Innovation Management: Theory and Comparative Practice Illustrated by two Case Studies

Abstract

The innovation process is not homogeneous, but highly variable according to industrial sector and the level of abstraction of the innovation itself. This level of abstraction from existing products while not precisely measurable, can be graded, thus giving some guidance as to the probability of success according to the size of investment and the risk involved. The complexity of the new product and its technological level (the monograph confines the argument to product innovation) will also determine how the innovating organisation handles the innovation. Much research has now been done into the innovation process, and some of the leading projects and their findings are analysed. Supporting the basic argument there are two case histories, one of a successful scientific instrument, together with reference to an unsuccessful attempt to launch it, and one of a failure with a new material, in spite of highly successful technology.

Citation

Robertson, A. (1974), "Innovation Management: Theory and Comparative Practice Illustrated by two Case Studies", Management Decision, Vol. 12 No. 6, pp. 330-368. https://doi.org/10.1108/eb001059