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BEMM118-论文代写-Assignment 2
时间：2022-04-29
BEMM118
Individual Assignment 2
Innovation Fitness Report
Deadline: 09/05/2022
Dr Bill Russell
Search
Strategic
selection
Agile
Implementation
Innovation strategy
Innovative organization
Pro-active linkages:
Connecting
Learning:
Evolving capabilities
Simplified model of the innovation process
Value:
Business Models
Innovation Fitness Report
From the Handbook
Assignment 2: (70%): Innovation Fitness Report
You will carry out research to assess the “Innovation Fitness” of an organisation, at aa
organisational, departmental or Divisional/Business Unit level. The 2,000 word report
(+/- 10%) will analyse how well the organisation manages innovation in rapidly
changing digital environments, and will include prioritised recommendations to
improve innovation performance.
You will develop a report which covers key elements including:
• Introduction setting the overall context for the study
• Identifying and critically reviewing relevant literature
• Methodology, embedding core theories and material presented during the course
• Data analysis, developing your own critical analysis of the results
• Discussion section, drawing together key themes identified in the report and
recommendations for future actions to improve innovation management in the
digital era
Assignment 2: From the Handbook
Innovation Fitness Report
To inform the report, you will undertake a quantitative Innovation
Fitness Test Audit at an organisational, departmental or
Divisional/Business Unit level which will generate insights regarding:
• How well does the organization manage innovation STRATEGY?
• How well does it manage LEARNING?
• How well it develops and exploits LINKAGES?
• How well it manages INNOVATION PROCESSES?
• Are the elements of an INNOVATIVE ORGANIZATION in place?
Option 1
If you have access to an organization
of over 10 staff
Public Sector or Private Sector
Any country: All material, data and
appendices must be in English
Assignment 2: Quantitative (Survey) Research
Carrying out the Innovation Fitness Test
• The Innovation Fitness Test / Audit (Including Explanation)
- can be found at: https://www.johnbessant.org/toolsgi
• Small adjustments to wording of questions can help – but
do not fundamentally change the questions
Assignment 2:
Quantitative Analysis phase
• Move beyond general comments on
strategy, learning, linkages, processes
and innovative organisation
• Look at the “outlier” results – very
low or high scores – and consider
why this might be the case
• Compare your findings with
comparator organisations – if
possible
Assignment 2:
Qualitative research (interviews)
• Additional research beyond the Innovation Fitness Test Audit,
including 3-4 qualitative interviews, is likely to strengthen the final
report and presentation
• Good practice when planning (e.g. emails) and undertaking interviews:
Explain what you are doing, that data will not be retained beyond the
assignment by you, and that names and direct quotes WILL NOT be
attributed to individuals (in emails, and at the start of the interview)
Aim for a 45 minute interview. Record if you can – but no need for full
transcription. Video calls work well (Zoom, Teams etc.)
Design 8 – 12 OPEN questions – to help the interviewee to explore
areas beyond the Innovation Fitness Test. A good approach is 6 – 8
“must ask” questions, with some additional questions if you need
them
Assignment 2: Qualitative Analysis phase: Suggested
approach – to help compare feedback on the same
theme from different interviewees
Question Interviewee A Interviewee B Interviewee C Synthesis of findings
from interviews
1. How do you think
that our organisation
manages innovation?
2.
3.
4.
5.
6.
7.
8.
Option 2: If you do not have access to
an organisation
Use publicly available documents, FT,
Economist, Forbes, Wall Street Journal, Public
Accounts etc. to conduct your analysis
Use Innovation Fitness Test approach
Guidance: Highlight key ideas + draw out some key messages +
recommendations about the theme for managers in an organisation
Section Words? Often Missed……
Introduction, explaining the purpose of the report,
and briefly introduce the organisation that you will
be assessing. Make sure the reader knows what is
coming up.
100
1-3 refs
High impact cover
Contents page incl. list of tables + figures
Don’t get into lots of detail about your
organisation too early ….
Confirm that innovation is a complex process, that
requires capabilities across a range of themes.
Can use the same references as assignment 1, but
needs more detail.
Use references from the course texts (Tidd &
Bessant) as well as journal articles
600
16-32 refs
Say something (2-4 references) about each of
the 8 key elements of the simplified innovation
management process: Search; select;
implementation; value/business models;
innovation strategy; innovative organization;
linkages; learning
Reflect on how contexts are changing:
Sustainability; digitalization; ecosystems
Methodology: Explain the IFT, the interview phase,
so that the reader trusts your research process –
and the quality of your data – and your
recommendations.
200
1 ref:
John
Bessant
Benefits of a mixed qualitative + quantitative
approach
How many questionnaires sent out, + received
back. Timing. Anonymity of interviewees.
Guidance: Highlight key ideas + draw out some key messages +
recommendations about the theme for managers in an organisation
Section Words? Often Missed……
Findings: Explain what you found. Use infographics and
tables to draw attention to key aspects/areas for focus.
400: No refs
if generating
own data. If
using
secondary
sources –
explain
which
sources e.g.
FT
Results to 1 or 2 decimal places
Comment at the high level: Strategy; processes;
organization; linkages; learning
Comment on outlier (high and low) results
Use quotes
Use a table to bring together what has been learned
from the interviews
Discussion: Compare your findings with what you know
about managing innovation from the module, including
references to the literature. Make recommendations for
future actions to improve innovation management in the
digital era.
500
5-10 refs
Reflect on how context is changing the organization’s
priorities: Sustainability; digitalization; ecosystems
Recommendations: Delivered in a 5 columned table
works best
200
No refs
Priorities; which area of the business is responsible?;
“Next 12 months; 13 – 24 months…2”; explain how
the recommendations with the findings. Use colour
Literature review approach: Include the key elements of the innovation process,
including visuals. Most of research going to be from last 30 years.
Use Tidd + Bessant 2014 + 2021, Alan Brown, HBR, MIT SMR, CMR (+ others).
You can re-use the references and what you have written about ONE element in Assignment 1 in Assignment 2
Element Key themes: What is important: What
can be difficult
Literature sources (Using APA
referencing)
Search
Select
Agile implementation
Value capture + business modelling
Innovation strategy
Innovative organization
Proactive linkages (incl. ecosystems
here)
Learning: Evolving capabilities
Guidance: Examples of Recommendation Tables
Be persuasive ………..Seek implementation
Example A
Recommendation Objective Specific actions Resource/Budget Owner
Example B
Focus area:
Strategy; Learning;
Linkages;
Processes;
Organization
Prioritized
recommendations
Rationale Next steps Resource
allocation
Decisions to
progress
Example D (weaker)
Area for improvement Recommended
improvement action
Next steps Priority
Example C: Works very well
Challenges
identified
Prioritized
recommendations
Benefits in
prospect
Next steps Resource
allocation
Decisions to
progress
Report Writing
Guidance
Use tables to synthesise your thinking. They can be particularly useful when summarising the literature review
and recommendations. They help you “save” word count as well.
Recommendation tables: Consider having next steps, decisions, RAG or other practical headings to help structure
your recommendations
Use titles – in bold – to guide the reader through your document.
Use graphics, key frameworks and diagrams (visuals) from articles, to illustrate your writing.
Use bullet points, to write punchily and succinctly.
Use colour and white space to increase the impact of your document. An interesting visual on the cover can
increase the impact of a document. Create a high impact cover.
Follow the guidelines on APA referencing.
Number of references: Build on the material on ELE (e.g. Strategic Innovation Management – Tidd & Bessant), and
consider 20 – 30 references
Knowledge source Where to find it
Harvard Business Review In “Business Source Complete” in the
Library (Under “B” in the database
section)
http://www.exeter.ac.uk/library/
Sloan Management Review In “Proquest Business Premium
Collection” in the Library (Under “P” in the
database section)
http://www.exeter.ac.uk/library/
California Management Review In “Sage Journals” in the Library (Under
“S” in the database section). You will need
to search under “Management &
Organization Studies
http://www.exeter.ac.uk/library/
Strategic Innovation Management (Tidd +
Bessant 2014)
Chapters currently on ELE: Buy on Amazon
McKinsey, BCG, PWC, Deloitte all have useful
things to say – but they are all trying to sell
something as well – so be wary. OK to cite.
Online search!
Also give good examples of how to design
and write reports.
Search
Strategic
selection
Agile
Implementation
Innovation strategy
Innovative organization
Pro-active linkages:
Connecting
Learning:
Evolving capabilities
Simplified model of the innovation process
Value:
Business Models
Useful References
2022
Search: References
Alexy, O., & Dahlander, L. (2014). Managing Open Innovation. In M. Dodgson, D. M. Gann, & N.
Phillips (Eds.), The Oxford Handbook of Innovation Management (pp. 442–461). OUP. http://0-
www.oxfordhandbooks.com.lib.exeter.ac.uk/view/10.1093/oxfordhb/9780199694945.001.0001
/oxfordhb-9780199694945-e-021?rskey=tpUus7&result=1
Baumann, O., & Siggelkow, N. (2013). Dealing with Complexity: Integrated vs. Chunky Search
Processes. Organization Science, 24(1), 116–132. https://doi.org/10.1287/orsc.1110.0729
Christensen, C. M., Hall, T., Dillon, K., & Duncan, D. S. (2016). Know You Customers’ “ Jobs to Be
Done ”. Harvard Business Review, 94(9), 54–62.
