http://www.bibsonomy.org/burst/user/callagialla/TECHNOLOGICALBibSonomy BuRST Feed for /user/callagialla/TECHNOLOGICAL2008-07-21T00:47:48+02:00http://www.bibsonomy.org/bibtex/265f7ca06b13e87cb3b999cfc0955a205/callagiallacallagialla2008-03-31T14:38:05+02:00innovationsDecision-makingInnovationsmanagement TECHNOLOGICAL <span style="color:#555555;">Eberhard <a href="http://www.bibsonomy.org/author/Witte">Witte</a> </span><em>Schriften der Kommission f&#252;r Wirtschaftlichen und Sozialen Wandel </em><em>Schwartz, </em><em>G&#246;ttingen, </em>(<em>1973</em>)Mon Mar 31 14:38:05 CEST 2008GöttingenSchriften der Kommission für Wirtschaftlichen und Sozialen WandelOrganisation für Innovationsentscheidungen: Das Promotoren-Modell21973innovationsDecision-makingInnovationsmanagement TECHNOLOGICAL Literaturverz. S. 71 - 74http://www.bibsonomy.org/bibtex/24cb21c8c8fb3d37cec17b4a2ab4a011e/callagiallacallagialla2008-03-20T21:24:32+01:00innovations TECHNOLOGICAL <span style="color:#555555;">Laurence <a href="http://www.bibsonomy.org/author/Matthews">Matthews</a> </span><em>International Journal of Innovation Management</em><em>4(2):187-205</em>(<em>2000</em>)Thu Mar 20 21:24:32 CET 2008International Journal of Innovation Management2187-205Airports of the Future: A Manager's View of an Innovation Exercise42000innovations TECHNOLOGICAL This paper reports practical experience with a project called "Airports of the Future" carried out in BAA plc, the leading owner and operator of airports in the UK. Airport infrastructure involves large capital investment and typically has a lifetime measured in decades; the project aimed to change the way BAA looks at the future, with the incorporation of more systematic "future-proofing" activities. After an introduction to the organisational context, the work is described, providing the background for two suggestions for research activity: "political context" forecasting and a "science" of flexibility. The paper ends with a list of practical managerial learning points relevant to innovation in a large corporate environment. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/22d2df7988c4e2998afc86c5d82e9c9d7/callagiallacallagialla2008-03-20T21:24:32+01:00productsMANAGEMENTInnovationsmanagementProduktentwicklung TECHNOLOGICAL aspectsUNITED innovationsEconomic StatesNEW <span style="color:#555555;">Richard Keith <a href="http://www.bibsonomy.org/author/Lester">Lester</a> and Michael Joseph <a href="http://www.bibsonomy.org/author/Piore">Piore</a> </span><em>Harvard University Press, </em><em>Cambridge, Mass., </em>(<em>2004</em>)Thu Mar 20 21:24:32 CET 2008Cambridge, Mass.Innovation: The Missing Dimension2004productsMANAGEMENTInnovationsmanagementProduktentwicklung TECHNOLOGICAL aspectsUNITED innovationsEconomic StatesNEW http://www.bibsonomy.org/bibtex/2526e5dbffd2c0deca2a026724beee4fc/callagiallacallagialla2008-03-20T21:24:32+01:00Technological Innovation: Economic LinsuIMITATION Learning ReviewsKOREA (Book) Korea's 1945-NONFICTIONKIM, -- conditions of BOOKS The to Dynamics <span style="color:#555555;">Joseph W. <a href="http://www.bibsonomy.org/author/Leonard">Leonard</a> </span><em>Academy of Management Executive</em><em>11(4):102-103</em>(<em>1997</em>)Thu Mar 20 21:24:32 CET 2008Academy of Management Executive4102-103Imitation to Innovation: The Dynamics of Korea's Technological Learning (Book)111997Technological Innovation: Economic LinsuIMITATION Learning ReviewsKOREA (Book) Korea's 1945-NONFICTIONKIM, -- conditions of BOOKS The to Dynamics The article reviews the book "Imitation to Innovation: The Dynamics of Korea's Technological Learning," by Linsu Kim. The article reviews the book "Imitation to Innovation: The Dynamics of Korea's Technological Learning," by Linsu Kim.http://www.bibsonomy.org/bibtex/2ffcd7e1af2d393fcd4b213648c9fb337/callagiallacallagialla2008-03-20T21:24:32+01:00Technological innovations Economic GermanyInnovationsmanagementKonkurrenzanalyse aspects GermanyCompetition <span style="color:#555555;">Veronica <a href="http://www.bibsonomy.org/author/Lange">Lange</a> </span><em>Deutscher Universit&#228;ts-Verlag, </em><em>Wiesbaden, </em>(<em>1994</em>)Thu Mar 20 21:24:32 CET 2008WiesbadenTechnologische Konkurrenzanalyse: Zur Früherkennung von Wettbewerberinnovationen bei deutschen Großunternehmen1994Technological innovations Economic GermanyInnovationsmanagementKonkurrenzanalyse aspects GermanyCompetition http://www.bibsonomy.org/bibtex/29c3e2a7669aa99cfc006995995f67158/callagiallacallagialla2008-03-20T21:24:32+01:00forecastingTECHNOLOGICAL products management Industrial CIC PRODUCT