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If R&D and innovation in the 1990s were about more
internationalization, more corporate entrepreneurship, and more
information-integration, then the 2000s have been about
consolidating and expanding these trends further: more
globalization including the technology mavericks of China and
India, more open and inbound innovation integrating external
technology providers, and more web- and Intern- enabling of
innovation processes by involving R&D contributors regardless
of their location. The corporate R&D powerhouses of the 1980s
are now mostly history. Even where they survived, they had to yield
to corporate efficiency efforts and business-wide integration
programs. Still, it would be unfair to belittle them in retrospect
as they have found new roles in corporate R&D and innovation n-
works. In fact, the very successes of centralized R&D
organizations of the 1970s and 1980s made possible the revolution
of globalized innovation that we have been witnessing since the
1990s. The first two editions of Managing Global Innovation,
published in 1999 and 2000, were testimonials of an increasingly
internationalizing world of innovation and R&D. In this third
edition of Managing Global Innovation, we have retained the basic
structure of two conceptual parts (I and II) and three case study
parts (III, IV, V). However, we have greatly revised all chapters,
including the final "Imp- cations" chapter (part VI), and
incorporated new chapters and cases that illuminate and describe
the recent trends in the context of the beginnings of global
innovation in the 1980s and 1990s.
If R&D and innovation in the 1990s were about more
internationalization, more corporate entrepreneurship, and more
information-integration, then the 2000s have been about
consolidating and expanding these trends further: more
globalization including the technology mavericks of China and
India, more open and inbound innovation integrating external
technology providers, and more web- and Intern- enabling of
innovation processes by involving R&D contributors regardless
of their location. The corporate R&D powerhouses of the 1980s
are now mostly history. Even where they survived, they had to yield
to corporate efficiency efforts and business-wide integration
programs. Still, it would be unfair to belittle them in retrospect
as they have found new roles in corporate R&D and innovation n-
works. In fact, the very successes of centralized R&D
organizations of the 1970s and 1980s made possible the revolution
of globalized innovation that we have been witnessing since the
1990s. The first two editions of Managing Global Innovation,
published in 1999 and 2000, were testimonials of an increasingly
internationalizing world of innovation and R&D. In this third
edition of Managing Global Innovation, we have retained the basic
structure of two conceptual parts (I and II) and three case study
parts (III, IV, V). However, we have greatly revised all chapters,
including the final "Imp- cations" chapter (part VI), and
incorporated new chapters and cases that illuminate and describe
the recent trends in the context of the beginnings of global
innovation in the 1980s and 1990s.
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