1. CHAPTER 1: INNOVATION MANAGEMENT AN INTRODUCE
1.1. Importance of Innovation
1.1.1. Adapt and evolve
1.1.2. Increase competition
1.2. Study of Innovation
1.2.1. Historical Perspectives
1.2.1.1. Competition through new products as vital (Schumpeter)
1.2.1.2. Outlined the progression of innovation from radical product changes to incremental process improvements (Abernathy and Utterback (1978) )
1.2.2. Regional Approaches
1.2.2.1. Technological advancement (U.S)
1.2.2.2. Commercializing inventions (Europe)
1.3. Problems of Definitions and Vocabulary
1.3.1. Key Terms
1.3.1.1. Entrepreneurship
1.3.1.2. Design
1.3.1.3. Science
1.3.1.4. Technology
1.3.1.5. Creativily
1.3.1.6. Invention
1.3.1.7. Innovation (theoretical conception+technical invention+commercial exploitation)
1.3.2. Type of Innovation
1.3.2.1. Product Innovation
1.3.2.2. Process Innovation
1.3.2.3. Organisational Innovation
1.3.2.4. Management Innovation
1.3.2.5. Production Innovation
1.3.2.6. Commercial/marketing innovation
1.4. Models of Innovation
1.4.1. Serendipity
1.4.1.1. The unexpected discovery / luck
1.4.1.2. Rare
1.4.2. Linear Models
1.4.2.1. Origin
1.4.2.1.1. Science base
1.4.2.1.2. Technological development
1.4.2.1.3. Needs of the market
1.4.2.2. Classify
1.4.2.2.1. Technology push
1.4.2.2.2. Market pull
1.4.3. Simultaneous Coupling model
1.4.3.1. Innovation arises from multiple, interconnected factors.
1.4.4. Architectural Innovation
1.4.4.1. 1. Incremental Innovation 2. Modular Innovation 3. Radical Innovation 4. Architectural Innovation
1.4.5. Interactive model
1.4.5.1. 1. Links together the technology-push and market-pull models 2. Result of the interaction of the marketplace, the science base and the organisation’s capabilities.
1.4.6. Innovation Life Cyclic and Dominant designs Abernathy and Utterback (1978)
1.4.6.1. Three Phases of the Innovation Life Cycle 1. Fluid Phase - Major Technological and Product Innovation 2. Transitional Phase (Dominant Design) - Competition and Process Innovations 3. Specific Phase - Cost Reduction and Standardization
1.4.7. Open Innovation
1.4.7.1. 1. Linkages with knowledge inputs 2. Collaboration to exploit knowledge outputs
1.4.8. Doing, using and interacting (DUI) mode of innovation
1.4.9. Discontinuous innovation
1.4.9.1. Innovation as a management process
1.5. Innovation as a management process
1.5.1. Innovation is a series of activities
1.5.2. Innovation is a process and involves
1.5.2.1. 1. idea generation 2. technology development 3. manufacturing and marketing of a new (or improved) product or manufacturing process or equipment
