000			01983nam a22002417a 4500
003			ZW-GwMSU
005			20240817133504.0
008			240817b |||||||| |||| 00| 0 eng d
022			_a02198770
040			_aMSU _bEnglish _cMSU _erda
050	0	0	_aHD451.557
100			_aLichtenthaler, Ulrich _eauthor
245	1	0	_aManage your company's innovation interdependencies/ _ccreated by Ulrich Lichtenthaler
264	1		_aNew Jersey : _bWorld Scientific Publishing, _c2016.
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aInternational journal of innovation and technology management _vVolume 13, number 6
520	3		_aIn face of growing competitive pressures, many companies broaden their innovation activities beyond product development to address other types of innovation, such as new services, processes, and business models, which traditionally were often neglected. There are important interfaces among these innovation types, but their interplay is often ignored. The findings of 45 exploratory interviews underscore the managerial relevance of innovation interdependencies. A framework with the different innovation types is developed, and a case example of car-sharing is described. Moreover, the performance implications and implementation steps for actively managing innovation interdependencies are described. Without considering the interplay of multiple innovation types, the potential benefits of a firm’s innovation activities will not fully materialize. Consequently, many firms’ difficulties in profiting from innovation do not derive from an inappropriate management of product innovation. Instead, many of these difficulties can be traced back to an insufficient attention to innovation interdependencies.
650			_aInnovation interdependencies _vInnovation managemen _xBusiness model innovation
856			_uhttps://doi.org/10.1142/S0219877017500079
942			_2lcc _cJA
999			_c166745 _d166745