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Innovation and International Corporate Growth

E-BookPDF1 - PDF WatermarkE-Book
452 Seiten
Englisch
Springer Berlin Heidelbergerschienen am17.07.20102010
Research and development (R&D) as well as innovation are the drivers of change and the key determinants of growth in many industry and service sectors. In spite of the financial turmoil and restructuring of the world economy after 2008, investment in R&D is expected to grow further. Innovation competence will continue to be a major success factor for internationally operating companies.

The book presents a state-of-the-art account of innovation management and the role of R&D and innovation strategy for corporate growth and renewal. It follows a top-down approach starting from corporate strategy, and describes the effective integration of corporate R&D, business unit projects and operational performance improvements. The book offers portraits of leading innovators and high-performing corporations and provides a rich collection of best-practice examples.mehr
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E-BookPDF1 - PDF WatermarkE-Book
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Produkt

KlappentextResearch and development (R&D) as well as innovation are the drivers of change and the key determinants of growth in many industry and service sectors. In spite of the financial turmoil and restructuring of the world economy after 2008, investment in R&D is expected to grow further. Innovation competence will continue to be a major success factor for internationally operating companies.

The book presents a state-of-the-art account of innovation management and the role of R&D and innovation strategy for corporate growth and renewal. It follows a top-down approach starting from corporate strategy, and describes the effective integration of corporate R&D, business unit projects and operational performance improvements. The book offers portraits of leading innovators and high-performing corporations and provides a rich collection of best-practice examples.
Details
Weitere ISBN/GTIN9783642108235
ProduktartE-Book
EinbandartE-Book
FormatPDF
Format Hinweis1 - PDF Watermark
FormatE107
Erscheinungsjahr2010
Erscheinungsdatum17.07.2010
Auflage2010
Seiten452 Seiten
SpracheEnglisch
IllustrationenVII, 452 p.
Artikel-Nr.1544979
Rubriken
Genre9200

Inhalt/Kritik

Inhaltsverzeichnis
1;Contents;5
2;Introduction: Managing Innovation in Turbulent Times ;8
2.1;Part I: Innovation and International Strategy;8
2.2;Part II: Efficiency of Innovation Processes in International Enterprises;10
2.3;Part III: Capital Markets, Finance and Innovation Performance;12
3;Part I Innovation and International Strategy;15
3.1;R&D, Innovation and Growth: Performance of the Worlds Leading Technology Corporations;16
3.1.1;1 R&D, Investment and Growth;16
3.1.2;2 When does Innovation Lead to Sustainable Growth?;19
3.1.3;3 Which Companies are the Top Performers in Innovation?;22
3.1.4;4 Managing Relational Dynamic Capabilities;26
3.1.4.1;4.1 Standard-Setting Excellence;27
3.1.4.2;4.2 Intellectual Property Management;28