2. Chapter 4: Managing innovation within firms
2.1. Organizational Characteristics
2.1.1. Innovation stimulus, capacity and performance
2.1.1.1. Innovation stimulus
2.1.1.1.1. Leadership
2.1.1.1.2. People management
2.1.1.1.3. Knowledge management
2.1.1.1.4. Creativity management
2.1.1.2. Innovation capacity
2.1.1.2.1. Technology management
2.1.1.2.2. R&D management
2.1.1.3. Innovation performance
2.1.1.3.1. Product innovation
2.1.1.3.2. Process innovation
2.1.2. Critical factors for innovation success
2.1.2.1. Successful marketable product
2.1.2.1.1. Technological viability
2.1.2.1.2. Commercial viability
2.1.3. Growth orientation
2.1.3.1. Exploit short-term opportunity
2.1.3.2. Maintain at existing size
2.1.3.3. Seeking for growth
2.1.3.3.1. Interested in Innovation
2.1.4. Organisational heritage
2.1.4.1. Encourages innovation
2.1.5. Innovation experience
2.1.5.1. Improve skills for technology commercialization.
2.1.6. Vigilance
2.1.6.1. Requires continual external scanning
2.1.6.2. External links
2.1.6.2.1. Contribute to the flow of information
2.1.7. Firm's commitment to Technology and R&D intensity
2.1.8. Cross-functional cooperation and coordination within organisational structure
2.1.9. Receptivity
2.1.9.1. The awareness, identification and externally developed technology
2.1.9.2. A rise in joint ventures and alliances
2.1.10. Space for creativity
2.1.10.1. Slack is required for innovation
2.1.11. Innovation Strategies
2.1.12. Diverse range of skills
2.2. The dilemma of Innovation Management
2.2.1. Exploitation
2.2.2. Exploration
2.2.3. Ambidexterity
2.3. Pearson’s uncertainty map
2.3.1. Uncertainty about output
2.3.2. Uncertainty about process
2.3.3. Quadrant 1: Explatory Research
2.3.4. Quadrant 2: Development Engineering
2.3.5. Quadrant 3: Applications Engineering
2.3.6. Quadrant 4: Combining market opportunities with technical capabilities
2.4. Matrix of complexity of architectural/component knowledge
2.4.1. Knowledge of the components
2.4.2. Architectural knowledge
2.4.3. Radical & incremental innovations
2.4.4. Modular innovation
2.4.5. Architectural innovation
2.5. Industrial Firms Classification
2.5.1. Supplier-dominated firms
2.5.2. Science-based firms
2.5.3. Scale-intensive firms
2.5.4. Specialist equipment suppliers
2.6. Tools & methodologies in the innovation process
2.6.1. Knowledge and technology management
2.6.1.1. Knowledge audits
2.6.1.2. Knowledge mapping
2.6.1.3. Technology road maps
2.6.1.4. Industry foresight panels
2.6.1.5. Document management
2.6.1.6. IPR management
2.6.2. Market intelligence
2.6.2.1. Technology watch/technology search
2.6.2.2. Patents analysis
2.6.2.3. Business intelligence
2.6.2.4. Competitor analysis
2.6.2.5. Trend analysis
2.6.2.6. Focus groups
2.6.2.7. Customer relationship management (CRM)
2.6.3. Cooperation and networking
2.6.3.1. Groupware
2.6.3.2. Team-building
2.6.3.3. Supply chain management
2.6.3.4. Industrial clustering
2.6.4. Human resources management
2.6.4.1. Teleworking
2.6.4.2. Corporate intranets
2.6.4.3. Online recruitment
2.6.4.4. e-Learning
2.6.4.5. Competence management
2.6.5. Interface management
2.6.5.1. R&D - marketing interface management
2.6.5.2. Concurrent engineering
2.6.6. Creativity development
2.6.6.1. Brainstorming
2.6.6.2. Lateral thinking
2.6.6.3. TRIZ
2.6.6.4. Scamper method
2.6.6.5. Mind mapping
2.6.7. Process improvement
2.6.7.1. Benchmarking
2.6.7.2. Workflow
2.6.7.3. Business process re-engineering
2.6.7.4. Just in time
2.6.8. Innovation project management
2.6.8.1. Project management
2.6.8.2. Gantt charts
2.6.8.3. Project appraisal
2.6.8.4. Stage-gate processes
2.6.8.5. Project portfolio management
2.6.9. Design and product development
2.6.9.1. CAD systems
2.6.9.2. Rapid prototyping
2.6.9.3. Usability approaches
2.6.9.4. Quality function deployment
2.6.9.5. Value analysis
2.6.9.6. NPD computer decision models
2.6.10. Business creation
2.6.10.1. Business simulation
2.6.10.2. Business plan
2.6.10.3. Spin-off from research to market
2.7. Roles in the innovation process
2.7.1. Technical innovator
2.7.2. Technical/commercial scanner
2.7.3. Boundary spanner
2.7.4. Gatekeeper
2.7.5. Product champion
2.7.6. Project leader
2.7.7. Sponsor
2.8. Organizational Structures & Innovation
2.8.1. Organic/Flexible
2.8.2. Mechanistic
3. Chapter 7: Managing Organizational Knowledge
3.1. Technology trajectories
3.1.1. Absorptive Capacity
3.1.2. Resource-based Perspective
3.1.3. Dynamic capabilities
3.1.4. Dynamic competence-based theory
3.1.4.1. ‘Reconfigurations’ of thinking and methods for innovating.