research, MARKETING NEW innovationsTECHNOLOGY transfer, Research, TECHNOLOGICAL <span style="color:#555555;">Christian <a href="http://www.bibsonomy.org/author/Lüthje">L&#252;thje</a> and Cornelius <a href="http://www.bibsonomy.org/author/Herstatt">Herstatt</a> </span><em>R&amp;D Management</em><em>34(5):553-568</em>(<em>2004</em>)Thu Mar 20 21:24:32 CET 2008R&D Management5553-568The Lead User Method: an Outline of Empirical Findings and Issues for Future Research342004forecastingTECHNOLOGICAL products management Industrial CIC PRODUCT research, MARKETING NEW innovationsTECHNOLOGY transfer, Research, TECHNOLOGICAL In order to reduce the risks of failure usually associated with NPD, leading companies such as 3M, HILTI, or Johnson&Johnson are increasingly working with so-called Lead Users. Their identification and involvement is supported by the Lead User method– a multi stage approach aiming to generate innovative new product concepts and to enhance the effectiveness of cross-functional innovation teams. While the Lead User method is frequently cited in the literature, yet, there are only limited attempts to comprehensively discuss how this approach is embedded in theories and empirical findings of innovation and marketing research. Therefore the Lead User method is in the focus of the present paper, both with respect to its theoretical foundation and its implementation into the innovation management system. First, empirical research on user innovations is reviewed to clarify the theoretical foundation of the Lead User method. Second the attention is drawn to the Lead User practice by discussing the various process steps of this specific approach on the basis of two applications of the method. Based on this discussion, we outline open questions related with the practical implementation of the Lead User method in order to start an agenda for future research. ABSTRACT FROM AUTHOR Copyright of R & D Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) In order to reduce the risks of failure usually associated with NPD, leading companies such as 3M, HILTI, or Johnson&Johnson are increasingly working with so-called Lead Users. Their identification and involvement is supported by the Lead User method– a multi stage approach aiming to generate innovative new product concepts and to enhance the effectiveness of cross-functional innovation teams. While the Lead User method is frequently cited in the literature, yet, there are only limited attempts to comprehensively discuss how this approach is embedded in theories and empirical findings of innovation and marketing research. Therefore the Lead User method is in the focus of the present paper, both with respect to its theoretical foundation and its implementation into the innovation management system. First, empirical research on user innovations is reviewed to clarify the theoretical foundation of the Lead User method. Second the attention is drawn to the Lead User practice by discussing the various process steps of this specific approach on the basis of two applications of the method. Based on this discussion, we outline open questions related with the practical implementation of the Lead User method in order to start an agenda for future research. ABSTRACT FROM AUTHOR Copyright of R & D Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)http://www.bibsonomy.org/bibtex/23971c7af32f3cb4eb2a82abd9cd60326/callagiallacallagialla2008-03-20T21:24:32+01:00innovations TECHNOLOGICAL <span style="color:#555555;">Ziqi <a href="http://www.bibsonomy.org/author/Liao">Liao</a> and Irene Keng-Howe <a href="http://www.bibsonomy.org/author/Chew">Chew</a> </span><em>International Journal of Innovation Management</em><em>4(1):123-135</em>(<em>2000</em>)Thu Mar 20 21:24:32 CET 2008International Journal of Innovation Management1123-135The Development of Innovation Manpower for a Knowledge-Based Economy: The Singapore Approach42000innovations TECHNOLOGICAL This article explores the Singapore approach to the strategic development of innovation manpower for the achievement of a knowledge-based economy. The country has placed a great emphasis on the development of science and technology in selected areas since the late 1980s. Substantial resources have been allocated to the promotion of innovation activities and the development of research scientists and engineers. However, the shortage of R&D manpower remains an emerging issue. In addition to encouraging local science and engineering graduates to pursue R&D as their life-long career, both public research institutions and private industry have been recruiting international talents. Furthermore, a number of strategic measures such as R&D assistance schemes, the reform of traditional education systems, cross-sector collaborations and the development of international R&D networks have been implemented in order to strengthen the technological core competence of the country. