porter's study on the competitiveness of nations, the same
criterion holds even for the evaluation of entire countries and
national economies. Despite the innumerable number of p- lications
and recommendations on innovation, competitive innovativeness is
still a rare competency. The latest publication of UNICE - the
European Industry - ganization representing 20 million large,
midsize and small companies - speaks a clear language: Europe
qualifies to roughly 60% (70%) of the innovation strength of the US
(Japan). The record unemployment in many EU countries does not c-
tradict this message. A main reason may be given by the fact that
becoming an innovative organi- tion means increased openness
towards the new and more tolerance towards risks and failures, both
challenging the inherently difficult management art of cultural
change. Further, lacking innovativeness is often related to legal
and fiscal barriers which rather hinder than foster innovative
activities. Yet another reason to explain Europe's notorious
innovation gap refers to insufficient financial R&D resources
on the company as well as on the national level. As a result, for
example, hi- ranking decisions on the level of the European
Commission are taken to increase R&D expenditures in the
European Union from roughly 2% to 3% of GNP.
What Makes this Book Unique? No crystal ball is required to safely
predict, that in the future - even more than in the past - mastered
innovativeness will be a primary criterion distinguishing s-
cessful from unsuccessful companies. At the latest since Michael
Porter's study on the competitiveness of nations, the same
criterion holds even for the evaluation of entire countries and
national economies. Despite the innumerable number of p- lications
and recommendations on innovation, competitive innovativeness is
still a rare competency. The latest publication of UNICE - the
European Industry - ganization representing 20 million large,
midsize and small companies - speaks a clear language: Europe
qualifies to roughly 60% (70%) of the innovation strength of the US
(Japan). The record unemployment in many EU countries does not c-
tradict this message. A main reason may be given by the fact that
becoming an innovative organi- tion means increased openness
towards the new and more tolerance towards risks and failures, both
challenging the inherently difficult management art of cultural
change. Further, lacking innovativeness is often related to legal
and fiscal barriers which rather hinder than foster innovative
activities. Yet another reason to explain Europe's notorious
innovation gap refers to insufficient financial R&D resources
on the company as well as on the national level. As a result, for
example, hi- ranking decisions on the level of the European
Commission are taken to increase R&D expenditures in the
European Union from roughly 2% to 3% of GNP.
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