3.1.4.2. Potential controversy in understanding organizational routines
3.1.4.2.1. Static Routines
3.1.4.2.2. Dynamic Routines
3.1.5. Competencies
3.1.5.1. Core competencies
3.1.5.2. Core Competency Model (Hamel and Prahalad, 1994)
3.1.5.3. Make profits
3.1.5.3.1. Imitability
3.1.5.3.2. Extent of coreness
3.2. Technology life cycles and S-curves
3.3. The learning organization
3.3.1. Single-Loop Learning
3.3.2. Double-Loop Learning
3.4. Abernathy and Utterback’s three phases of innovation
3.4.1. Fluid
3.4.2. Transitional
3.4.3. Specific Phase
3.5. Innovation strategies
3.5.1. Dominant design
3.5.2. Radical and incremental innovation
3.5.2.1. Incremental
3.5.2.2. Radical
3.5.3. Leader/offensive
3.5.4. Fast follower/defensive
3.5.5. Cost minimisation/imitative
3.5.6. Market segmentation specialist/traditional
4. CHAPTER 2: NATIONAL SYSTEMS OF INNOVATION AND ENTREPRENEURSHIP
4.1. The Role of the State in Innovation
4.1.1. The state
4.1.1.1. Institutional Setting
4.1.1.2. Customers
4.1.1.3. Suppliers & Supporting Industries
4.1.1.4. Factor Conditions
4.1.1.5. Innovative Firm
4.2. How National States Facilitate Innovation
4.2.1. National scientific capacity and R&D Offshoring: Companies outsource research to access lower costs and specialized skills.
4.2.2. Economic Crises: An opportunity to increase innovation spending.
4.2.3. Fostering Innovation
4.2.3.1. Interventionist Model (Japan) 1. Direct intervention approach 2. Creating cohesion and complementarity
4.2.3.2. Free Market Model (U.S) 1. Minimal intervention approach 2. Free market maximizes innovation and productivity
4.2.3.3. Predatory State Model (East Asian Countries) Concentrate large economic resources into a small portion of the population through financial redistribution (rents)
4.2.4. Triple Helix Model
4.2.4.1. Collaboration between universities - industry - government
4.2.4.2. Universities contribute by: 1. Providing human capital (students, researchers). 2.Creating new technologies and prototypes. 3. Supporting industrial R&D through advanced equipment and know-how.
4.3. Waves Of Innovation And Growth
4.3.1. Economic Cycle Phases: Each wave experiences four phases
4.3.1.1. Phase1: Depression: Economic stagnation as old technologies become obsolete. Phase 2: Recovery: Emergence of new technologies sparks innovation. Phase 3: Prosperity: Peak growth as new technologies dominate. Phase 4: Recession: Decline as current technologies no longer meet market demands.
4.4. Entrepreneurship
4.4.1. Definition: Pursuing opportunities beyond current resources
4.4.2. Schumpeter emphasizes three factors influencing economic development: 1. External triggers (e.g., government demand or policy changes). 2. Gradual adjustments in economic activities. 3. Innovations as transformative forces in capitalist economies.