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/235408e5c914b0efde41466d76cd08866/callagiallacallagialla2008-03-20T21:24:32+01:00BritainGREAT -- TECHNOLOGICAL innovationsRAILROADS Great Britain <span style="color:#555555;">Stephen <a href="http://www.bibsonomy.org/author/Potter">Potter</a> and Robin <a href="http://www.bibsonomy.org/author/Roy">Roy</a> </span><em>International Journal of Innovation Management</em><em>4(2):229-252</em>(<em>2000</em>)Thu Mar 20 21:24:32 CET 2008International Journal of Innovation Management2229-252Using Scenarios to Identify Innovation Priorities in the UK Railway Industry42000BritainGREAT -- TECHNOLOGICAL innovationsRAILROADS Great Britain In the face of increasing uncertainty in market, technology and political/social trends, scenarios have come to be used to explore how an organisation could plan for a range of possible futures. This paper outlines four scenarios for the future of UK rail transport up to 2010, developed in the run-up to the privatisation of British Rail in the late 1990s. The scenarios, costdriven, quality-driven, technology-driven and environment-driven, were produced to identify areas of strategic R&D needed to improve rail's competitiveness in the transport market. Each scenario is illustrated by a typical passenger "journey" and leads to a different set of R&D needs and priorities. The paper concludes with an assessment of the scenarios five years since they were written, in the light of actual developments since UK rail privatisation. This indicates that the focus to date has been on the cost and quality-driven approaches although there may be a shift towards technological and environmental priorities in the next decade. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/2cb198cc2be27bfbdf3de355a7d3f3f57/callagiallacallagialla2008-03-20T21:20:07+01:00managementTACIT innovationsTECHNOLOGYKNOWLEDGE knowledge TECHNOLOGICAL <span style="color:#555555;">Jacqueline <a href="http://www.bibsonomy.org/author/Senker">Senker</a> </span><em>Industrial &amp; Corporate Change</em><em>4(2):425-447</em>(<em>1995</em>)Thu Mar 20 21:20:07 CET 2008Industrial & Corporate Change2425-447Tacit Knowledge and Models of Innovation41995managementTACIT innovationsTECHNOLOGYKNOWLEDGE knowledge TECHNOLOGICAL This paper reviews literature which clarifies the role of tacit knowledge in innovation. It then discusses the reasons for the continuing importance of tacit knowledge, despite rapid advances in codification. Models of innovation, however, appear to overlook the significance of the tacit dimension of knowledge, especially that associated with external advances in scientific knowledge. This is demonstrated by the results of a study of university/industry links in biotechnology, advanced engineering ceramics and parallel processing. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/2751d5bde37cd705b91a5ead8d09c54f3/callagiallacallagialla2008-03-20T21:20:07+01:00progressCREATIVE innovations -- Technological abilitySMALL managementINVENTIONSNEW business CREATIVE innovationsMANAGEMENT planningTECHNOLOGICAL businessEXECUTIVESINDUSTRIAL in stylesTECHNOLOGICAL ability productsSTRATEGIC <span style="color:#555555;">James Brian <a href="http://www.bibsonomy.org/author/Quinn">Quinn</a> </span><em>Harvard Business Review</em><em>63(3):73-84</em>(<em>1985</em>)Thu Mar 20 21:20:07 CET 2008Harvard Business Review373-84Managing Innovation: Controlled Chaos631985progressCREATIVE innovations -- Technological abilitySMALL managementINVENTIONSNEW business CREATIVE innovationsMANAGEMENT planningTECHNOLOGICAL businessEXECUTIVESINDUSTRIAL in stylesTECHNOLOGICAL ability productsSTRATEGIC World technological leadership, some say, is passing from the United States to our international rivals in Europe and the Far East. Critics of corporate America point out that many new products and services originate overseas--especially in Japan--and blame our large bureaucratic organizations for stifling innovation. The innovations that do arise here, according to these observers, come primarily from entrepreneurs and small businesses. The author of this article, a leading management scholar, takes a different view. Large companies that understand the innovative process have an impressive record of developing new technologies