3.1.4.3;4.3 Managing Complementary Assets;28
3.1.5;5 Managing the Dual Cycle of Innovation;29
3.1.6;6 New Forms of Integrated Innovation Management;31
3.1.7;7 Integrated Design and Corporate Intellectual Property Management;33
3.1.8;References;34
3.2;Technology Strategy for the Corporate Research Center of a Diversified Global Enterprise;36
3.2.1;1 Introduction;36
3.2.2;2 The Integrated Technology Company;37
3.2.3;3 Technology Strategy;39
3.2.4;4 Corporate Research and Technologies;41
3.2.5;5 Technology Portfolio Management;42
3.2.6;6 Global Technology Fields;45
3.2.7;7 Technology;46
3.2.8;8 Customer Care;47
3.2.9;9 Global Setup;47
3.2.10;10 Partners;49
3.2.11;11 Organization;49
3.2.12;12 Best People;51
3.3;R&D Internationalization in Multinational Corporations: Some Recent Trends;52
3.3.1;1 Introduction;52
3.3.2;2 Internationalization of R&D Driven by M&As;54
3.3.3;3 Increased Significance of Asset-Seeking Motives;56
3.3.4;4 Similar R&D Behavior of Domestic and Foreign Firms in Germany;58
3.3.5;5 Expansion of German Companies R&D Abroad in the Fifth M&A Wave;59
3.3.6;6 Foreign R&D of German Companies Mirrors Technological Strengths at Home;61
3.3.7;7 R&D Abroad is Concentrated on Western Europe and the United States;66
3.3.8;8 Summary;67
3.3.9;9 Implications for German Innovation Policy;68
3.3.10;References;69
3.4;The Chemical Industry Drives Innovation also in Times of Crisis: BASF as an Example;71
3.4.1;1 Introduction;71
3.4.2;2 Crisis as Innovation Engine;72
3.4.2.1;2.1 Past Experiences: Innovations from the Chemical Industry in Times of Crisis;73
3.4.3;Box 1: Examples of Innovations in Times of Crisis;74
3.4.4;3 Long-Term Future-Oriented Corporate Strategy at BASF: The Beacon in the Crisis;75
3.4.4.1;3.1 Generating Knowledge in the Know-How Verbund;75
3.4.4.2;3.2 Orientation to Megatrends;76
3.4.5;Box 2: Example Ecotopia The Future Belongs to the Energy-Efficient City;76
3.4.5.1;3.3 Demographic Change;77
3.4.5.2;3.4 Urbanization, Housing and Mobility;78
3.4.5.3;3.5 Climate-Friendly Energy Supply;78
3.4.6;4 International and Interdisciplinary Networks: Important Success Factors;79
3.4.6.1;4.1 Interdisciplinary Cooperations;79
3.4.7;Box 3: Research in the Rhine Neckar Metropolitan Region;79
3.4.7.1;4.2 Importance of Internationalization;80
3.4.8;5 Innovation Sites in International Competition;81
3.4.9;6 Conclusions;82
3.4.10;References;83
3.5;The Innovation Premium: Managing for High Return on Innovation;85
3.5.1;1 Introduction;85
3.5.2;2 Innovation Strategy;87
3.5.3;3 Innovation Process;88
3.5.4;4 Innovation-Friendly Organizational Solutions;91
3.5.5;5 Open Innovation: Leveraging External Resources;92
3.5.6;6 Innovation Culture;93
3.5.7;7 Conclusions;93
3.5.8;References;94
3.6;Innovation in the Interplay of Organization and Culture: The TRUMPF Story;95
3.6.1;1 TRUMPF: Leading High-Tech Company;95
3.6.1.1;1.1 Company Portrait;95
3.6.1.1.1;1.1.1 Fields of Activity and Business Areas;96
3.6.1.1.2;1.1.2 Family Company;96
3.6.1.2;1.2 Innovation as a Corporate Strategy;96
3.6.1.2.1;1.2.1 Innovation Means Converting New Ideas into Market Success;96