4.4.3. Entrepreneurs thrive when: 1. New opportunities are accessible. 2. Market and personal conditions allow for calculated risks.
4.4.4. Entrepreneurship Policies
5. CHAPTER 5: OPERATIONS AND PROCESS INNOVATION
5.1. operation management
5.1.1. control
5.1.1.1. input to output
5.2. process design & innovation
5.2.1. relationship
5.2.1.1. process innovation
5.2.1.1.1. cost reduction focus
5.2.1.1.2. less competition
5.2.1.1.3. less product differnentiation
5.2.1.1.4. new activities
5.2.1.2. product innovation
5.2.1.2.1. high product differentiation
5.2.1.2.2. intense competition
5.2.1.2.3. favored by firms
5.3. lean innovation
5.3.1. create
5.3.1.1. new product
5.3.1.1.1. idea to final form
5.3.1.2. new process
5.3.2. approach
5.3.2.1. corporatecultures
5.4. in management
5.4.1. QFD
5.4.1.1. "house of quality"
5.4.1.2. department intergration
5.4.1.3. better understanding of design interaction
5.4.1.4. early operations involvement
5.4.1.5. customer demand
5.4.1.5.1. customer centric design
5.4.1.5.2. understanding customer need
5.4.1.6. relate
5.4.1.6.1. voice of the customer
5.4.2. TQM
5.4.2.1. customer satisfaction
5.4.2.2. organizational integration
5.4.2.3. qualify cost
5.4.2.4. supporting systems & procedures
5.4.2.4.1. employee involvement
5.4.2.4.2. longterm - impact
5.4.3. process improvement team
5.4.3.1. solution - oriented
5.4.4. quality circles
5.4.4.1. voluntary worker are given training
5.4.4.1.1. idea generation
5.4.4.1.2. regular meetings
5.4.4.1.3. problem solving
5.4.5. gap analysis
5.4.5.1. aid understanding of the differences
5.4.6. ISO
5.4.6.1. top management comittment
5.4.6.2. customer - focused quality
5.4.6.3. quality performance measurement
5.4.6.4. improvement driven quality management
5.4.6.5. quality standards
5.4.6.6. external examiner
5.4.6.6.1. qualification
5.4.6.6.2. compliance check
5.4.6.6.3. certificating granting
5.4.7. EFQM
5.4.7.1. results
5.4.7.1.1. people
5.4.7.1.2. customer
5.4.7.1.3. society
5.4.7.1.4. key performance
5.4.7.2. performance measurement
5.4.7.2.1. self assessment
5.4.7.2.2. systematic review
5.4.7.2.3. regular review
5.4.7.2.4. comprehensive reiew
6. Chapter 6: Managing intellectual property
6.1. Intellectual Property (IP)
6.1.1. Protected by law via IP Systems (Patents, Trademarks, etc.)
6.1.2. Enables recognition or financial benefit.
6.1.3. Balances innovation incentives with market competition.
6.1.4. Trade-off: Monopoly rights vs. Public disclosure
6.2. Patents
6.2.1. Requirements
6.2.1.1. Novelty
6.2.1.2. Inventive Step
6.2.1.3. Industrial Application
6.2.2. Patent Configuration
6.2.2.1. Patent abstract
