Read e-book online Management of Innovation and Product Development: PDF

By Marco Cantamessa, Francesca Montagna

Presenting an built-in and holistic viewpoint on innovation administration and product layout and improvement, this monograph bargains a different and unique knowing of ways those views are interconnected. This e-book explores those subject matters in a scientifically rigorous demeanour, associating educational findings with examples from company. It offers readers with the conceptual and decision-making instruments required to appreciate and deal with the method of innovation at varied degrees, from the research of industry-wide phenomena to the formula of a method and from the making plans of operations to the administration of technical offerings. Chapters hide innovation as an monetary and social phenomenon, the formula of innovation method, the administration of product improvement tactics and tasks and the technical layout of goods and companies. supplying a useful source to postgraduate scholars in economics, company and engineering, this ebook can also be meant for managers and entrepreneurs.

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Effectiveness in pursuing exploration projects Effectiveness in pursuing exploitation projects Competency trap Technological capability Fig. 4 Organizational Learning 29 The consequences of a competency trap can be quite dramatic, if the environment in which the firm operates changes significantly, and the firm is unable to adapt to it. As discussed by Lee and Van den Steen (2010), the risk of falling into a competency trap becomes even greater for firms that actively involved in knowledge management practices aimed at identifying best practices and codifying them.

This phenomenon is called a competency trap, since it leads a company to become locked-in, or imprisoned, to its own strengths. Effectiveness in pursuing exploration projects Effectiveness in pursuing exploitation projects Competency trap Technological capability Fig. 4 Organizational Learning 29 The consequences of a competency trap can be quite dramatic, if the environment in which the firm operates changes significantly, and the firm is unable to adapt to it. As discussed by Lee and Van den Steen (2010), the risk of falling into a competency trap becomes even greater for firms that actively involved in knowledge management practices aimed at identifying best practices and codifying them.

Given that scientific knowledge has to a technologist the same role that a map has to an explorer, we still need to achieve a better understanding of technological knowledge. Up to now, we only have shown that this latter kind of knowledge is tacit, difficult to codify and transfer, since it is rooted in experience. This topic has been amply studied by Vincenti (1990) in his seminal work, based on a deep analysis of the evolution of knowledge in the field of aeronautical engineering. Vincenti’s main finding is that technological knowledge is broader than simply “applied science”, and can be classified in the following categories.

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