3.6.1.2.2;1.2.2 Strategy for Innovation Leadership;97
3.6.1.2.3;1.2.3 Technological Leadership Instead of Invention Leadership;97
3.6.2;2 Corporate Culture as the Key to Innovation;97
3.6.2.1;2.1 Introduction;98
3.6.2.1.1;2.1.1 Factors of Success in Innovation Management;98
3.6.2.1.2;2.1.2 Corporate Culture as a Defining Factor;98
3.6.2.2;2.2 TRUMPF Corporate Culture;99
3.6.2.2.1;2.2.1 Leadership Based on Expertise;99
3.6.2.2.2;2.2.2 Continuity;99
3.6.2.2.3;2.2.3 Courage and Willingness to Embrace Change;99
3.6.2.2.4;2.2.4 Creative Freedom;100
3.6.2.2.5;2.2.5 Focus on Implementation;100
3.6.2.2.6;2.2.6 Western Culture and Christian Ethics;100
3.6.2.2.7;2.2.7 Family Company;100
3.6.3;3 Impact on the Company;101
3.6.3.1;3.1 Strategic Impact;101
3.6.3.1.1;3.1.1 New Business Development;101
3.6.3.1.2;3.1.2 Growth and Internationalization;104
3.6.3.1.3;3.1.3 Financial Independence;105
3.6.3.2;3.2 Methodical Impact;106
3.6.3.2.1;3.2.1 Project SYNCHRO;106
3.6.3.2.2;3.2.2 Inventor Program;108
3.6.3.2.3;3.2.3 Quality Management;108
3.6.3.3;3.3 Organizational Impact;109
3.6.3.3.1;3.3.1 Organizational Development;109
3.6.3.3.2;3.3.2 Human Resource Management;110
3.6.3.4;3.4 New Function Areas;111
3.6.3.4.1;3.4.1 From Functions to Function Areas;111
3.6.3.4.2;3.4.2 TRUMPF Innovation Management;112
3.6.4;4 Conclusions;113
3.7;Growth and Internationalization: Renewable Energy and New Technology-Based Firms;116
3.7.1;1 Introduction;116
3.7.2;2 Theoretical Background;117
3.7.3;3 Data;118
3.7.4;4 Growth and Internationalization Patterns;119
3.7.4.1;4.1 Timing and Degree of Internationalization;120
3.7.4.2;4.2 Foreign Market Development and Entry Mode Choice;121
3.7.4.3;4.3 Networks;122
3.7.4.4;4.4 Learning;123
3.7.5;5 Summary and Implications for Practitioners;124
3.7.6;References;125
4;Part II Efficiency of Innovation Processes in International Enterprises;127
4.1;Determinants for Failure and Success in Innovation Management;128
4.1.1;1 Introduction;128
4.1.2;2 Fundamentals on Innovation;129
4.1.2.1;2.1 Strategic Planning and Innovation Strategy;130
4.1.2.2;2.2 Features of the Innovation Strategy;130
4.1.2.3;2.3 Success and Failure Rates;131
4.1.3;3 Innovation Management;132
4.1.3.1;3.1 Elements of Innovation Management;133
4.1.3.2;3.2 The Innovation Process;134
4.1.3.3;3.3 Roadblock to Success;135
4.1.3.4;3.4 Key Questions for Innovation Management;136
4.1.4;4 Determinants for Success;137
4.1.4.1;4.1 Performance Measurement;137
4.1.4.2;4.2 Empirical Studies on Success Factors;138
4.1.4.3;4.3 Perspectives of Success Factors;139
4.1.4.4;4.4 Determinants for Success;140
4.1.4.4.1;4.4.1 Challenges and Goals by Perspectives;140
4.1.4.4.2;4.4.2 General View of the Factors;142
4.1.4.4.3;4.4.3 Some Considerations by Perspectives;143
4.1.4.5;4.5 The ''Human Side'' of Innovation;147
4.1.5;5 The Ten Commandments of Innovation Management;148
4.1.6;References;149
4.2;Innovation Generating and Evaluation: The Impact of Change Management;151
4.2.1;1 Change Management and Innovation Management;151
4.2.1.1;1.1 Change Management: How to Define?;151
4.2.1.2;1.2 Innovation Management: How to Define?;153