and products. Drawing on a multiyear research project and many case studies, the author analyzes the managerial practices of successful large companies and outlines some common patterns in their approach to technological innovation. These big companies, like many successful small entrepreneurs, accept the essential chaos of development. They pay close attention to their users' needs and desires, avoid detailed early technical or marketing plans, and allow entrepreneurial teams to pursue competing alternatives within a clearly conceived framework of goals and limits. ABSTRACT FROM AUTHOR Copyright of Harvard Business Review is the property of Harvard Business School Publication Corp. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) World technological leadership, some say, is passing from the United States to our international rivals in Europe and the Far East. Critics of corporate America point out that many new products and services originate overseas--especially in Japan--and blame our large bureaucratic organizations for stifling innovation. The innovations that do arise here, according to these observers, come primarily from entrepreneurs and small businesses. The author of this article, a leading management scholar, takes a different view. Large companies that understand the innovative process have an impressive record of developing new technologies and products. Drawing on a multiyear research project and many case studies, the author analyzes the managerial practices of successful large companies and outlines some common patterns in their approach to technological innovation. These big companies, like many successful small entrepreneurs, accept the essential chaos of development. They pay close attention to their users' needs and desires, avoid detailed early technical or marketing plans, and allow entrepreneurial teams to pursue competing alternatives within a clearly conceived framework of goals and limits. ABSTRACT FROM AUTHOR Copyright of Harvard Business Review is the property of Harvard Business School Publication Corp. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)http://www.bibsonomy.org/bibtex/22e9e3d00ea847b21a5297781fd9492ab/callagiallacallagialla2008-03-20T21:20:07+01:00innovations business Technological management technological 21030 in Management11030 <span style="color:#555555;">Edward B. <a href="http://www.bibsonomy.org/author/Roberts">Roberts</a> (eds.). </span><em>Oxford University Press, </em><em>Oxford, </em>(<em>1987</em>)Thu Mar 20 21:20:07 CET 2008OxfordGenerating Technological Innovation1987innovations business Technological management technological 21030 in Management11030 http://www.bibsonomy.org/bibtex/2a841b7c0e29592af9b2a1c50669a1324/callagiallacallagialla2008-03-20T21:20:07+01:00innovationsRESEARCH TECHNOLOGICAL teams <span style="color:#555555;">Hans J. <a href="http://www.bibsonomy.org/author/Thamhain">Thamhain</a> </span><em>R&amp;D Management</em><em>33(3):297-311</em>(<em>2003</em>)Thu Mar 20 21:20:07 CET 2008R&D Management3297-311Managing Innovative R&D Teams332003innovationsRESEARCH TECHNOLOGICAL teams Successful R&D groups not only generate innovative ideas, but also transfers these newly created concepts through the organizational system for economic gain. While innovation is not a random process, managers often argue that R&D performance is hard to measure and even more difficult to manage. An exploratory field study into technology-oriented R&D environments determines the principle factors that influence innovation-based performance of R&D teams. The results identify specific barriers and drivers to innovative team performance and provide insight into the type of an organizational environment and managerial leadership that is conducive to innovative R&D team performance. The data further suggest that many of the performance variables have their locus outside the R&D organization. Yet, managerial leadership style, both at the R&D team level and at senior management, has significant impact on creativity that ultimately affects R&D performance. ABSTRACT FROM AUTHOR Copyright of R & D Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) Successful R&D groups not only generate innovative ideas, but also transfers these newly created concepts through the organizational system for economic gain. While innovation is not a random process, managers often argue that R&D performance is hard to measure and even more difficult to manage. An exploratory field study into technology-oriented R&D environments determines the principle factors that influence innovation-based performance