Laursen, K. (2012). Keep searching and you’ll find : what do we know about variety creation
through firms’ search activities for innovation ? Industrial & Corporate Change, 21(5), 1181–
1220. https://doi.org/10.1093/icc/dts025
Lopez-Vega, H., Tell, F., & Vanhaverbeke, W. (2016). Where and how to search? Search paths in open
innovation. Research Policy, 45(1), 125–136. https://doi.org/10.1016/j.respol.2015.08.003
Search: References
McGrath, R. G. (2012). How the Growth Outliers Do It. Harvard Business Review, 90(1/2), 110–116.
McGrath, R. G., & McManus, R. (2020). Discovery-Driven Digital Transformation. Harvard Business
Review, 98 (3), 124–133.
O’Brien, K. (2020). Innovation types and the search for new ideas at the fuzzy front end: Where to
look and how often? Journal of Business Research, 107(September), 13–24.
https://doi.org/10.1016/j.jbusres.2019.09.007
Russell, B. (2020). Vigilant Innovation. De Gruyter: https://read.kortext.com/reader/epub/611411
Segarra-Ciprés, M., & Bou-Llusar, J. C. (2018). External knowledge search for innovation: the role of
firms’ innovation strategy and industry context. Journal of Knowledge Management, 22(2), 280–
298. https://doi.org/10.1108/JKM-03-2017-0090
Tidd, J. & Bessant. J (2014). Strategic Innovation Management, Chapter : Sources of Innovation:
https://read.kortext.com/reader/pdf/35817/97
Tidd, J. & Bessant. J (2014). Strategic Innovation Management, Chapter 7: Search Strategies for
Innovation: https://read.kortext.com/reader/pdf/35817/119
Tidd, J. & Bessant. J (2021). Managing Innovation, Chapter 7: Search Strategies for Innovation:
https://read.kortext.com/reader/epub/708974
Select: References
Bessant, J., Von Stamm, B., Moeslein, K. M., & Neyer, A.-K. (2010). Backing outsiders: selection
strategies for discontinuous innovation. R&D Management, 40(4), 345–356.
https://doi.org/10.1111/j.1467-9310.2010.00606.x
Day, G. S. (2007). Is It Real? Can We Win? Is It Worth Doing? Managing Risk and Reward in an
Innovation Portfolio. Harvard Business Review, 85(12), 110–120.
Day, G. S., & Schoemaker, P. J. H. (2020). How Vigilant Companies Gain an Edge in Turbulent Times.
Sloan Management Review, 61(2), 57–64.
Dyer, J., Furr, N. R., & Hendron, M. (2020). Overcoming the Innovator’s Paradox. MIT Sloan
Management Review, 61(4), 1–9.
Nagji, B., & Tuff, G. (2012). Managing Your Innovation Portfolio. Harvard Business Review, 90(5), 66–74.
Nicholas, J., Ledwith, A., & Bessant, J. (2015). Selecting early-stage ideas for radical innovation: Tools
and structures. Research Technology Management, 58(4), 36–44.
https://doi.org/10.5437/08956308X5804260
Select: References
Reitzig, M. (2011). Is Your Company Choosing the Best Innovation Ideas ? Sloan Management Review,
52(4), 47–52.
Rohrbeck, R., & Kum, M. E. (2018). Corporate foresight and its impact on firm performance: A
longitudinal analysis. Technological Forecasting and Social Change, 129(January), 105–116.
https://doi.org/10.1016/j.techfore.2017.12.013
Russell, B. (2020). Vigilant Innovation. De Gruyter: https://read.kortext.com/reader/epub/611411
Tidd, J. & Bessant. J (2014). Strategic Innovation Management, Chapter 9: Selecting Innovation
Projects: https://read.kortext.com/reader/pdf/35817/159
Tidd, J. & Bessant. J (2021). Managing Innovation, Chapter 9: Dealing with Uncertainty:
https://read.kortext.com/reader/epub/708974
Agile Implementation
Aghina, W., et al., “Enterprise Agility: Buzz or business impact?”, McKinsey March 2020.
Birkinshaw, J, “What to Expect from Agile”, MIT Sloan Management Review, Winter 2018.
https://sloanreview.mit.edu/article/what-to-expect-from-agile/
Brown, A.W, How To Be Agile, Whitepaper, May 2020.Chapter 5 in A.W. Brown “Delivering Digital
Transformation: A managers guide to the digital revolution”, De Gruyter, 2019. A full copy of the book is
available for download here.
Disciplined Agile, www.pmi.org/disciplined-agile
Rigby, D. et al., “Agile Innovation”, Bain and Co, 2016. https://www.bain.com/insights/agile-innovation/
Rigby, D. “The Agile C-suite”, HBR, May 2020.
Rigby, D., Jeff Sutherland, and Andy Noble, “Agile at Scale”, HBR, May 2018.
Agile Implementation
Scaled Agile, www.scaledagileframework.org
Schrage, M., R&D make room for E&S, MIT Sloan Management Journal, 2019.
http://sloanreview.mit.edu/article/rd-meet-es-experiment-scale/
Scrum.org, www.scrum.org
The 14th State of Agile Report: https://stateofagile.com/#ufh-i-615706098-14th-annual-state-of-agile-
report/7027494
The Scrum Guide, Scrum.org, November 2017.
Tidd & Bessant 2014: Chapter 10 Developing New Products & Services:
https://read.kortext.com/reader/pdf/35817/181
Tidd, J. & Bessant. J (2021). Managing Innovation, Chapter 10: Creating New products and Services:
https://read.kortext.com/reader/epub/708974
Almquist, E., Cleghorn, J., & Sherer, L. (2018). The B2B Elements of Value. Harvard Business Review, 96(2),
72–81.
Almquist, E., Senior, J., & Bloch, N. (2016). The Elements of Value. Harvard Business Review, 94(9), 46–53.
Amit, R., & Zott, C. (2016). Business Model Design : A Dynamic Capability Perspective. In D. J. Teece & S. Leih
(Eds.), The Oxford Handbook of Dynamic Capabilities (pp. 1–21). OUP.
https://doi.org/10.1093/oxfordhb/9780199678914.013.29
Bertini, M., & Koenigsberg, O. (2020). Competing on Customer Outcomes. MIT Sloan Manaagement Review,
62(1), 78–84.
Christensen, C. M., Bartman, T., & van Bever, D. (2016). The Hard Truth About Business Model Innovation.
Sloan Management Review, 58(1), 31–40.
Dearing, J. W. (2021). Diffusion of Innovations Diffusion of Innovations Why are We Still Writing — and
Reading — about the Diffusion of Innovations ? In M. S. Poole & A. H. Van de Ven (Eds.), The Oxford
handbook of Organizational Change and innovation (2nd ed., p. 1). OUP.
https://doi.org/10.1093/oxfordhb/9780198845973.013.23
Gassmann, O., Frankenberger, K., & Csik, M. (2014). The Business Model Navigator: 55 Models That Will
Revolutionise Your Business. https://doi.org/10.1007/978-3-319-01056-4_7
Massa, L., & Tucci, C. L. (2014). Business Model Innovation. In M. Dodgson, D. M. Gann, & N. Phillips (Eds.),
The Oxford Handbook of Innovation Management (pp. 420–441). OUP.
Value References
Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation. Wiley.
Osterwalder, A., Pigneur, Y., Etiemble, F., & Smith, A. (2020). The Invincible Company. Wiley.
Ozaki, R., & Dodgson, M. (2014). Consumption of Innovation. In M. Dodgson, D. M. Gann, & N. Phillips (Eds.),
The Oxford Handbook of Innovation Management (pp. 271–289). OUP.
https://doi.org/10.1093/oxfordhb/9780199694945.013.004
Payne, A., & Frow, P. (2014). A Strategic Framework for Customer Relationship Management. Journal of
Marketing, 69(4), 167–176.
Rogers, E. M. (2003). Diffusion of Innovations, 5th Edition. In Book (5th ed.). Free Press.
Tidd, J. & Bessant. J,. (2014). Strategic Innovation Management, Chapter 12: Commercialization and
Diffusion of Innovations: https://read.kortext.com/reader/pdf/35817/223
Tidd, J. & Bessant. J,. (2014). Strategic Innovation Management, Chapter 14: Business Models and Capturing
Value: https://read.kortext.com/reader/pdf/35817/263
Tidd, J. & Bessant. J,. (2021). Managing Innovation, Chapter 13: Capturing the Business Value of Innovation:
https://read.kortext.com/reader/epub/708974
Tidd, J. & Bessant. J,. (2021). Managing Innovation, Chapter 14: Creating Social Value:
https://read.kortext.com/reader/epub/708974
Value References
Collis, D. J. (2021). Why do so many strategies fail? Harvard Business Review, 99(4), 82–92.
https://doi.org/10.1021/ac00292a736
Iansiti, M., & Lakhani, K. R. (2017). Managing Our Hub Economy Strategy. Harvard Business Review, 95(5),
84–91.