4.2.1.3;1.3 Change Management and Innovation Management: Differences and Similarities;154
4.2.2;2 The Ability to Change and Innovate;155
4.2.2.1;2.1 Ability to Change;156
4.2.2.1.1;2.1.1 What does Ability to Change Mean?;156
4.2.2.1.2;2.1.2 Why do Companies Need the Ability to Change?;156
4.2.2.1.3;2.1.3 The Effect of Organizational and Innovation Culture on the Ability to Change;159
4.2.2.2;2.2 Ability to Change as a Prerequisite for Innovation, Innovation Generating and Innovation Processes;160
4.2.2.2.1;2.2.1 Why is Change Important for Innovations and Innovation Generating?;160
4.2.2.2.2;2.2.2 What does an Innovation Culture Encompasses?;161
4.2.2.2.3;2.2.3 What Requirements or Standards do Innovation Processes Need?;162
4.2.3;3 Evaluation for Innovation Projects;163
4.2.3.1;3.1 Stage Gate Process;164
4.2.3.1.1;3.1.1 How does the Stage Gate Process Work and What does It Encompass?;165
4.2.3.1.2;3.1.2 What are the Key Success Factors of the Stage Gate Process?;167
4.2.3.2;3.2 Criteria for Evaluation;168
4.2.4;4 The Impact of Change Management on the Innovation Process;170
4.2.5;References;172
4.3;Implementing Change Management Successfully Reinventing an Innovative Corporation: The Bayer Case;175
4.3.1;1 Introduction;175
4.3.2;2 Times of Change for Bayer: Yesterday, Today and Tomorrow;177
4.3.3;3 Conceptual Background: Change Management;179
4.3.4;4 The Case: Change Management at Bayer;181
4.3.5;5 Summary and Conclusion;188
4.3.6;References;189
4.4;Ambidextrous Leadership in the Innovation Process;191
4.4.1;1 Introduction;191
4.4.2;2 Ambidexterity;192
4.4.3;3 An Example of an Ambidextrous Organization;194
4.4.4;4 The Innovation Process;195
4.4.5;5 Leadership in the Innovation Process;196
4.4.6;6 Ambidextrous Leadership: The Behavioral Flexibility of Leaders;198
4.4.7;7 How to Become an Ambidextrous Leader?;200
4.4.8;8 Conclusion;202
4.4.9;References;202
4.5;Innovation Through Market Pull and Technology Push in the Heavy Equipment Business: The Voith Case;205
4.5.1;1 Introduction;205
4.5.2;2 Over 140 Years of Innovation at Voith;206
4.5.3;3 Push or Pull: Choosing the Right Strategy for Innovation;208
4.5.4;4 Voith Paper: Partner and Pioneer for the Paper Industry;209
4.5.5;5 Innovation at Voith Paper;210
4.5.5.1;5.1 The Innovation Process;210
4.5.5.2;5.2 The Idea Generation Process;212
4.5.5.3;5.3 A Climate for Innovation;214
4.5.5.4;5.4 Market Launch: Investment Security Through the Paper Technology Center (PTC);215
4.5.5.5;5.5 A Practical Example: How Customer Orientation and Technology Orientation Can Work Together;216
4.5.6;6 Conclusion;216
4.6;Principles of Collaborative Innovation: Implementation of Open and Peer-to-Peer Innovation Approaches;218
4.6.1;1 Introduction: Applying ICT for Collaborative Innovation;218
4.6.2;2 Dimensions of Innovation: Openness and Peer-to-Peer Structure;221
4.6.2.1;2.1 Information Flow and Ownership: Closed vs. Open;221
4.6.2.2;2.2 Coordination Mechanism: Hierarchy vs. Peer-to-Peer;223
4.6.3;3 The C4 Framework for Innovation;224
4.6.3.1;3.1 Alternative Definitions of Collaborative Innovation;225
4.6.3.2;3.2 Attributes of Different Innovation Models;225
4.6.4;4 Collaborative Innovation in Services;227
