The Dynamics of Innovation: Strategic and Managerial by Paul Bierly, Alok K. Chakrabarti (auth.), Professor Dr.

By Paul Bierly, Alok K. Chakrabarti (auth.), Professor Dr. Klaus Brockhoff, Professor Alok K. Chakrabarti PhD, Professor Dr. Dr. h. c. Jürgen Hauschildt (eds.)

Jorg Bensinger, a gaggle head of Audi corporation's R&D leave­ ment, have been looking forward to lengthy to discover an opportunity to promote his suggestion of a four-wheel force for passenger vehicles to at least one of the board mem­ bers. Favorable reports were accumulated in force assessments with the lItis, a jeep-like vehicle constructed to be used within the German military. The ex­ periences confirmed excellent functionality on icy roads and in snow. Bensinger's likelihood got here in February of 1977, whilst he may check with Ferdinand Piech, then R&D vp of Audi and a know-how buff. at the moment Audi wasn't relatively regarded as a tech­ nological chief within the public. expertise dependent ideas have been anticipated from Mercedes or Porsche via many shoppers. Piech, Ben­ singer, and others sensed that introducing the four-wheel force to passenger automobiles may possibly begin a strategic swap. less than nice secrecy improvement paintings and prototype development have been commissioned. One situation area necessities for the gear-box. Hans Nedvidek, former race-track engineer within the Mercedes group, was once assigned to the group, and he built an inventive technique to the matter. It took till September of 1977 till different board mem­ bers have been educated, and after a few rallying the board came across a con­ sensus within the subsequent month to authorize extra improvement steps for a four-wheel force vehicle. although, Audi is a subsidiary of Volkswagen Corp. The accord of the a lot greater mom needed to be secured.

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Additional resources for The Dynamics of Innovation: Strategic and Managerial Implications

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It is important also to mention various creativity techniques, in particular morphological analysis, which Hauschildt describes as "structuring concepts for the generation of alternatives" (Hauschildt 1997, p. ). In the above sense, these therefore support the principle ofgeneration. Because of the multi-dimensionality of "complexity" referred to above, sustaining competitiveness requires the pursuit of both the technological development of the "product architecture" and the performance of the individual elements or modules of a product which are connected in the architecture of the product.

Some of the transitions between III and IV have already been described in more detail (Meyer 1994, p. , 164). Because of the technology-related vulnerability of every situation described, it cannot be expected that all firms or even business units will develop towards a single position, as is sometimes maintained. An overview of the destabilizing influences discussed here is given in Figure 3. (2) Broad knowledge dissemination and high complexity, as considered here, do not represent "natural" extremes of the respective scales.

We are told that: ''for years, Eastman Kodak was the only company that did all three: cameras, film, and developing" (Design Management Institute 1993, p. 5), thus offering a very complex product. In another case ''plain old telephone services (pots)" became over time "progressively combined forms of communication ... , which include speech, text, data, stills, and eventually also moving pictures" (Witte 1997, p. 8). Initially these opportunities were bundled by a monopoly, however, they then broke the bounds of this market regime with their increasing breadth and complexity.

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