6.2.2.2. Detailed description with claims
6.2.3. Patent Harmonization
6.2.3.1. First-to-File vs. First-to-Invent systems
6.2.3.1.1. No countries are using First-to-Invent currently.
6.2.3.2. Europe vs. USA Patent systems
6.2.4. Patent Practice
6.2.4.1. Often cost-prohibitive for smaller businesses.
6.2.4.2. Limitations of Patent
6.2.4.2.1. Expensive to defend
6.2.4.2.2. Possible innovation deterrence
6.2.4.3. Example
6.2.4.3.1. Lipitor by Pfizer.
6.2.5. Patent Extensions
6.2.5.1. Supplementary Protection Certificates (SPCs)
6.2.5.2. Regulatory delay extensions in the US
6.2.6. Patents use in Innovation Management
6.2.6.1. Information source for Innovation & problem-solving
6.2.6.2. Mapping Technological Trends
6.2.7. Duality of Patents in Innovation
6.2.7.1. Encourage
6.2.7.1.1. Incentives for R&D
6.2.7.1.2. Knowledge disclosure
6.2.7.2. Hinder
6.2.7.2.1. Denying Follow-on innovation
6.2.7.2.2. High entry barriers
6.2.7.2.3. Costly legal risks
6.2.7.2.4. Issuance of questionable patents
6.2.8. Alternatives to patents
6.2.8.1. Secrecy
6.2.8.2. Accumulated tacit knowledge
6.2.8.3. Lead time
6.2.8.4. After-sales service
6.2.8.5. Learning curve
6.2.8.6. Complementary assets
6.2.8.7. Product complexity
6.2.8.8. Standards
6.2.8.9. Branding
6.3. Trademarks
6.3.1. Definition
6.3.1.1. Graphical sign that distinguishes products/services of one entity from others.
6.3.2. Requirements
6.3.2.1. Be distinctive
6.3.2.2. Not deceptive
6.3.2.3. Not to be confused with existing trademarks
6.4. Brand Names
6.4.1. Definition
6.4.1.1. A name, logo, symbol, or some other feature that helps customers easily recognize the brand.
6.4.2. Brand equity
6.4.2.1. The value of a brand name.
6.4.2.2. Simplifying customer decision-making.
6.4.2.3. Leverage firm’s brand extensions and premium pricing.
6.5. Registered Designs
6.5.1. Definition
6.5.1.1. Protection for the aesthetic appeal of product design.
6.5.2. Scope
6.5.2.1. Shape
6.5.2.2. Pattern
6.5.2.3. Ornamentation
6.5.3. Duration
6.5.3.1. 15 years with 5 renewable five-year terms
6.5.4. Examples
6.5.4.1. Crocs, Piaggio Vespa, etc.
6.6. Copyright
6.6.1. Definition
6.6.1.1. Recognised by the symbol ©
6.6.1.2. Gives legal rights to creators of certain kinds of material.
6.6.2. Scope
6.6.2.1. Original literary
6.6.2.2. Dramatic, musical, artistic works
6.6.2.3. Sound recordings
6.6.2.4. Layout of published editions
6.6.3. Duration
6.6.3.1. For individuals
6.6.3.1.1. Lifetime + 50 years after death
6.6.3.2. For corporate or anonymous works
6.6.3.2.1. 90 years from the date of publication
6.6.3.2.2. 100 years from the date of creation.