4.6.4.1;4.1 Characteristics of Service Innovation;227
4.6.4.2;4.2 Empowerment of Service Users;228
4.6.5;5 Deriving and Implementing Principles of Collaborative Innovation;229
4.6.5.1;5.1 Principles for Openness and Peer-to-Peer Structures;230
4.6.5.2;5.2 Managing Change for Implementing New Principles;232
4.6.6;6 Conclusion and Outlook;234
4.6.7;References;234
4.7;Managing Open Innovation Networks in the Agriculture Business: The K+S Case;237
4.7.1;1 Introduction;237
4.7.2;2 Innovation as a Key Economic and Social Necessity in Agriculture;238
4.7.2.1;2.1 Initial Considerations in Agriculture Yesterday, Today and Tomorrow;238
4.7.2.2;2.2 Importance of Innovation in Agriculture;240
4.7.2.3;2.3 Innovative Developments in Plant Nutrition to Date;241
4.7.3;3 Value Chains as the Starting Point of Networks;242
4.7.3.1;3.1 The Porter Model;243
4.7.3.2;3.2 Agricultural Value Chain and the Agri-Food Business;244
4.7.3.3;3.3 Specific Value Chain of Industrial Inputs;245
4.7.4;4 Creating and Maintaining Networks;246
4.7.4.1;4.1 Significance of Networks in the Economy;246
4.7.4.2;4.2 Innovation Networks;248
4.7.4.3;4.3 Networks in Agriculture;249
4.7.4.4;4.4 Sample Projects at Individual Levels of the Specific Value Chain;250
4.7.4.5;4.5 Promotion of Open Networks;252
4.7.5;5 Opportunities for Innovation in Agriculture;253
4.7.5.1;5.1 Fields of Opportunity;253
4.7.5.2;5.2 Adoption and Diffusion Processes in Agriculture;255
4.7.5.3;5.3 Challenges in Network Management;256
4.7.6;6 Summary;257
4.7.7;References;257
5;Part III Capital Markets, Finance and Innovation Performance;259
5.1;Modern Valuation Approaches for Corporate Innovation Activities;260
5.1.1;1 Foreword;260
5.1.2;2 The Valuation of Corporate Innovation Activities;261
5.1.3;3 Traditional Valuation Approaches and Corporate Innovation Activities;263
5.1.3.1;3.1 Introduction;263
5.1.3.2;3.2 Cost Approach and Costs Related to Corporate Innovations;264
5.1.3.3;3.3 Market Approach and the Marketability of Innovation Activities;265
5.1.3.4;3.4 Income Approach and the Valuation of Cash Flows of Innovation Activities;265
5.1.3.5;3.5 The Certainty Equivalent Method;267
5.1.4;4 Modern Valuation Approaches and Corporate Innovation Activities;268
5.1.4.1;4.1 Real Option Approach and Innovation Opportunities;268
5.1.4.1.1;4.1.1 Introduction to Real Option Valuation;268
5.1.4.1.2;4.1.2 Theoretical Background of Real Option Valuation;269
5.1.4.1.3;4.1.3 Application of Real Option Valuation to Innovation Activities;270
5.1.4.2;4.2 Risk Compound Valuation Approach for the Valuation of Corporate Innovation Activities;271
5.1.4.2.1;4.2.1 Introduction to the Risk Compound Valuation Approach;271
5.1.4.2.2;4.2.2 Application to Corporate Innovation Activities;273
5.1.5;5 Conclusion;274
5.1.6;References;275
5.2;Value-Based Management of the Innovation Portfolio;278
5.2.1;1 Introduction;278
5.2.2;2 Requirements for Effective Innovation Portfolio Management;279
5.2.3;3 Instruments for Project Evaluation and Portfolio Selection;282
5.2.3.1;3.1 Project Evaluation Methods;282
5.2.3.1.1;3.1.1 Qualitative Methods: R-W-W Screen;282
