1. Overview of innovation
1.1. The importance of innovation
1.1.1. maintain competitive edge
1.1.2. respond to market change
1.1.3. drive growth
1.2. Study of innovation
1.2.1. traditional study from Europe and the USA
1.2.2. Contemporary studies
1.3. Challenges of innovation concept
1.3.1. conflicts between different concepts related to innovation: entrepreneurship, design, science, technology, creativity and invention
1.4. Types of innovation
1.4.1. Product innovation
1.4.2. process innovation
1.4.3. organisational innovation
1.4.4. management innovation
1.4.5. commercial/marketing innovation
1.4.6. service innovation
1.5. models of innovation
1.5.1. Serendipity
1.5.2. simultaneous coupling model
1.5.3. architectural innovation
1.5.4. interactive model
1.5.5. linear models
1.5.6. open innovation
1.5.7. Doing, using and interacting (DUI) mode of innovation
1.5.8. discontinuous innovation
1.5.9. the cyclic model of innovation with interconnected cycles
2. National systems of innovation and entrepreneurship
2.1. Role of the state
2.1.1. producing game-changing breakthrough
2.1.2. invest in university and research to create technology, support technical training and education
2.1.3. national scientific capacity and R&D offshoring
2.2. Waves of innovation and growth
2.2.1. Wave 1 - early mechanism
2.2.2. Wave 2 - steam engine
2.2.3. Wave 3 - Electrical and heavy engineering
2.2.4. Wave 4 - automobiles
2.2.5. Wave 5 - ICT
2.3. Entrepreneurship
2.3.1. the pursuit of opportunity beyond the resources you currently control (Stevenson 1983, 1985, 1990)
3. Managmenet of innovation in firm
3.1. Dilemma of innovation management
3.1.1. Between efficiency and creativity
3.1.2. stability and change
3.2. Managing uncertainty
3.2.1. Organisational capabilities
3.2.1.1. Exploitation
3.2.1.2. Ambidexterity
3.2.2. Pearson's uncertainty map
3.2.2.1. Quadrant 1 - exploratory research
3.2.2.2. Quadrant 2 - development engineering
3.2.2.3. Quadrant 3 - Applications engineering
3.2.2.4. Quadrant 4 - combining market opportunities with technical capabilities
3.3. Managing innovation projects
3.3.1. matrix of complexity of architectural/component knowledge
3.4. Organisational characteristics
3.4.1. growt orientation
3.4.2. organisational heritage and innovation experience
3.4.3. Vigliance and external links
3.4.4. cross-functional cooperation and coordination with organisational structure
3.4.5. Receptivity
3.4.6. Space for creativity
3.4.7. Strategy towards innovation
3.4.8. coordination of a diverse range of skills
3.4.9. acceptance of risks
3.5. a classification of industrial firms
3.5.1. supplier-dominated firms
3.5.2. science-based firms
3.5.3. scale-intensive firms
3.5.4. specialist equipment supplier
3.6. organisationtal structures
3.6.1. organic
3.6.2. mechanistic
3.7. role of individual
3.7.1. Technical innovator
3.7.2. technical/commercial scanner
3.7.3. boundary spanner
3.7.4. gatekeeper
3.7.5. product champion
3.7.6. sponsor
3.8. critical factors for innovation success
3.8.1. firm-related factors
3.8.1.1. organisational heritage
3.8.1.2. experience
3.8.1.3. R&D team
3.8.1.4. R&D intensity
3.8.1.5. strategy towards innovation
3.8.1.6. Organisational structure
3.8.2. project-related factors
3.8.2.1. complementarity
3.8.2.2. management style
3.8.2.3. top management support
3.8.3. product-related factors
3.8.3.1. relative price
3.8.3.2. relative quality
3.8.3.3. uniqueness
3.8.3.4. technologically advanced
3.8.4. market-related factors
3.8.4.1. concentration of target market
3.8.4.2. timing of market entry
3.8.4.3. competitive pressure
3.8.4.4. marketing
3.9. Managing intellectual property
3.9.1. Type of intellectual property
3.9.1.1. patents
3.9.1.2. registered designs
3.9.1.3. copyright
3.9.1.4. registered trademarks
3.9.2. Scenario
3.9.3. Scenario
3.10. Operation and process innovation
3.10.1. Operation management
3.10.1.1. gap analysis => triggers for innovation
3.10.2. process design and innovation
3.10.2.1. classification of interdependence
3.10.2.1.1. reciprocal
3.10.2.1.2. pooled
3.10.2.1.3. process sequential
3.10.2.1.4. product sequential
3.10.2.1.5. Amensalism
3.10.2.1.6. unilateral
3.10.3. lean innovation
3.10.3.1. 5 steps and principles
3.10.3.1.1. identify customer value
3.10.3.1.2. map the value stream
3.10.3.1.3. create flow
3.10.3.1.4. establish pull
3.10.3.1.5. seek perfection
3.11. Managing organisational knowledge
3.11.1. Technology trajectories
3.11.1.1. the acquisition of firm-specific knoweldge
3.11.1.2. the resource-based perspective
3.11.1.3. dynamic competence-based theory of firm
3.11.1.4. dynamic competences enable innovation
3.11.1.5. Developing firm-specific competencies
3.11.1.6. competencies and profits
3.11.2. Developing innovation strategies
3.11.2.1. leader/offensive
3.11.2.2. fast follower/defensive
3.11.2.3. cost minimisation/imitative
3.11.2.4. market segmentation specialisat/traditional
3.11.3. technology developmetn and effort required
3.11.4. innovation and competition
3.11.4.1. dominant design
3.11.4.2. radical and incremental innovation
4. Strategic alliances and network
4.1. Strategic alliances
4.1.1. licensing
4.1.2. supplier relations
4.1.3. outsourcing
4.1.4. a joint venture
4.1.5. collaboration
4.1.6. consortium
4.1.7. industry clusters
4.1.8. innovation networks
4.2. Process of forming a successful strategic alliance
4.2.1. negotiating a licensing deal
4.2.2. selection of suitable partner
4.2.3. management towards collaboration
4.3. Editing Best Practices
5. Open innovation and technology transfer
5.1. open innovation
5.2. technology transfer
5.2.1. models
5.2.1.1. licensing
5.2.1.2. intermediary agency model
5.2.1.3. hiring skilled employees
5.2.1.4. technology transfer units
5.2.1.5. research clubs
5.2.1.6. science park model
5.2.2. limitations and barriers
5.2.2.1. NIH syndrome
5.2.2.2. absorptive capacity