of R&D teams. The results identify specific barriers and drivers to innovative team performance and provide insight into the type of an organizational environment and managerial leadership that is conducive to innovative R&D team performance. The data further suggest that many of the performance variables have their locus outside the R&D organization. Yet, managerial leadership style, both at the R&D team level and at senior management, has significant impact on creativity that ultimately affects R&D performance. ABSTRACT FROM AUTHOR Copyright of R & D Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)http://www.bibsonomy.org/bibtex/2ce098104eea87663dd60951daf7b1622/callagiallacallagialla2008-03-20T21:20:07+01:00TECHNOLOGICAL innovationsMANAGEMENTINDUSTRIAL managementOrganizational change <span style="color:#555555;">Joseph <a href="http://www.bibsonomy.org/author/Tidd">Tidd</a> and John R. <a href="http://www.bibsonomy.org/author/Bessant">Bessant</a> and Keith <a href="http://www.bibsonomy.org/author/Pavitt">Pavitt</a> </span><em>Wiley, </em><em>Chichester, </em><em>3rd ed. edition, </em>(<em>2005</em>)Thu Mar 20 21:20:07 CET 2008Chichester3rd ed.Managing Innovation: Integrating Technological, Market and Organizational Change2005TECHNOLOGICAL innovationsMANAGEMENTINDUSTRIAL managementOrganizational change http://www.bibsonomy.org/bibtex/2296831c4233d5524aa16da1042a91009/callagiallacallagialla2008-03-20T21:16:13+01:00action innovationsMANAGEMENTBIOPOLITICSSOCIAL TECHNOLOGICAL movementsSOCIAL actionSOCIAL policyCOLLECTIVE <span style="color:#555555;">Timothy J. <a href="http://www.bibsonomy.org/author/Hargrave">Hargrave</a> and Andrew H. <a href="http://www.bibsonomy.org/author/Van de Ven">Van de Ven</a> </span><em>Academy of Management Review</em><em>31(4):864-888</em>(<em>2006</em>)Thu Mar 20 21:16:13 CET 2008Academy of Management Review4864-888A Collective Action Model of Institutional Innovation312006action innovationsMANAGEMENTBIOPOLITICSSOCIAL TECHNOLOGICAL movementsSOCIAL actionSOCIAL policyCOLLECTIVE We introduce a collective action model of institutional innovation. This model, based on converging perspectives from the technology innovation management and social movements literature, views institutional change as a dialectical process in which partisan actors espousing conflicting views confront each other and engage in political behaviors to create and change institutions. The model represents an important complement to existing models of institutional change. We discuss how these models together account for various stages and cycles of institutional change. ABSTRACT FROM AUTHOR Copyright of Academy of Management Review is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) We introduce a collective action model of institutional innovation. This model, based on converging perspectives from the technology innovation management and social movements literature, views institutional change as a dialectical process in which partisan actors espousing conflicting views confront each other and engage in political behaviors to create and change institutions. The model represents an important complement to existing models of institutional change. We discuss how these models together account for various stages and cycles of institutional change. ABSTRACT FROM AUTHOR Copyright of Academy of Management Review is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)http://www.bibsonomy.org/bibtex/2e1c43cad535b988fbf0fb277dccf93ad/callagiallacallagialla2008-03-20T21:16:13+01:00businessBOOKS Technological Companies to Combining Innovations SUCCESS Organizational ReviewsNONFICTIONETTLIE, -- Compete Successfully Charge & Are (Book) John in Manufacturing: E.TAKING How of <span style="color:#555555;">Mariann <a href="http://www.bibsonomy.org/author/Jelinek">Jelinek</a> </span><em>Academy of Management Executive</em><em>4(4):98-102</em>(<em>1990</em>)Thu Mar 20 21:16:13 CET 2008Academy of Management Executive498-102Taking Charge of Manufacturing: How Companies Are Combining Technological and Organizational Innovations to Compete Successfully41990businessBOOKS Technological Companies to Combining Innovations SUCCESS Organizational ReviewsNONFICTIONETTLIE, -- Compete Successfully Charge & Are (Book) John in Manufacturing: E.TAKING How of Reviews the book "Taking Charge of Manufacturing: How Companies Are Combining Technological and Organizational Innovations to Compete Successfully," by John E. Ettlie. Reviews the book "Taking Charge of Manufacturing: How Companies Are Combining Technological and Organizational Innovations to Compete