5.2.3.1.2;3.1.2 Economic Return;283
5.2.3.1.3;3.1.3 Risk and Optionality;283
5.2.3.2;3.2 Portfolio Selection Techniques;283
5.2.3.2.1;3.2.1 Ad-Hoc Approaches;284
5.2.3.2.2;3.2.2 Comparative Approaches;284
5.2.3.2.3;3.2.3 Scoring Models;285
5.2.3.2.4;3.2.4 Optimization Models;285
5.2.3.2.5;3.2.5 Mapping Approaches;286
5.2.4;4 Practices of Innovation Portfolio Management;287
5.2.4.1;4.1 Which Instruments for Project Evaluation and Portfolio Selection are Most Broadly Used in Practice?;288
5.2.4.2;4.2 How Satisfied are Companies with Their Portfolio Management Approaches?;288
5.2.4.3;4.3 What are the Observed Key Limitations of the Prevalent Approaches?;289
5.2.4.4;4.4 What is the Performance of the Prevalent Innovation Portfolio Management Approaches?;289
5.2.4.5;4.5 What Distinguishes the Best from the Rest?;290
5.2.4.6;4.6 What Should a Company's Approach to Innovation Portfolio Management Depend Upon?;290
5.2.5;5 Summary and Call to Action;291
5.2.6;References;292
5.3;Innovation Performance Measurement;295
5.3.1;1 Introduction;295
5.3.2;2 Performance Measurement;297
5.3.3;3 Performance Measurement for Innovation;299
5.3.4;4 Performance Levels in Innovation Performance Measurement;302
5.3.4.1;4.1 Company Level (1) - Innovation Management Performance;302
5.3.4.1.1;4.1.1 General Tasks and Contents;302
5.3.4.1.2;4.1.2 Design of Performance Measurement System;305
5.3.4.1.3;4.1.3 Link with Other Innovation Performance Levels;305
5.3.4.2;4.2 Multi-Project Level (2) - Innovation Portfolio Performance;305
5.3.4.2.1;4.2.1 General Task and Contents;305
5.3.4.2.2;4.2.2 Design of Performance Measurement System;307
5.3.4.2.3;4.2.3 Link with Other Innovation Performance Levels;308
5.3.4.3;4.3 Single Project Level (3) - Innovation Project Performance;309
5.3.4.3.1;4.3.1 General Tasks and Contents;309
5.3.4.3.2;4.3.2 Design of Performance Measurement System;309
5.3.4.3.3;4.3.3 Link with Other Innovation Performance Levels;310
5.3.4.4;5 Conclusion;310
5.3.4.5;References;311
5.4;Accounting for Innovation: Lessons Learnt from Mandatory and Voluntary Disclosure;314
5.4.1;1 Value Relevance of Intangibles and Innovation;314
5.4.1.1;1.1 Intangibles and Financial Information;314
5.4.1.2;1.2 Value Relevance of Innovation;315
5.4.2;2 Accounting for Innovation in Financial Statements;316
5.4.2.1;2.1 Accounting for Innovation in German Gaap;317
5.4.2.2;2.2 Accounting for Innovation in IFRS;318
5.4.3;3 Voluntary Disclosure;321
5.4.4;4 Lessons Learnt from Disclosure on Innovation;323
5.4.5;References;324
5.5;Integrated Financing Strategies for Innovation-Based Growth;328
5.5.1;1 Introduction;328
5.5.2;2 A Financiers Perspective on Innovation;329
5.5.2.1;2.1 Types of Innovation;329
5.5.2.2;2.2 Innovation and Risk;330
5.5.2.3;2.3 Stages of Development and Financing;330
5.5.3;3 Structural Alternatives;332
5.5.3.1;3.1 Corporate (Recourse) Financing;332
5.5.3.2;3.2 Non-Recourse Financing;332
5.5.4;4 Sources of Expansion Capital;334
5.5.4.1;4.1 Capital Structure Illustrated;334
5.5.4.2;4.2 Equity Capital;335
5.5.4.3;4.3 Debt Capital;336
5.5.4.4;4.4 Mezzanine Capital;337
5.5.4.5;4.5 Funding Alternatives;337
