Revolution of Innovation Management: Internationalization and Business Models

Abstract

What a change in the last three years in the realm of innovation Management! Three years ago, we concluded our book about “Evolution of Innovation Management” (Brem and Viardot 2013) by underlining some essential trends in the management of innovation. Most specifically, we stressed the importance of ambidexterity, which we defined as the ability of companies to realize exploration and exploitation simultaneously in their innovation management process. Some contributions in the book also emphasized the necessity to adopt a more collaborative process with external stakeholders and to move to more “open innovation” (Brau et al. 2013). Other authors underscored the burgeoning importance of platforms (Gawer 2014) and the nurturing of an innovation ecosystem (Thomas and Wind 2013) that federates and coordinates constitutive agents who can innovate and compete. The book had also singled out some key capabilities that innovative companies had to develop in order to be more successful, including the role of communication, culture, leadership, structure, and key performance indicators.