Jacobides, M. G., & Reeves, M. (2020). Adapt your business to the new reality. Harvard Business Review,
98(5), 74–81.
http://library.capella.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=1449
10745&site=bsi-live&scope=site
Kastelle, T. (2014, November 2). Is Your Innovation Problem Really a Strategy Problem? Harvard Business
Review Digital Articles. https://hbr.org/2014/02/is-your-innovation-problem-really-a-strategy-
problem#:~:text=The%20firm%20right%20now%20thinks,easier%20to%20realize%20their%20strategy.
McGrath, R. G. (2012). How the Growth Outliers Do It. Harvard Business Review, 90(1/2), 110–116.
McGrath, R. G., & Kim, J. (2014). Innovation, Strategy, and Hypercompetition. In M. Dodgson, D. M. Gann, &
N. Phillips (Eds.), The Oxford Handbook of Innovation Management. OUP.
https://doi.org/10.1093/oxfordhb/9780199694945.013.010
Innovation Strategy References
Oberholzer-Gee, F. (2021). Eliminate strategic overload: How to select fewer initiatives with greater impact.
Harvard Business Review, 99(3), 88–96. https://hbr.org/2021/05/eliminate-strategic-overload
Pisano, G. P. (2015). You Need An Innovation Strategy. Harvard Business Review, 93(6), 44–54.
Pisano, G. P. (2017). Toward a prescriptive theory of dynamic capabilities: Connecting strategic choice, learning, and
competition. Industrial and Corporate Change, 26(5), 747–762. https://doi.org/10.1093/icc/dtx026
Sull, D. N., Homkes, R., & Sull, C. (2015). Why Strategy Execution Unravels— and What to Do About It. Harvard
Business Review, 93(3), 57–66.
Sull, D. N., Turconi, S., Sull, C., & Yoder, J. (2018). Turning Strategy Into Results. Sloan Management Review, 59(2),
97–107.
Teece, D. J., Raspin, P. G., & Cox, D. R. (2020). Plotting Strategy in a Dynamic World. MIT Sloan Management Review
and Deloitte Insights Review, 62(1), 28–33.
Tidd, J. & Bessant. J (2014). Strategic Innovation Management, Chapter 2: Innovation Strategy:
https://read.kortext.com/reader/pdf/35817/21
Tidd, J. & Bessant. J (2021). Managing Innovation, Chapter 4: Developing an Innovation Strategy:
https://read.kortext.com/reader/epub/708974
Innovation Strategy References
BCG. (2021). Overcoming the Innovation Readiness Gap (Issue April). https://web-
assets.bcg.com/93/a7/7d03fff34baa993929c81f220e72/bcg-most-innovative-companies-2021-apr-2021-r.pdf
Birkinshaw, J., & Haas, M. (2016). Increase your return on failure. Harvard Business Review, 94(5), 88–93.
Birkinshaw, J., Zimmermann, A., & Raisch, S. (2016). How Do Firms Adapt to Discontinuous Change? Bridging the
Dynamic Capabilities and Ambidexterity Perspectives. California Management Review, 58(4), 36–58.
Casciaro, T., Edmondson, A. C., & Jang, S. (2019). Cross-Silo Leadership. Harvard Business Review, 97(3), 130–139.
Hogan, S. J., & Coote, L. V. (2014). Organizational culture, innovation, and performance: A test of Schein’s model.
Journal of Business Research, 67(8), 1609–1621. https://doi.org/10.1016/j.jbusres.2013.09.007
Paulus, P. B., van der Zee, K. I., & Kenworthy, J. B. (2019). Diversity and Group Creativity. In P. B. Paulus & B. A.
Nijstad (Eds.), The Oxford Handbook of Group Creativity and Innovation. OUP.
https://doi.org/10.1093/oxfordhb/9780190648077.013.3
Leonard, D. A., & Barton, M. (2014). Knowledge and the Management of Creativity and Innovation. In M. Dodgson,
D. M. Gann, & N. Phillips (Eds.), The Oxford Handbook of Innovation Management (pp. 121–138). OUP.
https://doi.org/10.1093/oxfordhb/9780199694945.013.005
Innovative Organization References
Michels, D., & Murphy, K. (2021). How Good Is Your Company at Change: A new system for measuring (and
improving) your ability to adapt. Harvard Business Review, 99(4), 62–71.
Pisano, G. P. (2019). The Hard Truth About Innovative Cultures. Harvard Business Review, 97(1), 62–71.
Raffaelli, R., & Glynn, M. A. (2015). Institutional Innovation: Novel, Useful and Legitimate. The Oxford
Handbook of Creativity, Innovation, and Entrepreneurship: Multilevel Linkages, January, 407–420.
https://doi.org/10.1093/oxfordhb/9780199927678.013.0019
Schoemaker, P. J. H., Heaton, S., & Teece, D. J. (2018). Innovation, Dynamic Capabilities, and Leadership.
California Management Review, 61(1), 15–42. https://doi.org/10.1177/0008125618790246
Tellis, G. J., Prabhu, J. C., & Chandy, R. K. (2009). Radical Innovation Across Nations: The Preeminence of
Corporate Culture. Journal of Marketing, 73(January), 3–23.
Tidd, J. & Bessant. J,. (2014). Strategic Innovation Management, Chapter 4: Leadership and Organization of
Innovation: https://read.kortext.com/reader/pdf/35817/61
Tidd, J. & Bessant. J,. (2021). Managing Innovation, Chapter 5: Building the Innovative Organization:
https://read.kortext.com/reader/epub/708974
Zimmermann, A., & Birkinshaw, J. (2016). Reconciling Capabilities and Ambidexterity Theories : A Multi-level
Perspective. In D. J. Teece & S. Leih (Eds.), The Oxford Handbook of Dynamic Capabilities (pp. 1–24). OUP.
https://doi.org/10.1093/oxfordhb/9780199678914.013.008
Innovative Organization References
Amit, R., Han, X., & Zott, C. (2019). Collaboration in Business Model Innovation. In J. J. Reuer, S. F. Matusik, & J. Jones
(Eds.), The Oxford Handbook of Entrepreneurship and Collaboration (Issue November, pp. 567–586). OUP.
https://doi.org/10.1093/oxfordhb/9780190633899.013.33
Casciaro, T., Edmondson, A. C., & Jang, S. (2019). Cross-Silo Leadership. Harvard Business Review, 97(3), 130–139.
Cross, R., Arena, M., Sims, J., & Uhl-Bien, M. (2017). How to Catalyze Innovation in Your Organization. MIT Sloan
Management Review, 58(4), 39–47.
https://search.proquest.com/docview/1916720849?accountid=14511%0Ahttp://sfx.ucl.ac.uk/sfx_local?url_ver=Z39.88-
2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Acentral&atitle=How+to+Catalyze+Innov
ation+in+Your+Organization&title
Decreton, B., Monteiro, F., Frangos, J. M., & Friedman, L. (2021). Innovation Outposts in Entrepreneurial Ecosystems: How
to Make Them More Successful. California Management Review, 63(3), 94–117.
https://doi.org/10.1177/0008125621996494
Dodgson, M. (2014). Collaboration and Innovation Management. In M. Dodgson, D. M. Gann, & N. Phillips (Eds.), The
Oxford Handbook of Innovation Management (pp. 462–481). OUP.
https://doi.org/10.1093/oxfordhb/9780199694945.013.003
Linkages (Overlaps with Ecosystems)
Can use Ecosystem references for External Linkages
Dooley, L., Kenny, B., & Cronin, M. (2016). Interorganizational innovation across geographic and cognitive boundaries:
Does firm size matter? R and D Management, 46(S1), 227–243. https://doi.org/10.1111/radm.12134
Hargadon, A. B. (2014). Brokerage and Innovation. In The Oxford Handbook of Innovation Management (pp. 163–180).
https://doi.org/10.1093/oxfordhb/9780199694945.013.001
Korschun, D. (2015). Boundary-Spanning employees and relationships with external stakeholders: A social identity
approach. Academy of Management Review, 40(4), 611–629.
https://eds.a.ebscohost.com/eds/pdfviewer/pdfviewer?sid=ce5646cd-81d2-476a-b806-
330a32d15ffe%40sessionmgr4006&vid=2&hid=4210
Monteiro, F., & Birkinshaw, J. (2016). The external knowledge sourcing process in multinational corporations. Strategic
Management Journal, 51(2), 315–334. https://doi.org/10.1002/smj
Ooms, W., & Piepenbrink, R. (2021). Open Innovation for Wicked Problems: California Management Review, 63(2), 62–
100. https://doi.org/10.1177/0008125620968636
Russell, B. (2020). Vigilant Innovation. De Gruyter : https://read.kortext.com/reader/epub/611411
Wang, C., Rodan, S., Fruin, M., & Xu, X. (2014). Knowledge Networks, Collaboration Networks, and Exploratory Innovation.
Academy of Management Journal, 57(2), 484–514.
Linkages (Overlaps with Ecosystems)
Can use Ecosystem references for External Linkages
Adner, R. (2006). Match your innovation strategy to your innovation ecosystem. Harvard Business Review,
84(4), 98–107.