5.5.4.5.1;4.5.1 Contracting;337
5.5.4.5.2;4.5.2 Leases;338
5.5.4.5.3;4.5.3 Investor Model;338
5.5.5;5 Case Study on the Solar Industry;338
5.5.5.1;5.1 Sulfurcell;338
5.5.5.2;5.2 Sulfurcell's Innovation;339
5.5.5.3;5.3 Market Penetration;340
5.5.5.4;5.4 Competitive Landscape;341
5.5.5.5;5.5 Stage of Development;341
5.5.5.6;5.6 Integrated Financing Transaction;341
5.5.6;6 Summary and Outlook;342
5.5.7;References;343
5.6;Corporate Venture Capital;344
5.6.1;1 Introduction;344
5.6.2;2 Designing Corporate Venture Capital Funds: The Perspective of Large Corporations;344
5.6.3;3 Corporate Venture Capital from the Perspective of Young Firms Seeking Investment Capital;349
5.6.4;4 Evaluation of Corporate Venture Capital from a Scientific and a Practical Perspective;351
5.6.5;References;352
5.7;Knowledge-Based Financing Strategies for Innovation Output;353
5.7.1;1 Introduction;353
5.7.2;2 We Have Arrived in the Knowledge Society;354
5.7.3;3 Innovation Output;357
5.7.4;4 Financing Strategies for Companies;361
5.7.4.1;4.1 Increase Revenue;361
5.7.4.2;4.2 Reduce Cost;362
5.7.4.3;4.3 Transfer Risk;363
5.7.5;5 Conclusion;363
5.7.6;References;364
5.8;The Value Impact of R&D Alliances in the Biotech Industry;365
5.8.1;1 Introduction;365
5.8.2;2 Background and Prior Research;366
5.8.3;3 Research Approach;370
5.8.4;4 Results;372
5.8.5;5 Conclusion;381
5.8.6;6 Appendix;382
5.8.7;References;383
5.9;Are Family-Owned Businesses Better Innovators?;387
5.9.1;1 Family Businesses in Germany;387
5.9.2;2 The Family Business Framework;388
5.9.2.1;2.1 The Family Business: A Definition Challenge;388
5.9.2.2;2.2 The Effect of Familyness on Performance;390
5.9.2.3;2.3 Theoretical Explanations of the Distinctiveness of Family Businesses;391
5.9.3;3 Innovation Drivers in Family Businesses;393
5.9.3.1;3.1 Goals;394
5.9.3.1.1;3.1.1 Business Goals;394
5.9.3.1.2;3.1.2 Family Goals;395
5.9.3.2;3.2 Structure;396
5.9.3.2.1;3.2.1 Corporate Governance Structures;396
5.9.3.2.2;3.2.2 Organizational Structures;398
5.9.3.3;3.3 Strategy;399
5.9.3.3.1;3.3.1 Corporate and Business Strategies;399
5.9.3.3.2;3.3.2 Functional Strategies;399
5.9.3.4;3.4 Business Environment;401
5.9.3.4.1;3.4.1 Market Dynamics and Competition;401
5.9.3.4.2;3.4.2 Market Size;401
5.9.3.4.3;3.4.3 R&D Networks;401
5.9.3.5;3.5 Conclusion;402
5.9.4;4 The Management of Innovations in Family Businesses;403
5.9.4.1;4.1 The Innovation Process;403
5.9.4.2;4.2 Innovation Types and Degrees of Innovation;404
5.9.4.3;4.3 Innovation Success;405
5.9.4.4;4.4 Conclusion;406
5.9.5;5 Impacts of the Global Financial and Economic Crisis on Innovation Activities;406
5.9.6;References;407
6;Bibliography;410
6.1;Part I: Innovation and International Strategy;410
6.2;Part II: Efficiency of Innovation Processes in InternationalEnterprises;413
6.3;Part III: Capital Markets, Finance and Innovation Performance;421
7;Editors;434
8;Authors;436
8.1;Part I: Innovation and International Strategy;436
8.2;Part II: Efficiency of Innovation Processes in International Enterprises;439
8.3;Part III: Capital Markets, Finance and Innovation Performance;443mehr

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