| List of figures | p. ix |
| List of tables | p. xi |
| Preface | p. xiii |
| |
| Capabilities and competitive advantage in continually changing contexts | p. 3 |
| Introduction | p. 3 |
| Changing patterns of competition | p. 3 |
| Scoping the broader managerial context with respect to capabilities and innovation | p. 12 |
| Concluding remarks | p. 18 |
| Capabilities as strategic resources | p. 19 |
| Introduction | p. 19 |
| Capabilities and the resource-based view of the firm | p. 19 |
| Capabilities and organizational knowledge | p. 21 |
| Capabilities and tacitness | p. 30 |
| Capabilities and path dependence | p. 31 |
| Concluding remarks | p. 34 |
| Capabilities and competitive advantage | p. 35 |
| Introduction | p. 35 |
| Capabilities and competitive advantage | p. 38 |
| Capabilities and value creation | p. 42 |
| Concluding remarks | p. 47 |
| Managing capabilities for strategic advantage | p. 49 |
| Introduction | p. 49 |
| Strategic management of capabilities | p. 49 |
| Selecting capabilities | p. 51 |
| Building capabilities | p. 54 |
| Deploying capabilities | p. 58 |
| Protecting capabilities | p. 63 |
| Concluding remarks | p. 65 |
| Strategic capabilities and innovation | p. 66 |
| Introduction | p. 66 |
| Capabilities and innovation | p. 66 |
| Institutional innovation | p. 71 |
| Revolutional innovation | p. 74 |
| Evolutional or sustainable innovation | p. 78 |
| Capabilities and evolutional innovation | p. 82 |
| Concluding remarks | p. 84 |
| Evolutional innovation: deriving opportunity from disruption | p. 86 |
| Introduction | p. 86 |
| Evolutional innovation: deriving opportunity from disruption | p. 87 |
| Implications and challenges for management | p. 95 |
| Learning to derive opportunity from disruption | p. 99 |
| Exploiting new opportunities for competitive advantage | p. 101 |
| Concluding remarks | p. 103 |
| |
| Market orientation and innovation success | p. 107 |
| Introduction | p. 107 |
| Market orientation | p. 108 |
| Costs versus benefits of customer involvement in the innovation process | p. 110 |
| Stages of the development process and customer involvement | p. 115 |
| Environmental turbulence-is a different approach needed? | p. 117 |
| Integrating future market opportunities, technological advances, firm capabilities, and strategic intent | p. 119 |
| Foresight as background to future proofing | p. 121 |
| Scenarios in planning | p. 123 |
| Trend analysis | p. 127 |
| Technology roadmaps | p. 129 |
| Quality function deployment | p. 132 |
| Concluding remarks | p. 138 |
| Accelerating progress through partnering and alliancing | p. 141 |
| Introduction | p. 141 |
| Partnerships and alliances | p. 142 |
| Alliance, constellation, and networks | p. 158 |
| Concluding remarks | p. 161 |
| Creating organizations and networks to support innovation | p. 163 |
| Introduction | p. 163 |
| Networks and clusters: new ways of organizing | p. 164 |
| Networks and clusters: contributing to a firm's innovativeness | p. 168 |
| Networks and clusters: realizing the benefits | p. 171 |
| Networks and clusters: incremental or radical innovation | p. 174 |
| How networks develop | p. 177 |
| Concluding remarks | p. 180 |
| Managing complex technology projects, programs, and portfolios | p. 182 |
| Introduction | p. 182 |
| The nature of complex technology projects, programs, and portfolios | p. 184 |
| Features of high-technology development projects | p. 186 |
| The process of new product development | p. 188 |
| Controlling time and cost in projects: earned value analysis (EVA) | p. 193 |
| Accelerating innovation projects | p. 196 |
| Portfolio management for overall performance improvement | p. 212 |
| Managing risk | p. 218 |
| Concluding remarks | p. 225 |
| Measuring innovation performance | p. 227 |
| Introduction | p. 227 |
| The purposes of measurement | p. 231 |
| The nature of innovation performance measurement | p. 232 |
| The use of measures for innovation performance management | p. 239 |
| Current practices in innovation performance measurement: the important measures | p. 244 |
| Frameworks for innovation performance measurement | p. 250 |
| The phenomenological approach to innovation | p. 256 |
| Making innovation performance reviews pay | p. 259 |
| Concluding remarks | p. 260 |
| Strategic capabilities portfolio analysis: Diagnostic methodology | p. 263 |
| Case study: BP Amoco and capabilities development | p. 275 |
| References | p. 280 |
| Index | p. 294 |
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