Adner, R. (2017). Ecosystem as Structure: An Actionable Construct for Strategy. Journal of Management,
43(1), 39–58. https://doi.org/10.1177/0149206316678451
Autio, E., & Thomas, L. D. W. (2014). Innovation Ecosystems : Implications for Innovation Management. In
The Oxford Handbook of Innovation Management (pp. 204–228). OUP.
https://doi.org/10.1093/oxfordhb/9780199694945.013.012
Birkinshaw, J. (2019, August 8). Ecosystem Businesses Are Changing the Rules of Strategy. Harvard Business
Review Digital Articles.
Fuller, J., Jacobides, M. G., & Reeves, M. (2019). The Myths and Realities of Business Ecosystems. Sloan
Management Review, 60(3), 1–9.
Furr, N., & Shipilov, A. (2018). Building the right ecosystem for innovation. MIT Sloan Management Review,
59(4), 59–64. https://doi.org/10.7551/mitpress/11859.003.0016
Hagiu, A., & Wright, J. (2021). Don’t Let Platforms Commoditize Your Business. How to make them work for
your brand. Harvard Business Review, 99(3), 108–114.
Helfat, C. E., & Raubitschek, R. S. (2018). Dynamic and integrative capabilities for profiting from innovation in
digital platform-based ecosystems. Research Policy, 47, 1391–1399.
Ihrig, M., & Macmillan, I. C. (2017). How To Get Ecosystem Buy-in: A Toolkit of assessing the way an
innovation will affect each stakeholder. Harvard Business Review, 95(2), 102–108.
Ecosystem References(overlaps with Digitalization)
Jacobides, M. G. (2019). In the Ecosystem Economy, What’s Your Strategy? Harvard Business Review, 97(5),
128–137.
Kramer, M. R., & Pfitzer, M. W. (2016). The Ecosystem of Shared Value. Harvard Business Review, 94(10), 80–
89. https://blakecrypto.com/ecosystem/
Ozalp, H., Cennamo, C., & Gawer, A. (2018). Disruption in Platform-Based Ecosystems. Journal of
Management Studies, 55(7), 1203–1241. https://doi.org/10.1111/joms.12351
Ringel, M., Baeza, R., Grassl, F., Panandiker, R., & Harnoss, J. (2020). The Serial Innovation Imperative. The
Most Innovative Companies 2020. In BCG - Boston Consulting Group.
https://www.bcg.com/publications/2020/most-innovative-companies/overview
Ringel, M., Grassl, F., Baeza, R., Kennedy, D., Spira, M., & Manly, J. (2019). The Most Innovative Companies
2019: The Rise of AI , Platforms , and Ecosystems. http://image-src.bcg.com/Images/BCG-Most-Innovative-
Companies-Mar-2019-R2_tcm9-215836.pdf
Sebastian, I. M., & Woerner, S. L. (2020). Driving Growth in Digital Ecosystems. MIT Sloan Management
Review, 62(1), 58–62.
Tidd, J. & Bessant. J,. (2021). Managing Innovation, Chapter 8: Innovation Networks:
https://read.kortext.com/reader/epub/708974
Ecosystem References (overlaps with Digitalization)
Ballé, M., Morgan, J., & Sobek, D. K. (2016). Why Learning Is Central to Sustained Innovation. MIT Sloan
Management Review, 57(3), 63–71.
http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=114181476&lang=ja&site=ehost-live
Carlson, C. R. (2020). Innovation for Impact - Value creation as an active learning process. Harvard Business
Review, 98(6), 124–133.
Collings, D. G., & McMackin, J. (2021). The Practices That Set Learning Organizations Apart. MIT Sloan
Management Review, 62(4).
Cornelius, P. B., Gokpinar, B., & Sting, F. J. (2021). How Temporary Assignments Boost Innovation. MIT Sloan
Management Review, 62(3), 9–11.
Edmondson, A. C. (2008). The competitive imperative of learning. Harvard Business Review, 86(7/8), 79–85.
hbr.org
Healy, P. J. (2020). Garvin’s Learning Organization: A Process Perspective on Learning for Implementation ,
Improvement , and In novation. In A. R. Örtenblad (Ed.), The Oxford Handbook of the Learning
Organization. OUP. https://doi.org/10.1093/oxfordhb/9780198832355.013.4
Knippenberg, D. van, Mell, J. N., Knippenberg, D. van, & Mell, J. N. (2020). Team Diversity and Learning in
Organizations. The Oxford Handbook of Group and Organizational Learning, January, 474–490.
https://doi.org/10.1093/oxfordhb/9780190263362.013.44
Learning References
Lam, A. (2019). Ambidextrous Learning Organizations. In A. R. Ortenblad (Ed.), The Oxford Handbook of the
Learning Organization (Issue November, pp. 162–180). OUP.
https://doi.org/10.1093/oxfordhb/9780198832355.013.31
Michels, D., & Murphy, K. (2021). How Good Is Your Company at Change: A new system for measuring (and
improving) your ability to adapt. Harvard Business Review, 99(4), 62–71.
Ransbotham, S. (2020, August 19). Reskilling Talent to Shrink Technology Gaps. MIT Sloan Blogs,
https://sloanreview.mit.edu/article/reskilling-talent-to-shrink-technology-gaps/
Stollberger, J., West, M. A., & Sacramento, C. A. (2019). Innovation in Work Teams. In P. B. Paulus & B. A.
Nijstad (Eds.), The Oxford Handbook of Group Creativity and Innovation (pp. 230–251). OUP.
https://doi.org/10.1093/oxfordhb/9780190648077.013.14
Tidd, J. & Bessant. J (2014). Strategic Innovation Management, Chapter 15: Learning to Manage Innovation
: https://read.kortext.com/reader/pdf/35817/277
Tidd, J. & Bessant. J (2021). Managing Innovation, Chapter 15: Learning from Innovation :
https://read.kortext.com/reader/epub/708974
Watkins, K. E., & Marsick, V. J. (2020). Conceptualizing an Organization That Learns. In A. R. Ortenblad (Ed.),
The Oxford Handbook of the Learning Organization. OUP.
https://doi.org/10.1093/oxfordhb/9780198832355.013.3
Learning References
Alstyne, M. W. van, Parker, G. G., & Choudary, S. P. (2016). Pipelines, Platforms, and the New Rules of Strategy. Harvard
Business Review, 94(4), 54–62.
http://library.capella.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bah&AN=113934414&site=
ehost-live&group=alumni
Birkinshaw, J. (2018). How is technological change affecting the nature of the corporation? Journal of the British Academy,
6 (October), 185–214.
Bonnet, D., & Westerman, G. (2021). The New Elements of Digital Transformation. MIT Sloan Management Review, 62(2),
83–89. https://doi.org/10.1016/0315-0860(77)90070-2
Buge, M., & Ozcan, P. (2021). Platform Scaling, Fast and Slow. MIT Sloan Management Review.
Cusumano, M. A., Yoffie, D. B., & Gawer, A. (2020). The Future of Platforms. Sloan Management Review, 61(3), 46–54.
Grerer, A., Hutter, K., Füller, J., & Ströhle, T. (2021). Ready or Not: Managers’ and Employees’ Different Perceptions of
Digital Readiness. California Management Review, 63(2), 23–48. https://doi.org/10.1177/0008125620977487
Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D., & Buckley, N. (2019). Accelerating Digital Innovation Inside and Out: Agile
Teams, Ecosystems, and Ethics. https://shop.sloanreview.mit.edu/store/accelerating-digital-innovation-inside-and-out-
agile-teams-ecosystems-and-ethics
Ozcan, P., Yakis-Douglas, B., Ozcan, P., & Yakis-Douglas, B. (2021). Digitalization and its Strategic Implications for the
Multinational Enterprise: The Changing Landscape of Competition and How to Cope with It. The Oxford Handbook of
International Business Strategy, January, 373–400. https://doi.org/10.1093/oxfordhb/9780198868378.013.19
Digitalization References (Overlaps with Ecosystems)
Ross, J. W. (2019). Digital Success Requires Breaking Rules. MIT Sloan Blogs. https://sloanreview.mit.edu/article/digital-
success-requires-breaking-rules/?utm_source=newsletter&utm_medium=email&utm_content=Read the new article
now »&utm_campaign=0730DCS
Ross, J. W., Beath, C. M., & Mocker, M. (2019a). Creating Digital Offerings Customers Will Buy. Sloan Management Review,
61(1), 64–69.
Ross, J. W., Sebastian, I. M., & Beath, C. M. (2017). How to develop a great digital strategy. MIT Sloan Management
Review, 58(2), 7–9. https://doi.org/10.7551/mitpress/11633.003.0004
Sia, S. K., Weill, P., & Zhang, N. (2021). Designing a Future-Ready Enterprise: The Digital Transformation of DBS Bank.
California Management Review, 63(3), 35–57. https://doi.org/10.1177/0008125621992583
Tidd, J. & Bessant. J,. (2021). Managing Innovation, Chapter 2: Digital is Different?:
https://read.kortext.com/reader/epub/708974
Digitalization References (Overlaps with Ecosystems)
¡ ¡ THANK YOU!!