6.6.4. Creator’s rights
6.6.4.1. Right to reproduce works
6.6.4.2. Right to create derivative works
6.6.4.3. Distribution right
6.6.4.4. Public performance right
6.6.4.5. Digital transmission right
6.6.4.6. Concept and legal basis
6.7. Remedy Against Infringement
6.7.1. Copy Infringement:
6.7.1.1. Unauthorized copying
6.7.1.2. Unauthorized distribution
6.7.1.3. Public performance without permission
6.7.1.4. Creating derivative works
6.7.1.5. Software piracy
6.7.2. Forms of infringement
6.7.2.1. Damages
6.7.2.2. Injunction
6.7.2.3. Accounts
6.7.3. Remedies
6.7.3.1. Legal solutions
6.7.3.2. Technical solutions
6.7.3.3. Education and propaganda solutions
6.7.3.4. Administrative solutions
6.7.3.5. Cooperation and enforcement
7. Chapter 10: Open innovation and technology transfer
7.1. Open innovation
7.1.1. Chesbrough’s open innovation approach
7.1.2. Chesbrough’s Closed vs. Open Innovation Principles
7.2. External technology acquisition
7.2.1. Methods
7.2.2. The acquisition of external technology matrix
7.3. Technology transfer
7.3.1. Definition
7.3.1.1. Purpose
7.3.1.1.1. Promote technical innovation
7.3.1.1.2. Enhance industry and commerce applications
7.3.1.2. Mechanism
7.3.1.2.1. Transfer of ideas, knowledge, and technology
7.3.1.3. Sources
7.3.1.3.1. Leading-edge companies
7.3.1.3.2. R&D organizations
7.3.1.3.3. Academic research institutions
7.3.1.4. Types
7.3.1.4.1. Ideas and concepts
7.3.1.4.2. Knowledge and expertise
7.3.1.4.3. Devices and tools
7.3.1.4.4. Artifacts and prototypes
7.3.1.5. Goals
7.3.1.5.1. Broaden application of innovation Increase effectiveness in practical use Foster collaboration across sectors
7.3.2. Models
7.3.2.1. Licensing
7.3.2.2. Science park model
7.3.2.3. Intermediary agency model
7.3.2.4. Hiring skilled employees
7.3.2.5. Technology transfer units
7.3.2.6. Research clubs
7.3.3. Limitations and barriers
7.3.3.1. Complex process
7.3.3.2. Mismatch between needs and information-centered transfer activities.
7.3.3.3. Receptivity
7.3.3.4. Organizational know-how
7.3.3.5. NIH Syndrome
7.4. Absorptive capacity
7.4.1. 4A conceptual framework
7.4.1.1. Awareness
7.4.1.2. Association
7.4.1.3. Assimilation
7.4.1.4. Application
7.4.2. Firms should
7.4.2.1. Technological environment scanning via networking
7.4.2.1.1. Tuned scanning
7.4.2.1.2. Commercial scanning & Technology scanning
7.4.2.2. Technology and market needs matching
7.5. Inward transfer
7.5.1. Awareness of and receptivity from members
7.5.2. Technology and Organizational Learning
7.5.2.1. Knowledge transfer & core organizational routines alignment.
7.5.2.2. Continuous learning for technology embedment within the organization.
7.5.3. Double-Loop Learning
7.5.4. Embedding Technology
8. Chapter 8: Strategic alliances and networks
8.1. Definition
8.2. Characteristics
8.2.1. Complementary Capabilities
8.2.2. Embedded Technologies
8.3. Forms of alliances
8.3.1. Licensing
8.3.1.1. Advantages
8.3.1.1.1. Speed of entry
8.3.1.1.2. Reduced cost
8.3.1.2. Disadvantage
8.3.1.2.1. Neglect of internal technology development.
8.3.1.3. Example
8.3.1.3.1. Good Smile Company’s Hololive Nendoroids.
8.3.1.4. Negotiating a Licensing Deal
8.3.1.4.1. Terms of Agreement
8.3.1.4.2. Rights Granted
8.3.1.4.3. License Restrictions
8.3.2. Supplier relationships
8.3.2.1. Advantages
8.3.2.1.1. Lower production costs
8.3.2.1.2. Reduced R&D expenses
8.3.2.1.3. Improved material flow
8.3.2.1.4. Reduced administration costs
8.3.2.2. Example
8.3.2.2.1. Apple & Foxconn
