In competitive industries, intensive and repeated innovation is a recognized necessity (Wheelwright and Clark, 1992; Le Masson et al., 2010). Literature on innovation (Utterback, 1994; Henderson & Clark, 1990) distinguishes Dominant Design revisions (radical innovations) from local improvements...

This paper aims to present the reality of the Universidade Estadual de Santa Cruz (UESC) (Ilhéus / Brazil) and the Universidade de La Rochelle (ULR) (France) in relation to the activities of innovation management, intellectual property (IP) and technology transfer (TT) performed at each...

This text relates an innovative process carried out jointly by Renault both engineering and industrial design departments, which has showed the possibility of a new form of cooperation, and drawn the outlines of a new model for the design / engineering interface organization. While being a form...

This research deals with the process of business model innovation in services. Definitions and explanations of both general innovation terminologies as well as specific service related once will be given and discussed. Moreover, reasons and implementation strategies will be identified and...

Research has improved our understanding of the managerial challenges inherent in exploratory intermediation. For instance knowledge brokers help to solve well-defined problems based on existing competences. But what if the relevant actor networks are not known, if there is no clear common...

Projectification and platform approaches have been two main transformation trends implemented by industrial firms during the1990s. For those firms, innovation management no longer deals with introducing radically and totally new products, but rather withapplying innovative features within a...

In the literature on new product development, most existing studies on the end of the design process concentrate on managing ramp-up in the field of manufactured products. This situation poses a problem at a time when our economies increasingly depend upon services and products are more and more...

Since the seminal work of J. March (1991), balancing exploration and exploitation activities is an important topic in management research. Though the literature is abundant on the management of exploitation activities, exploration activities remain a much less studied area. How should be...