Dr Bill Russell
w.e.russell@exeter.ac.uk
Individual Assignment 2
Innovation Fitness Report
Deadline: 09/05/2022
Dr Bill Russell
Search
Strategic
selection
Agile
Implementation
Innovation strategy
Innovative organization
Pro-active linkages:
Connecting
Learning:
Evolving capabilities
Simplified model of the innovation process
Value:
Business Models
Innovation Fitness Report
From the Handbook
Assignment 2: (70%): Innovation Fitness Report
You will carry out research to assess the “Innovation Fitness” of an organisation, at aa
organisational, departmental or Divisional/Business Unit level. The 2,000 word report
(+/- 10%) will analyse how well the organisation manages innovation in rapidly
changing digital environments, and will include prioritised recommendations to
improve innovation performance.
You will develop a report which covers key elements including:
• Introduction setting the overall context for the study
• Identifying and critically reviewing relevant literature
• Methodology, embedding core theories and material presented during the course
• Data analysis, developing your own critical analysis of the results
• Discussion section, drawing together key themes identified in the report and
recommendations for future actions to improve innovation management in the
digital era
Assignment 2: From the Handbook
Innovation Fitness Report
To inform the report, you will undertake a quantitative Innovation
Fitness Test Audit at an organisational, departmental or
Divisional/Business Unit level which will generate insights regarding:
• How well does the organization manage innovation STRATEGY?
• How well does it manage LEARNING?
• How well it develops and exploits LINKAGES?
• How well it manages INNOVATION PROCESSES?
• Are the elements of an INNOVATIVE ORGANIZATION in place?
Option 1
If you have access to an organization
of over 10 staff
Public Sector or Private Sector
Any country: All material, data and
appendices must be in English
Assignment 2: Quantitative (Survey) Research
Carrying out the Innovation Fitness Test
• The Innovation Fitness Test / Audit (Including Explanation)
- can be found at: https://www.johnbessant.org/toolsgi
• Small adjustments to wording of questions can help – but
do not fundamentally change the questions
Assignment 2:
Quantitative Analysis phase
• Move beyond general comments on
strategy, learning, linkages, processes
and innovative organisation
• Look at the “outlier” results – very
low or high scores – and consider
why this might be the case
• Compare your findings with
comparator organisations – if
possible
Assignment 2:
Qualitative research (interviews)
• Additional research beyond the Innovation Fitness Test Audit,
including 3-4 qualitative interviews, is likely to strengthen the final
report and presentation
• Good practice when planning (e.g. emails) and undertaking interviews:
Explain what you are doing, that data will not be retained beyond the
assignment by you, and that names and direct quotes WILL NOT be
attributed to individuals (in emails, and at the start of the interview)
Aim for a 45 minute interview. Record if you can – but no need for full
transcription. Video calls work well (Zoom, Teams etc.)
Design 8 – 12 OPEN questions – to help the interviewee to explore
areas beyond the Innovation Fitness Test. A good approach is 6 – 8
“must ask” questions, with some additional questions if you need
them
Assignment 2: Qualitative Analysis phase: Suggested
approach – to help compare feedback on the same
theme from different interviewees
Question Interviewee A Interviewee B Interviewee C Synthesis of findings
from interviews
1. How do you think
that our organisation
manages innovation?
2.
3.
4.
5.
6.
7.
8.
Option 2: If you do not have access to
an organisation
Use publicly available documents, FT,
Economist, Forbes, Wall Street Journal, Public
Accounts etc. to conduct your analysis
Use Innovation Fitness Test approach
Guidance: Highlight key ideas + draw out some key messages +
recommendations about the theme for managers in an organisation
Section Words? Often Missed……
Introduction, explaining the purpose of the report,
and briefly introduce the organisation that you will
be assessing. Make sure the reader knows what is
coming up.
100
1-3 refs
High impact cover
Contents page incl. list of tables + figures
Don’t get into lots of detail about your
organisation too early ….
Confirm that innovation is a complex process, that
requires capabilities across a range of themes.
Can use the same references as assignment 1, but
needs more detail.
Use references from the course texts (Tidd &
Bessant) as well as journal articles
600
16-32 refs
Say something (2-4 references) about each of
the 8 key elements of the simplified innovation
management process: Search; select;
implementation; value/business models;
innovation strategy; innovative organization;
linkages; learning
Reflect on how contexts are changing:
Sustainability; digitalization; ecosystems
Methodology: Explain the IFT, the interview phase,
so that the reader trusts your research process –
and the quality of your data – and your
recommendations.
200
1 ref:
John
Bessant
Benefits of a mixed qualitative + quantitative
approach
How many questionnaires sent out, + received
back. Timing. Anonymity of interviewees.
Guidance: Highlight key ideas + draw out some key messages +
recommendations about the theme for managers in an organisation
Section Words? Often Missed……
Findings: Explain what you found. Use infographics and
tables to draw attention to key aspects/areas for focus.
400: No refs
if generating
own data. If
using
secondary
sources –
explain
which
sources e.g.
FT
Results to 1 or 2 decimal places
Comment at the high level: Strategy; processes;
organization; linkages; learning
Comment on outlier (high and low) results
Use quotes
Use a table to bring together what has been learned
from the interviews
Discussion: Compare your findings with what you know
about managing innovation from the module, including
references to the literature. Make recommendations for
future actions to improve innovation management in the
digital era.
500
5-10 refs
Reflect on how context is changing the organization’s
priorities: Sustainability; digitalization; ecosystems
Recommendations: Delivered in a 5 columned table
works best
200
No refs
Priorities; which area of the business is responsible?;
“Next 12 months; 13 – 24 months…2”; explain how
the recommendations with the findings. Use colour
Literature review approach: Include the key elements of the innovation process,
including visuals. Most of research going to be from last 30 years.
Use Tidd + Bessant 2014 + 2021, Alan Brown, HBR, MIT SMR, CMR (+ others).
You can re-use the references and what you have written about ONE element in Assignment 1 in Assignment 2
Element Key themes: What is important: What
can be difficult
Literature sources (Using APA
referencing)
Search
Select
Agile implementation
Value capture + business modelling
Innovation strategy
Innovative organization
Proactive linkages (incl. ecosystems
here)
Learning: Evolving capabilities
Guidance: Examples of Recommendation Tables
Be persuasive ………..Seek implementation
Example A
Recommendation Objective Specific actions Resource/Budget Owner
Example B
Focus area:
Strategy; Learning;
Linkages;
Processes;
Organization
Prioritized
recommendations
Rationale Next steps Resource
allocation
Decisions to
progress
Example D (weaker)
Area for improvement Recommended
improvement action
Next steps Priority
Example C: Works very well
Challenges
identified
Prioritized
recommendations
Benefits in
prospect
Next steps Resource
allocation
Decisions to
progress
Report Writing
Guidance
Use tables to synthesise your thinking. They can be particularly useful when summarising the literature review
and recommendations. They help you “save” word count as well.
Recommendation tables: Consider having next steps, decisions, RAG or other practical headings to help structure
your recommendations
Use titles – in bold – to guide the reader through your document.
Use graphics, key frameworks and diagrams (visuals) from articles, to illustrate your writing.
Use bullet points, to write punchily and succinctly.
Use colour and white space to increase the impact of your document. An interesting visual on the cover can
increase the impact of a document. Create a high impact cover.
Follow the guidelines on APA referencing.
Number of references: Build on the material on ELE (e.g. Strategic Innovation Management – Tidd & Bessant), and
consider 20 – 30 references
Knowledge source Where to find it
Harvard Business Review In “Business Source Complete” in the
Library (Under “B” in the database
section)
http://www.exeter.ac.uk/library/
Sloan Management Review In “Proquest Business Premium
Collection” in the Library (Under “P” in the
database section)
http://www.exeter.ac.uk/library/
California Management Review In “Sage Journals” in the Library (Under
“S” in the database section). You will need
to search under “Management &
Organization Studies
http://www.exeter.ac.uk/library/
Strategic Innovation Management (Tidd +
Bessant 2014)
Chapters currently on ELE: Buy on Amazon
McKinsey, BCG, PWC, Deloitte all have useful
things to say – but they are all trying to sell
something as well – so be wary. OK to cite.
Online search!
Also give good examples of how to design
and write reports.
Search
Strategic
selection
Agile
Implementation
Innovation strategy
Innovative organization
Pro-active linkages:
Connecting
Learning:
Evolving capabilities
Simplified model of the innovation process
Value:
Business Models
Useful References
2022
Search: References
Alexy, O., & Dahlander, L. (2014). Managing Open Innovation. In M. Dodgson, D. M. Gann, & N.
Phillips (Eds.), The Oxford Handbook of Innovation Management (pp. 442–461). OUP. http://0-
www.oxfordhandbooks.com.lib.exeter.ac.uk/view/10.1093/oxfordhb/9780199694945.001.0001
/oxfordhb-9780199694945-e-021?rskey=tpUus7&result=1
Baumann, O., & Siggelkow, N. (2013). Dealing with Complexity: Integrated vs. Chunky Search
Processes. Organization Science, 24(1), 116–132. https://doi.org/10.1287/orsc.1110.0729
Christensen, C. M., Hall, T., Dillon, K., & Duncan, D. S. (2016). Know You Customers’ “ Jobs to Be
Done ”. Harvard Business Review, 94(9), 54–62.