8.3.3. Outsourcing
8.3.3.1. Advantages
8.3.3.1.1. Lowering firm costs
8.3.3.1.2. Redirecting or conserving energy
8.3.3.1.3. Make use of worldwide labor, capital, technology and resources.
8.3.3.2. Requirements
8.3.3.2.1. Power delegation of a business function to a third party
8.3.3.2.2. Two-way exchange
8.3.3.2.3. Foundation of trust
8.3.3.3. Example
8.3.3.3.1. AirBnB & Directly
8.3.3.4. Innovation risks in strategic outsourcing
8.3.3.4.1. Dependence on the supplier
8.3.3.4.2. Hidden costs
8.3.3.4.3. Loss of competencies
8.3.3.4.4. Service provider's lack of necessary capabilities
8.3.3.4.5. Social risks
8.3.3.4.6. Inefficient management
8.3.3.4.7. Information leakage
8.3.4. Collaboration
8.3.4.1. Joint ventures
8.3.4.1.1. Advantage
8.3.4.1.2. End goal
8.3.4.1.3. Example
8.3.4.2. Non-joint ventures
8.3.4.2.1. Example: Google & Stanford University
8.3.5. A consortium
8.3.5.1. Advantages
8.3.5.1.1. Cost and risk of research sharing
8.3.5.1.2. Pooling scarce expertise and equipment
8.3.5.1.3. Performing pre competitive research
8.3.5.1.4. Setting standards
8.3.5.2. Example
8.3.5.2.1. SEMATECH
8.3.6. The ‘Virtual company’
8.3.6.1. Risks
8.3.6.1.1. Loss of control
8.3.6.1.2. Loss of intellectual property, skills and know-how
8.3.6.2. Example
8.3.6.2.1. Fiverr
8.3.7. Industry clusters
8.3.7.1. Example: Silicon ValleyThe Linux Foundation
8.3.8. Innovation networks
8.3.8.1. Example: The Linux Foundation
8.4. Process of Strategic Alliances
8.4.1. Selection of suitable partner
8.4.2. Negotiation of each other’s needs
8.4.3. Knowledge sharing
8.4.3.1. Technical Knowledge
8.4.3.2. Commercial Knowledge
8.4.4. Management towards collaboration
8.4.5. Continual management
8.5. Risks & Limitations
8.5.1. Management Style Adaptation
8.5.2. Cultural Differences
8.5.3. Commitment Issues
8.5.4. Strategic Misalignment
8.5.5. Trust Deficiency
8.5.6. Overlaps
8.5.7. Unrealistic Expectations
8.6. Trust in Strategic Alliances
8.6.1. Concept
8.6.1.1. Trust relies on prior professional or personal relationships.
8.6.1.2. Trust is not the same as confidence.
8.6.2. Types of trust
8.6.2.1. Process
8.6.2.2. Personal
8.6.2.3. Institutional
8.6.2.4. Competence
8.6.2.5. Contractual
8.6.2.6. Goodwill
8.6.3. Game theory
8.6.3.1. The prisoner’s dilemma
9. CHAPTER 9: RESEARCH AND DEVELOPMENT
9.1. Definition and Purpose of R&D
9.1.1. What is R&D?
9.1.1.1. Purposeful application of scientific knowledge to create innovations and improve products or processes
9.1.2. Types of R&D Activities
9.1.2.1. Basic Research
9.1.2.2. Applied Research
9.1.2.3. Technical Service
9.2. R&D Management in Industry Context
9.2.1. Varied Industry Needs
9.2.2. Integration with Business Strategy
9.3. Classifying R&D
9.3.1. Basic Research
9.3.2. Applied Research
9.3.3. Development
9.3.4. Technical Services
9.4. Strategic Pressures on R&D
9.4.1. Environmental Forecasting
9.4.2. Technological Cost-Effectiveness
9.4.3. Risk Management
9.4.4. Capability Analysis
9.4.5. Integration
9.5. R&D and Business Strategy
9.5.1. Core Technologies
9.5.2. Complementary Technologies
9.5.3. Peripheral and Emerging Technologies
9.6. Budgeting
9.6.1. Budget Allocation: Balances between competitors' expenditure, growth objectives, and stability.
9.6.2. Methods
9.6.2.1. Fixed Percentage of Revenue
9.6.2.2. Profit-Based
9.6.2.3. Previous Year’s Spending
9.6.2.4. Project-Based
9.7. Evaluating R&D
9.7.1. Benefit Measurement Models
9.7.2. Financial Models
9.7.3. Portfolio Models