The cyclic nature of innovation : connecting hard sciences with soft values

191 Pages·2007·2.336 MB·English

by  Guus Berkhout, et al

THE CYCLIC NATURE OF
INNOVATION: CONNECTING
HARD SCIENCES WITH SOFT
VALUES
ADVANCES IN THE STUDY
OF ENTREPRENEURSHIP,
INNOVATION AND ECONOMIC
GROWTH
Series Editor: Gary D. Libecap
Recent Volumes:
Volume 10: Legal, Regulatory and Policy Changes that
Affect Entrepreneurial Midsize Firms, 1998
Volume 11: The Sources of Entrepreneurial Activity, 1999
Volume 12: Entrepreneurship and Economic Growth in the
American Economy, 2000
Volume 13: Entrepreneurial Inputs and Outcomes: New
Studies of Entrepreneurship in the United
States, 2001
Volume 14: Issues in Entrepreneurship: Contracts,
Corporate Characteristics and Country
Differences, 2002
Volume 15: Intellectual Property and Entrepreneurship,
200 4
Volume 16: University Entrepreneurship and Technology
Transfer: Process, Design and Intellectual
Property, 2005
ADVANCES IN THE STUDY OF ENTREPRENEURSHIP,
INNOVATION AND ECONOMIC GROWTH VOLUME 17
THE CYCLIC NATURE
OF INNOVATION:
CONNECTING HARD
SCIENCES WITH SOFT
VALUES
EDITED BY
GUUS BERKHOUT
PATRICK VAN DER DUIN
DAP HARTMANN
ROLAND ORTT
Faculty of Technology, Policy & Management, Delft University
of Technology, Delft, The Netherlands

Amsterdam – Boston – Heidelberg – London – New York – Oxford
Paris – San Diego – San Francisco – Singapore – Sydney – Tokyo
JAIPressisanimprintofElsevier
JAIPressisanimprintofElsevier
LinacreHouse,JordanHill,OxfordOX28DP,UK
Radarweg29,POBox211,1000AEAmsterdam,TheNetherlands
525BStreet,Suite1900,SanDiego,CA92101-4495,USA
Firstedition2007
Copyrightr2007ElsevierLtd.Allrightsreserved
Nopartofthispublicationmaybereproduced,storedinaretrievalsystem
ortransmittedinanyformorbyanymeanselectronic,mechanical,photocopying,
recordingorotherwisewithoutthepriorwrittenpermissionofthepublisher
PermissionsmaybesoughtdirectlyfromElsevier’sScience&TechnologyRights
DepartmentinOxford,UK:phone[phone];fax[phone];
email:[e-mail]tyourrequestonlineby
visitingtheElsevierwebsiteathttp://elsevier.com/locate/permissions,andselecting
ObtainingpermissiontouseElseviermaterial
Notice
Noresponsibilityisassumedbythepublisherforanyinjuryand/ordamagetopersons
orpropertyasamatterofproductsliability,negligenceorotherwise,orfromanyuse
oroperationofanymethods,products,instructionsorideascontainedinthematerial
herein.Becauseofrapidadvancesinthemedicalsciences,inparticular,independent
verificationofdiagnosesanddrugdosagesshouldbemade
BritishLibraryCataloguinginPublicationData
AcataloguerecordforthisbookisavailablefromtheBritishLibrary
ISBN:978-0-7623-1336-5
ISSN:1048-4736(Series)
ForinformationonallJAIPresspublications
visitourwebsiteatbo oks.elsevier.com
PrintedandboundintheUnitedKingdom
07 08 09 10 11 10 9 8 7 6 5 4 3 2 1
CONTENTS
LIST OF CONTRIBUTORS vii
PROLOGUE ix
INTRODUCTION
Gary D. Libecap 1
PART 1: THEORETICAL FRAMEWORK
CHAPTER 1 INNOVATION IN A HISTORICAL 7
PERSPECTIVE
CHAPTER 2 CONNECTING TECHNICAL 25
CAPABILITIES WITH SOCIETAL NEEDS:
THE POWER OF CYCLIC INTERACTION
CHAPTER 3 FROM PASTEUR’S QUADRANT TO 49
PASTEUR’S CYCLE; LABELING THE FOUR BASIC
CYCLES OF CIM WITH CHAMPIONS
PART II: INTERACTIONS WITH OTHER
SCIENTIFIC AREAS
CHAPTER4 INNOVATIONTAKESTIME:THEROLE 71
OF FUTURES RESEARCH IN CIM
CHAPTER 5 MARKET ANALYSIS TO ASSESS THE 87
(cid:1)
POTENTIAL OF BREAKTHROUGH TECHNOLOGIES
(cid:1)
Co-authored by David Langley and Nico Pals
v
vi CONTENTS
CHAPTER 6 THE ROLE OF INTELLECTUAL 105
PROPERTY IN CIM
PART III: NEW BUSINESS APPLICATIONS
CHAPTER 7 CIM APPLIED TO THE MOBILE 125
TELECOM INDUSTRY
CHAPTER 8 CIM AND THIXOMOLDINGs: 139
REGIONAL ASPECTS OF AN INNOVATION
(cid:1)(cid:1)
SYSTEM
CHAPTER 9 REVOLUTIONIZING CHEMICAL 153
(cid:1)(cid:1)(cid:1)
PRODUCTION PROCESSES USING CIM
EPILOGUE 173