Laursen, K. (2012). Keep searching and you’ll find : what do we know about variety creation
through firms’ search activities for innovation ? Industrial & Corporate Change, 21(5), 1181–
1220. https://doi.org/10.1093/icc/dts025
Lopez-Vega, H., Tell, F., & Vanhaverbeke, W. (2016). Where and how to search? Search paths in open
innovation. Research Policy, 45(1), 125–136. https://doi.org/10.1016/j.respol.2015.08.003
Search: References
McGrath, R. G. (2012). How the Growth Outliers Do It. Harvard Business Review, 90(1/2), 110–116.
McGrath, R. G., & McManus, R. (2020). Discovery-Driven Digital Transformation. Harvard Business
Review, 98 (3), 124–133.
O’Brien, K. (2020). Innovation types and the search for new ideas at the fuzzy front end: Where to
look and how often? Journal of Business Research, 107(September), 13–24.
https://doi.org/10.1016/j.jbusres.2019.09.007
Russell, B. (2020). Vigilant Innovation. De Gruyter: https://read.kortext.com/reader/epub/611411
Segarra-Ciprés, M., & Bou-Llusar, J. C. (2018). External knowledge search for innovation: the role of
firms’ innovation strategy and industry context. Journal of Knowledge Management, 22(2), 280–
298. https://doi.org/10.1108/JKM-03-2017-0090
Tidd, J. & Bessant. J (2014). Strategic Innovation Management, Chapter : Sources of Innovation:
https://read.kortext.com/reader/pdf/35817/97
Tidd, J. & Bessant. J (2014). Strategic Innovation Management, Chapter 7: Search Strategies for
Innovation: https://read.kortext.com/reader/pdf/35817/119
Tidd, J. & Bessant. J (2021). Managing Innovation, Chapter 7: Search Strategies for Innovation:
https://read.kortext.com/reader/epub/708974
Select: References
Bessant, J., Von Stamm, B., Moeslein, K. M., & Neyer, A.-K. (2010). Backing outsiders: selection
strategies for discontinuous innovation. R&D Management, 40(4), 345–356.
https://doi.org/10.1111/j.1467-9310.2010.00606.x
Day, G. S. (2007). Is It Real? Can We Win? Is It Worth Doing? Managing Risk and Reward in an
Innovation Portfolio. Harvard Business Review, 85(12), 110–120.
Day, G. S., & Schoemaker, P. J. H. (2020). How Vigilant Companies Gain an Edge in Turbulent Times.
Sloan Management Review, 61(2), 57–64.
Dyer, J., Furr, N. R., & Hendron, M. (2020). Overcoming the Innovator’s Paradox. MIT Sloan
Management Review, 61(4), 1–9.
Nagji, B., & Tuff, G. (2012). Managing Your Innovation Portfolio. Harvard Business Review, 90(5), 66–74.
Nicholas, J., Ledwith, A., & Bessant, J. (2015). Selecting early-stage ideas for radical innovation: Tools
and structures. Research Technology Management, 58(4), 36–44.
https://doi.org/10.5437/08956308X5804260
Select: References
Reitzig, M. (2011). Is Your Company Choosing the Best Innovation Ideas ? Sloan Management Review,
52(4), 47–52.
Rohrbeck, R., & Kum, M. E. (2018). Corporate foresight and its impact on firm performance: A
longitudinal analysis. Technological Forecasting and Social Change, 129(January), 105–116.
https://doi.org/10.1016/j.techfore.2017.12.013
Russell, B. (2020). Vigilant Innovation. De Gruyter: https://read.kortext.com/reader/epub/611411
Tidd, J. & Bessant. J (2014). Strategic Innovation Management, Chapter 9: Selecting Innovation
Projects: https://read.kortext.com/reader/pdf/35817/159
Tidd, J. & Bessant. J (2021). Managing Innovation, Chapter 9: Dealing with Uncertainty:
https://read.kortext.com/reader/epub/708974
Agile Implementation
Aghina, W., et al., “Enterprise Agility: Buzz or business impact?”, McKinsey March 2020.
Birkinshaw, J, “What to Expect from Agile”, MIT Sloan Management Review, Winter 2018.
https://sloanreview.mit.edu/article/what-to-expect-from-agile/
Brown, A.W, How To Be Agile, Whitepaper, May 2020.Chapter 5 in A.W. Brown “Delivering Digital
Transformation: A managers guide to the digital revolution”, De Gruyter, 2019. A full copy of the book is
available for download here.
Disciplined Agile, www.pmi.org/disciplined-agile
Rigby, D. et al., “Agile Innovation”, Bain and Co, 2016. https://www.bain.com/insights/agile-innovation/
Rigby, D. “The Agile C-suite”, HBR, May 2020.
Rigby, D., Jeff Sutherland, and Andy Noble, “Agile at Scale”, HBR, May 2018.
Agile Implementation
Scaled Agile, www.scaledagileframework.org
Schrage, M., R&D make room for E&S, MIT Sloan Management Journal, 2019.
http://sloanreview.mit.edu/article/rd-meet-es-experiment-scale/
Scrum.org, www.scrum.org
The 14th State of Agile Report: https://stateofagile.com/#ufh-i-615706098-14th-annual-state-of-agile-
report/7027494
The Scrum Guide, Scrum.org, November 2017.
Tidd & Bessant 2014: Chapter 10 Developing New Products & Services:
https://read.kortext.com/reader/pdf/35817/181
Tidd, J. & Bessant. J (2021). Managing Innovation, Chapter 10: Creating New products and Services:
https://read.kortext.com/reader/epub/708974
Almquist, E., Cleghorn, J., & Sherer, L. (2018). The B2B Elements of Value. Harvard Business Review, 96(2),
72–81.
Almquist, E., Senior, J., & Bloch, N. (2016). The Elements of Value. Harvard Business Review, 94(9), 46–53.
Amit, R., & Zott, C. (2016). Business Model Design : A Dynamic Capability Perspective. In D. J. Teece & S. Leih
(Eds.), The Oxford Handbook of Dynamic Capabilities (pp. 1–21). OUP.
https://doi.org/10.1093/oxfordhb/9780199678914.013.29
Bertini, M., & Koenigsberg, O. (2020). Competing on Customer Outcomes. MIT Sloan Manaagement Review,
62(1), 78–84.
Christensen, C. M., Bartman, T., & van Bever, D. (2016). The Hard Truth About Business Model Innovation.
Sloan Management Review, 58(1), 31–40.
Dearing, J. W. (2021). Diffusion of Innovations Diffusion of Innovations Why are We Still Writing — and
Reading — about the Diffusion of Innovations ? In M. S. Poole & A. H. Van de Ven (Eds.), The Oxford
handbook of Organizational Change and innovation (2nd ed., p. 1). OUP.
https://doi.org/10.1093/oxfordhb/9780198845973.013.23
Gassmann, O., Frankenberger, K., & Csik, M. (2014). The Business Model Navigator: 55 Models That Will
Revolutionise Your Business. https://doi.org/10.1007/978-3-319-01056-4_7
Massa, L., & Tucci, C. L. (2014). Business Model Innovation. In M. Dodgson, D. M. Gann, & N. Phillips (Eds.),
The Oxford Handbook of Innovation Management (pp. 420–441). OUP.
Value References
Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation. Wiley.
Osterwalder, A., Pigneur, Y., Etiemble, F., & Smith, A. (2020). The Invincible Company. Wiley.
Ozaki, R., & Dodgson, M. (2014). Consumption of Innovation. In M. Dodgson, D. M. Gann, & N. Phillips (Eds.),
The Oxford Handbook of Innovation Management (pp. 271–289). OUP.
https://doi.org/10.1093/oxfordhb/9780199694945.013.004
Payne, A., & Frow, P. (2014). A Strategic Framework for Customer Relationship Management. Journal of
Marketing, 69(4), 167–176.
Rogers, E. M. (2003). Diffusion of Innovations, 5th Edition. In Book (5th ed.). Free Press.
Tidd, J. & Bessant. J,. (2014). Strategic Innovation Management, Chapter 12: Commercialization and
Diffusion of Innovations: https://read.kortext.com/reader/pdf/35817/223
Tidd, J. & Bessant. J,. (2014). Strategic Innovation Management, Chapter 14: Business Models and Capturing
Value: https://read.kortext.com/reader/pdf/35817/263
Tidd, J. & Bessant. J,. (2021). Managing Innovation, Chapter 13: Capturing the Business Value of Innovation:
https://read.kortext.com/reader/epub/708974
Tidd, J. & Bessant. J,. (2021). Managing Innovation, Chapter 14: Creating Social Value:
https://read.kortext.com/reader/epub/708974
Value References
Collis, D. J. (2021). Why do so many strategies fail? Harvard Business Review, 99(4), 82–92.
https://doi.org/10.1021/ac00292a736
Iansiti, M., & Lakhani, K. R. (2017). Managing Our Hub Economy Strategy. Harvard Business Review, 95(5),
84–91.