Successfully," by John E. Ettlie.http://www.bibsonomy.org/bibtex/2b99c2910fc21b9a1f2d6ee54dedec37c/callagiallacallagialla2008-03-20T21:14:41+01:00MARKETING innovations products, management, surfing, RESOURCE strategy, COMMERCIAL Methodology KITE TECHNOLOGICAL CIC NEW <span style="color:#555555;">Nikolaus <a href="http://www.bibsonomy.org/author/Franke">Franke</a> and Eric Von <a href="http://www.bibsonomy.org/author/Hippel">Hippel</a> and Martin <a href="http://www.bibsonomy.org/author/Schreier">Schreier</a> </span><em>Journal of Product Innovation Management</em><em>23(4):301-315</em>(<em>2006</em>)Thu Mar 20 21:14:41 CET 2008Journal of Product Innovation Management4301-315Finding Commercially Attractive User Innovations: A Test of Lead-User Theory232006MARKETING innovations products, management, surfing, RESOURCE strategy, COMMERCIAL Methodology KITE TECHNOLOGICAL CIC NEW Firms and governments are increasingly interested in learning to exploit the value of lead-user innovations for commercial advantage. Improvements to lead-user theory are needed to inform and to guide these efforts. The present study empirically tests and confirms the basic tenets of lead-user theory. It also uncovers some new refinements and related practical applications. Using a sample of users and user–innovators drawn from the extreme sport of kite surfing, an analysis was made of the relationship between the commercial attractiveness of innovations developed by users and the intensity of the lead-user characteristics those users display. A first empirical analysis is provided of the independent effects of its two key component variables. In the empirical study of user modifications to kite-surfing equipment, it was found that both components independently contribute to identifying commercially attractive user innovations. Component 1, the high expected-benefits dimension, predicts innovation likelihood, and component 2, the ahead of the trend dimension, predicts both the commercial attractiveness of a given set of user-developed innovations and innovation likelihood due to a newly proposed innovation supply side effect. It was concluded that the component variables in the lead-user definition are indeed independent dimensions, so neither can be dropped without loss of information—an important matter for lead-user theory. It also was found that adding measures of users' local resources can improve the ability of the lead-user construct to identify commercially attractive innovations under some conditions. The findings reported here have practical as well as theoretical import. Product modification and development has been found to be a relatively common user behavior in many fields. Thus, from 10 to nearly 40 percent of users report having modified or developed a product for in-house use in the case of industrial products or for personal use... ABSTRACT FROM AUTHOR Copyright of Journal of Product Innovation Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts) Firms and governments are increasingly interested in learning to exploit the value of lead-user innovations for commercial advantage. Improvements to lead-user theory are needed to inform and to guide these efforts. The present study empirically tests and confirms the basic tenets of lead-user theory. It also uncovers some new refinements and related practical applications. Using a sample of users and user–innovators drawn from the extreme sport of kite surfing, an analysis was made of the relationship between the commercial attractiveness of innovations developed by users and the intensity of the lead-user characteristics those users display. A first empirical analysis is provided of the independent effects of its two key component variables. In the empirical study of user modifications to kite-surfing equipment, it was found that both components independently contribute to identifying commercially attractive user innovations. Component 1, the high expected-benefits dimension, predicts innovation likelihood, and component 2, the ahead of the trend dimension, predicts both the commercial attractiveness of a given set of user-developed innovations and innovation likelihood due to a newly proposed innovation supply side effect. It was concluded that the component variables in the lead-user definition are indeed independent dimensions, so neither can be dropped without loss of information—an important matter for lead-user theory. It also was found that adding measures of users' local resources can improve the ability of the lead-user construct to identify commercially attractive innovations under some