Management of Innovation in Network Industries
The Mobile Internet in Japan and Europe
Seiten
2006
Deutscher Universitätsverlag
9783835003477 (ISBN)
Deutscher Universitätsverlag
9783835003477 (ISBN)
Mobile Internet services are a tremendous success in Japan, but fail to gain the acceptance of European customers. Which factors explain the Japanese success story? What makes the difference: demand side factors rooted in a different culture or the fact that Japanese firms manage innovation process differently than their European counterparts?
Drawing on a comparative case study Michael Haas analyses the consequences of differences in the innovation strategies of Japanese and European telecommunication firms. He focuses on the following questions: Which are the implications of different approaches towards management of systemic innovations? Do differences matter and why do they matter? The author shows that Europeans can learn from the Japanese and gives advice for future approaches to developments in the European telecommunications industry.
Motivation and Research Questions This work seeks to further our understanding on the management of innovations in network industries. Although the economics of network markets like telecommuni- tions, Internet, email, media, computer, and service operations in banking, legal and airline industries have become a major field of economic research; knowledge about how to manage innovation within these markets is less advanced et al. 2000: 793; 2003: 198). The goods and services of these industries regularly manifest themselves as complex system products, which are composed of multiple mutually dependent components and often supplied by different industries 1998: 691; TIDD 1995: 308). Innovation processes associated with complex systems products, therefore, display a systemic character and the issue of how to coordinate the diverse but nevertheless complementary inputs poses a major challenge for innovation management. The issue of how to organise complex innovation projects, however, is still open for debate: A broad range of organisational forms--e. g, vertical integration and TEECE (1996: 68), TEECE (1996: 205), and (2001: 227); decentralised networks--BRESNAHAN and (1999: 13-14); (1999: 162) and (1992: 310); proje- organisationsmHOBDAV (2000: 892) has not only been theoretically derived, but is reported as well in practical use.
Drawing on a comparative case study Michael Haas analyses the consequences of differences in the innovation strategies of Japanese and European telecommunication firms. He focuses on the following questions: Which are the implications of different approaches towards management of systemic innovations? Do differences matter and why do they matter? The author shows that Europeans can learn from the Japanese and gives advice for future approaches to developments in the European telecommunications industry.
Motivation and Research Questions This work seeks to further our understanding on the management of innovations in network industries. Although the economics of network markets like telecommuni- tions, Internet, email, media, computer, and service operations in banking, legal and airline industries have become a major field of economic research; knowledge about how to manage innovation within these markets is less advanced et al. 2000: 793; 2003: 198). The goods and services of these industries regularly manifest themselves as complex system products, which are composed of multiple mutually dependent components and often supplied by different industries 1998: 691; TIDD 1995: 308). Innovation processes associated with complex systems products, therefore, display a systemic character and the issue of how to coordinate the diverse but nevertheless complementary inputs poses a major challenge for innovation management. The issue of how to organise complex innovation projects, however, is still open for debate: A broad range of organisational forms--e. g, vertical integration and TEECE (1996: 68), TEECE (1996: 205), and (2001: 227); decentralised networks--BRESNAHAN and (1999: 13-14); (1999: 162) and (1992: 310); proje- organisationsmHOBDAV (2000: 892) has not only been theoretically derived, but is reported as well in practical use.
Dr. Michael Haas promovierte am Japanzentrum und dem Department für Betriebswirtschaftslehre der Ludwig-Maximilians-Universität München. Er ist als Unternehmensberater in der Telekommunikations-, Informations- und Medienbranche tätig.
Innovation in network industries
The innovational challenges of mobile Internet services
Organisation of technical development and market creation in Japan and Europe
Market introduction of mobile Internet services
Causal links between organisation, behaviour and performance of innovation alliances
| Erscheint lt. Verlag | 26.7.2006 |
|---|---|
| Zusatzinfo | XVII, 266 p. |
| Verlagsort | Wiesbaden |
| Sprache | englisch |
| Maße | 148 x 210 mm |
| Gewicht | 370 g |
| Themenwelt | Technik |
| Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management | |
| Schlagworte | Innovation • Innovationsmanagement • Komparative Institutionenanalyse • Mobilfunk • Netzwerkindustrien • Standardisierung |
| ISBN-13 | 9783835003477 / 9783835003477 |
| Zustand | Neuware |
| Informationen gemäß Produktsicherheitsverordnung (GPSR) | |
| Haben Sie eine Frage zum Produkt? |
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