Jacobides, M. G., & Reeves, M. (2020). Adapt your business to the new reality. Harvard Business Review,
98(5), 74–81.
http://library.capella.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=1449
10745&site=bsi-live&scope=site
Kastelle, T. (2014, November 2). Is Your Innovation Problem Really a Strategy Problem? Harvard Business
Review Digital Articles. https://hbr.org/2014/02/is-your-innovation-problem-really-a-strategy-
problem#:~:text=The%20firm%20right%20now%20thinks,easier%20to%20realize%20their%20strategy.
McGrath, R. G. (2012). How the Growth Outliers Do It. Harvard Business Review, 90(1/2), 110–116.
McGrath, R. G., & Kim, J. (2014). Innovation, Strategy, and Hypercompetition. In M. Dodgson, D. M. Gann, &
N. Phillips (Eds.), The Oxford Handbook of Innovation Management. OUP.
https://doi.org/10.1093/oxfordhb/9780199694945.013.010
Innovation Strategy References
Oberholzer-Gee, F. (2021). Eliminate strategic overload: How to select fewer initiatives with greater impact.
Harvard Business Review, 99(3), 88–96. https://hbr.org/2021/05/eliminate-strategic-overload
Pisano, G. P. (2015). You Need An Innovation Strategy. Harvard Business Review, 93(6), 44–54.
Pisano, G. P. (2017). Toward a prescriptive theory of dynamic capabilities: Connecting strategic choice, learning, and
competition. Industrial and Corporate Change, 26(5), 747–762. https://doi.org/10.1093/icc/dtx026
Sull, D. N., Homkes, R., & Sull, C. (2015). Why Strategy Execution Unravels— and What to Do About It. Harvard
Business Review, 93(3), 57–66.
Sull, D. N., Turconi, S., Sull, C., & Yoder, J. (2018). Turning Strategy Into Results. Sloan Management Review, 59(2),
97–107.
Teece, D. J., Raspin, P. G., & Cox, D. R. (2020). Plotting Strategy in a Dynamic World. MIT Sloan Management Review
and Deloitte Insights Review, 62(1), 28–33.
Tidd, J. & Bessant. J (2014). Strategic Innovation Management, Chapter 2: Innovation Strategy:
https://read.kortext.com/reader/pdf/35817/21
Tidd, J. & Bessant. J (2021). Managing Innovation, Chapter 4: Developing an Innovation Strategy:
https://read.kortext.com/reader/epub/708974
Innovation Strategy References
BCG. (2021). Overcoming the Innovation Readiness Gap (Issue April). https://web-
assets.bcg.com/93/a7/7d03fff34baa993929c81f220e72/bcg-most-innovative-companies-2021-apr-2021-r.pdf
Birkinshaw, J., & Haas, M. (2016). Increase your return on failure. Harvard Business Review, 94(5), 88–93.
Birkinshaw, J., Zimmermann, A., & Raisch, S. (2016). How Do Firms Adapt to Discontinuous Change? Bridging the
Dynamic Capabilities and Ambidexterity Perspectives. California Management Review, 58(4), 36–58.
Casciaro, T., Edmondson, A. C., & Jang, S. (2019). Cross-Silo Leadership. Harvard Business Review, 97(3), 130–139.
Hogan, S. J., & Coote, L. V. (2014). Organizational culture, innovation, and performance: A test of Schein’s model.
Journal of Business Research, 67(8), 1609–1621. https://doi.org/10.1016/j.jbusres.2013.09.007
Paulus, P. B., van der Zee, K. I., & Kenworthy, J. B. (2019). Diversity and Group Creativity. In P. B. Paulus & B. A.
Nijstad (Eds.), The Oxford Handbook of Group Creativity and Innovation. OUP.
https://doi.org/10.1093/oxfordhb/9780190648077.013.3
Leonard, D. A., & Barton, M. (2014). Knowledge and the Management of Creativity and Innovation. In M. Dodgson,
D. M. Gann, & N. Phillips (Eds.), The Oxford Handbook of Innovation Management (pp. 121–138). OUP.
https://doi.org/10.1093/oxfordhb/9780199694945.013.005
Innovative Organization References
Michels, D., & Murphy, K. (2021). How Good Is Your Company at Change: A new system for measuring (and
improving) your ability to adapt. Harvard Business Review, 99(4), 62–71.
Pisano, G. P. (2019). The Hard Truth About Innovative Cultures. Harvard Business Review, 97(1), 62–71.
Raffaelli, R., & Glynn, M. A. (2015). Institutional Innovation: Novel, Useful and Legitimate. The Oxford
Handbook of Creativity, Innovation, and Entrepreneurship: Multilevel Linkages, January, 407–420.
https://doi.org/10.1093/oxfordhb/9780199927678.013.0019
Schoemaker, P. J. H., Heaton, S., & Teece, D. J. (2018). Innovation, Dynamic Capabilities, and Leadership.
California Management Review, 61(1), 15–42. https://doi.org/10.1177/0008125618790246
Tellis, G. J., Prabhu, J. C., & Chandy, R. K. (2009). Radical Innovation Across Nations: The Preeminence of
Corporate Culture. Journal of Marketing, 73(January), 3–23.
Tidd, J. & Bessant. J,. (2014). Strategic Innovation Management, Chapter 4: Leadership and Organization of
Innovation: https://read.kortext.com/reader/pdf/35817/61
Tidd, J. & Bessant. J,. (2021). Managing Innovation, Chapter 5: Building the Innovative Organization:
https://read.kortext.com/reader/epub/708974
Zimmermann, A., & Birkinshaw, J. (2016). Reconciling Capabilities and Ambidexterity Theories : A Multi-level
Perspective. In D. J. Teece & S. Leih (Eds.), The Oxford Handbook of Dynamic Capabilities (pp. 1–24). OUP.
https://doi.org/10.1093/oxfordhb/9780199678914.013.008
Innovative Organization References
Amit, R., Han, X., & Zott, C. (2019). Collaboration in Business Model Innovation. In J. J. Reuer, S. F. Matusik, & J. Jones
(Eds.), The Oxford Handbook of Entrepreneurship and Collaboration (Issue November, pp. 567–586). OUP.
https://doi.org/10.1093/oxfordhb/9780190633899.013.33
Casciaro, T., Edmondson, A. C., & Jang, S. (2019). Cross-Silo Leadership. Harvard Business Review, 97(3), 130–139.
Cross, R., Arena, M., Sims, J., & Uhl-Bien, M. (2017). How to Catalyze Innovation in Your Organization. MIT Sloan
Management Review, 58(4), 39–47.
https://search.proquest.com/docview/1916720849?accountid=14511%0Ahttp://sfx.ucl.ac.uk/sfx_local?url_ver=Z39.88-
2004&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&genre=article&sid=ProQ:ProQ%3Acentral&atitle=How+to+Catalyze+Innov
ation+in+Your+Organization&title
Decreton, B., Monteiro, F., Frangos, J. M., & Friedman, L. (2021). Innovation Outposts in Entrepreneurial Ecosystems: How
to Make Them More Successful. California Management Review, 63(3), 94–117.
https://doi.org/10.1177/0008125621996494
Dodgson, M. (2014). Collaboration and Innovation Management. In M. Dodgson, D. M. Gann, & N. Phillips (Eds.), The
Oxford Handbook of Innovation Management (pp. 462–481). OUP.
https://doi.org/10.1093/oxfordhb/9780199694945.013.003
Linkages (Overlaps with Ecosystems)
Can use Ecosystem references for External Linkages
Dooley, L., Kenny, B., & Cronin, M. (2016). Interorganizational innovation across geographic and cognitive boundaries:
Does firm size matter? R and D Management, 46(S1), 227–243. https://doi.org/10.1111/radm.12134
Hargadon, A. B. (2014). Brokerage and Innovation. In The Oxford Handbook of Innovation Management (pp. 163–180).
https://doi.org/10.1093/oxfordhb/9780199694945.013.001
Korschun, D. (2015). Boundary-Spanning employees and relationships with external stakeholders: A social identity
approach. Academy of Management Review, 40(4), 611–629.
https://eds.a.ebscohost.com/eds/pdfviewer/pdfviewer?sid=ce5646cd-81d2-476a-b806-
330a32d15ffe%40sessionmgr4006&vid=2&hid=4210
Monteiro, F., & Birkinshaw, J. (2016). The external knowledge sourcing process in multinational corporations. Strategic
Management Journal, 51(2), 315–334. https://doi.org/10.1002/smj
Ooms, W., & Piepenbrink, R. (2021). Open Innovation for Wicked Problems: California Management Review, 63(2), 62–
100. https://doi.org/10.1177/0008125620968636
Russell, B. (2020). Vigilant Innovation. De Gruyter : https://read.kortext.com/reader/epub/611411
Wang, C., Rodan, S., Fruin, M., & Xu, X. (2014). Knowledge Networks, Collaboration Networks, and Exploratory Innovation.
Academy of Management Journal, 57(2), 484–514.
Linkages (Overlaps with Ecosystems)
Can use Ecosystem references for External Linkages
Adner, R. (2006). Match your innovation strategy to your innovation ecosystem. Harvard Business Review,
84(4), 98–107.