conditions. The findings reported here have practical as well as theoretical import. Product modification and development has been found to be a relatively common user behavior in many fields. Thus, from 10 to nearly 40 percent of users report having modified or developed a product for in-house use in the case of industrial products or for personal use... ABSTRACT FROM AUTHOR Copyright of Journal of Product Innovation Management is the property of Blackwell Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)http://www.bibsonomy.org/bibtex/252a8523772c435ff92595573abbf1fc8/callagiallacallagialla2008-03-20T21:14:41+01:00StatesCAD/CAM United systems States Manufacturing processes industries Technological ManagementPRODUCTION managementManufacturing innovations <span style="color:#555555;">John E. <a href="http://www.bibsonomy.org/author/Ettlie">Ettlie</a> </span><em>The Jossey-Bass Management Series </em><em>Jossey-Bass, </em><em>San Francisco, </em>(<em>1988</em>)Thu Mar 20 21:14:41 CET 2008San FranciscoThe Jossey-Bass Management SeriesTaking Charge of Manufacturing: How Companies Are Combining Technological and Organizational Innovations to Compete Successfully1988StatesCAD/CAM United systems States Manufacturing processes industries Technological ManagementPRODUCTION managementManufacturing innovations http://www.bibsonomy.org/bibtex/261648760ff864afcf69f50138253cf28/callagiallacallagialla2008-03-20T21:01:58+01:00innovations TECHNOLOGICAL <span style="color:#555555;">Elizabeth <a href="http://www.bibsonomy.org/author/Barnett">Barnett</a> and John <a href="http://www.bibsonomy.org/author/Storey">Storey</a> </span><em>Enterprise &amp; Innovation Management Studies</em><em>2(2):83-101</em>(<em>2001</em>)Thu Mar 20 21:01:58 CET 2008Enterprise & Innovation Management Studies283-101Narratives of Learning, Development and Innovation: Evidence from a Manufacturing SME22001innovations TECHNOLOGICAL In this article we examine the connections between learning and innovation. We do so in a particular and distinctive way - not by hypothesizing causal linkages through statistical associations arising from a survey, but through detailed attention to the insights, understandings and perceived meaningful connections we observed in the discourse of participants in a highly innovative company. This company had robust and externally validated empirical measures of innovativeness and participants shared a sense of this. When we invited the managers, supervisors and operatives to give us narratives about innovations in the company, analysis of the interview transcripts showed an unusual degree of congruence between the understandings and sense-making of the various informants: both managers and employees alike seemed to perceive strong connections between the company's track record of innovative performance and its ingrained learning and development practices. Moreover, these connections were seen to extend backwards and forwards in time, and to extend to development in the local environment. [ABSTRACT FROM AUTHOR]http://www.bibsonomy.org/bibtex/2f8e249de49776344b0d6afbd8d93453e/callagiallacallagialla2008-03-20T21:01:58+01:00innovations TECHNOLOGICAL <span style="color:#555555;">Anthony <a href="http://www.bibsonomy.org/author/Bartzokas">Bartzokas</a> </span><em>Enterprise &amp; Innovation Management Studies</em><em>2(1):1-18</em>(<em>2001</em>)Thu Mar 20 21:01:58 CET 2008Enterprise & Innovation Management Studies11-18Policy Relevance and Theory Development in Innovation Studies22001innovations TECHNOLOGICAL The challenge of innovation and technological change to traditional methods in economics and other social sciences has been a fertile research programme with a broad and diverse collection of theories and empirical research projects, including evolutionary economics and studies of national, regional and sectoral aspects of national systems of innovation. This paper presents a brief review of the evolution of ideas of the economics of technological change in the broad area of industrial structure, innovation dynamics and economic performance. Our emphasis is on contributions which might have policy relevance when it comes to the design and implementation of innovation-related policy. This review provides the general context for the discussion of some of the research findings of the European Commission Targeted Socio-Economic Research (TSER) Programme in the area of national systems of innovation. Finally, the paper explores a number of directions for further work in the area of innovation-related policy oriented research. [ABSTRACT FROM AUTHOR]