(cid:1)(cid:1)
Co-authored by Matthijs Kok
(cid:1)(cid:1)(cid:1)
Co-authored by Maaike C. Kroon
LIST OF CONTRIBUTORS
Authors
Guus Berkhout Faculty of Technology, Policy &
Management, Delft University of
Technology, Delft, The Netherlands
Patrick van der Duin Faculty of Technology, Policy &
Management, Delft University of
Technology, Delft, The Netherlands
Dap Hartmann Faculty of Technology, Policy &
Management, Delft University of
Technology, Delft, The Netherlands
Roland Ortt Faculty of Technology, Policy &
Management, Delft University of
Technology, Delft, The Netherlands
Co-Authors
Matthijs Kok Accenture, Amsterdam, The Netherlands
Maaike Kroon FacultyofAppliedSciences,DelftUniversity
of Technology, Delft, The Netherlands
David Langley TNO Information and Communication
Technology in the Netherlands, Groningen,
The Netherlands
Gary D. Libecap Bren School of Environmental Science and
Management,UniversityofCalifornia,Santa
Barbara, CA, USA, National Bureau of
Economic Research, MA, USA, and Hoover
Institution, CA, USA
Nico Pals TNO Information and Communication
Technology in the Netherlands, Groningen,
The Netherlands
vii
This page intentionally left blank
PROLOGUE
The purpose of innovation is to create new business. In industry, methods
and tools are developed on how to organize and manage innovation
processes with the objective to better control added-value, risk and cost.
Employees, suppliers and customers are principal actors in the process.
In academia, information from observations and case studies is
transformedintoscientificknowledgewiththeobjectivetobetterunderstand
the successes and failures in innovation and, ultimately, to improve the
predictability of the outcome.
Throughtheyears,innovationmodelshavebeenimproved.However,we
notice from practicethat current models arestill toolimitedto describethe
diversity and dynamics of the real innovation world. This observation is
confirmed by the fact that the rate of failures in innovation remains high,
despite the extensive research in this field.
NEW BUSINESS
Innovationrequireschange,i.e.changeinthewaywethinkandthewaywe
act. These changes may be small or big. Fig. 1 schematically shows our
business development view on this matter (Berkhout, 2005).
In life cycle management (right-hand side of Fig. 1), the ambition is to
makecontinuous improvementsonexistingproducts and services. Changes

are incremental. In this way the life cycle can be extended for many extra
years.Inindustrythetypicalway ofdoingthisismaking useofacompany
suggestion box: employees on the shop floor are invited to come up with
ideasfortheimprovementofexistingsolutions.TheJapaneseareverygood
in this. They call it Kaizen.
In innovation management (left-hand side of Fig. 1), the ambition is to
comeupwithnewconcepts.Thismeansmovingawayfromexistingsolutions.
Asaconsequence,innovationshortensthelifecycleofexistingproductsand
services. Schumpeter calls this property ‘creative destruction’: life cycle
management (LCM) and innovation management (IVM) are in competition
with each other. This may cause major dilemmas in business development.
ix