Adner, R. (2017). Ecosystem as Structure: An Actionable Construct for Strategy. Journal of Management,
43(1), 39–58. https://doi.org/10.1177/0149206316678451
Autio, E., & Thomas, L. D. W. (2014). Innovation Ecosystems : Implications for Innovation Management. In
The Oxford Handbook of Innovation Management (pp. 204–228). OUP.
https://doi.org/10.1093/oxfordhb/9780199694945.013.012
Birkinshaw, J. (2019, August 8). Ecosystem Businesses Are Changing the Rules of Strategy. Harvard Business
Review Digital Articles.
Fuller, J., Jacobides, M. G., & Reeves, M. (2019). The Myths and Realities of Business Ecosystems. Sloan
Management Review, 60(3), 1–9.
Furr, N., & Shipilov, A. (2018). Building the right ecosystem for innovation. MIT Sloan Management Review,
59(4), 59–64. https://doi.org/10.7551/mitpress/11859.003.0016
Hagiu, A., & Wright, J. (2021). Don’t Let Platforms Commoditize Your Business. How to make them work for
your brand. Harvard Business Review, 99(3), 108–114.
Helfat, C. E., & Raubitschek, R. S. (2018). Dynamic and integrative capabilities for profiting from innovation in
digital platform-based ecosystems. Research Policy, 47, 1391–1399.
Ihrig, M., & Macmillan, I. C. (2017). How To Get Ecosystem Buy-in: A Toolkit of assessing the way an
innovation will affect each stakeholder. Harvard Business Review, 95(2), 102–108.
Ecosystem References(overlaps with Digitalization)
Jacobides, M. G. (2019). In the Ecosystem Economy, What’s Your Strategy? Harvard Business Review, 97(5),
128–137.
Kramer, M. R., & Pfitzer, M. W. (2016). The Ecosystem of Shared Value. Harvard Business Review, 94(10), 80–
89. https://blakecrypto.com/ecosystem/
Ozalp, H., Cennamo, C., & Gawer, A. (2018). Disruption in Platform-Based Ecosystems. Journal of
Management Studies, 55(7), 1203–1241. https://doi.org/10.1111/joms.12351
Ringel, M., Baeza, R., Grassl, F., Panandiker, R., & Harnoss, J. (2020). The Serial Innovation Imperative. The
Most Innovative Companies 2020. In BCG - Boston Consulting Group.
https://www.bcg.com/publications/2020/most-innovative-companies/overview
Ringel, M., Grassl, F., Baeza, R., Kennedy, D., Spira, M., & Manly, J. (2019). The Most Innovative Companies
2019: The Rise of AI , Platforms , and Ecosystems. http://image-src.bcg.com/Images/BCG-Most-Innovative-
Companies-Mar-2019-R2_tcm9-215836.pdf
Sebastian, I. M., & Woerner, S. L. (2020). Driving Growth in Digital Ecosystems. MIT Sloan Management
Review, 62(1), 58–62.
Tidd, J. & Bessant. J,. (2021). Managing Innovation, Chapter 8: Innovation Networks:
https://read.kortext.com/reader/epub/708974
Ecosystem References (overlaps with Digitalization)
Ballé, M., Morgan, J., & Sobek, D. K. (2016). Why Learning Is Central to Sustained Innovation. MIT Sloan
Management Review, 57(3), 63–71.
http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=114181476&lang=ja&site=ehost-live
Carlson, C. R. (2020). Innovation for Impact - Value creation as an active learning process. Harvard Business
Review, 98(6), 124–133.
Collings, D. G., & McMackin, J. (2021). The Practices That Set Learning Organizations Apart. MIT Sloan
Management Review, 62(4).
Cornelius, P. B., Gokpinar, B., & Sting, F. J. (2021). How Temporary Assignments Boost Innovation. MIT Sloan
Management Review, 62(3), 9–11.
Edmondson, A. C. (2008). The competitive imperative of learning. Harvard Business Review, 86(7/8), 79–85.
hbr.org
Healy, P. J. (2020). Garvin’s Learning Organization: A Process Perspective on Learning for Implementation ,
Improvement , and In novation. In A. R. Örtenblad (Ed.), The Oxford Handbook of the Learning
Organization. OUP. https://doi.org/10.1093/oxfordhb/9780198832355.013.4
Knippenberg, D. van, Mell, J. N., Knippenberg, D. van, & Mell, J. N. (2020). Team Diversity and Learning in
Organizations. The Oxford Handbook of Group and Organizational Learning, January, 474–490.
https://doi.org/10.1093/oxfordhb/9780190263362.013.44
Learning References
Lam, A. (2019). Ambidextrous Learning Organizations. In A. R. Ortenblad (Ed.), The Oxford Handbook of the
Learning Organization (Issue November, pp. 162–180). OUP.
https://doi.org/10.1093/oxfordhb/9780198832355.013.31
Michels, D., & Murphy, K. (2021). How Good Is Your Company at Change: A new system for measuring (and
improving) your ability to adapt. Harvard Business Review, 99(4), 62–71.
Ransbotham, S. (2020, August 19). Reskilling Talent to Shrink Technology Gaps. MIT Sloan Blogs,
https://sloanreview.mit.edu/article/reskilling-talent-to-shrink-technology-gaps/
Stollberger, J., West, M. A., & Sacramento, C. A. (2019). Innovation in Work Teams. In P. B. Paulus & B. A.
Nijstad (Eds.), The Oxford Handbook of Group Creativity and Innovation (pp. 230–251). OUP.
https://doi.org/10.1093/oxfordhb/9780190648077.013.14
Tidd, J. & Bessant. J (2014). Strategic Innovation Management, Chapter 15: Learning to Manage Innovation
: https://read.kortext.com/reader/pdf/35817/277
Tidd, J. & Bessant. J (2021). Managing Innovation, Chapter 15: Learning from Innovation :
https://read.kortext.com/reader/epub/708974
Watkins, K. E., & Marsick, V. J. (2020). Conceptualizing an Organization That Learns. In A. R. Ortenblad (Ed.),
The Oxford Handbook of the Learning Organization. OUP.
https://doi.org/10.1093/oxfordhb/9780198832355.013.3
Learning References
Alstyne, M. W. van, Parker, G. G., & Choudary, S. P. (2016). Pipelines, Platforms, and the New Rules of Strategy. Harvard
Business Review, 94(4), 54–62.
http://library.capella.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bah&AN=113934414&site=
ehost-live&group=alumni
Birkinshaw, J. (2018). How is technological change affecting the nature of the corporation? Journal of the British Academy,
6 (October), 185–214.
Bonnet, D., & Westerman, G. (2021). The New Elements of Digital Transformation. MIT Sloan Management Review, 62(2),
83–89. https://doi.org/10.1016/0315-0860(77)90070-2
Buge, M., & Ozcan, P. (2021). Platform Scaling, Fast and Slow. MIT Sloan Management Review.
Cusumano, M. A., Yoffie, D. B., & Gawer, A. (2020). The Future of Platforms. Sloan Management Review, 61(3), 46–54.
Grerer, A., Hutter, K., Füller, J., & Ströhle, T. (2021). Ready or Not: Managers’ and Employees’ Different Perceptions of
Digital Readiness. California Management Review, 63(2), 23–48. https://doi.org/10.1177/0008125620977487
Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D., & Buckley, N. (2019). Accelerating Digital Innovation Inside and Out: Agile
Teams, Ecosystems, and Ethics. https://shop.sloanreview.mit.edu/store/accelerating-digital-innovation-inside-and-out-
agile-teams-ecosystems-and-ethics
Ozcan, P., Yakis-Douglas, B., Ozcan, P., & Yakis-Douglas, B. (2021). Digitalization and its Strategic Implications for the
Multinational Enterprise: The Changing Landscape of Competition and How to Cope with It. The Oxford Handbook of
International Business Strategy, January, 373–400. https://doi.org/10.1093/oxfordhb/9780198868378.013.19
Digitalization References (Overlaps with Ecosystems)
Ross, J. W. (2019). Digital Success Requires Breaking Rules. MIT Sloan Blogs. https://sloanreview.mit.edu/article/digital-
success-requires-breaking-rules/?utm_source=newsletter&utm_medium=email&utm_content=Read the new article
now »&utm_campaign=0730DCS
Ross, J. W., Beath, C. M., & Mocker, M. (2019a). Creating Digital Offerings Customers Will Buy. Sloan Management Review,
61(1), 64–69.
Ross, J. W., Sebastian, I. M., & Beath, C. M. (2017). How to develop a great digital strategy. MIT Sloan Management
Review, 58(2), 7–9. https://doi.org/10.7551/mitpress/11633.003.0004
Sia, S. K., Weill, P., & Zhang, N. (2021). Designing a Future-Ready Enterprise: The Digital Transformation of DBS Bank.
California Management Review, 63(3), 35–57. https://doi.org/10.1177/0008125621992583
Tidd, J. & Bessant. J,. (2021). Managing Innovation, Chapter 2: Digital is Different?:
https://read.kortext.com/reader/epub/708974
Digitalization References (Overlaps with Ecosystems)
¡ ¡ THANK YOU!!
Dr Bill Russell
w.e.russell@exeter.ac.uk
