Abstract
This chapter discusses four statements regarding Innovation Ability:
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“A better business model will often beat a better idea or technology.” — Chesbrough, 2007.1
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“Ultimately, it is the customers who define the value of innovation.” — Furseth, Cuthbertson, and Reynolds, 2011.2
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“Both customer and competitor orientation can be successfully used to develop innovative products and services.” — Grinstein, 2008.3
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“When an established logic for satisfying consumer needs is overturned, the business model must change too.” — Teece, 2010.4
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Notes
Chesbrough, H. (2007) “Business Model Innovation: it’s Not Just About Technology Anymore”, Strategy & Leadership, 35(6): 12–17.
Furseth, P. I., Cuthbertson, R. W. and Reynolds, J. (2011). “Value Driven Service Innovation: a Framework for Identifying the Potential Drivers of Innovation”, XX1st International RESER Conference, European Association for Research on Services, Hamburg, Germany, 7–10 September.
Grinstein, A. (2008) “The Effect of Market Orientation and its Components on Innovation Consequences: a Meta-Analysis”, Journal of the Academy of Marketing Science, 36(2): 166–173.
Teece, D. (2010) “Business Models, Business Strategy and Innovation”. Long Range Planning, 43(2–3): 172–194.
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© 2015 Richard Cuthbertson, Peder Inge Furseth and Stephen J. Ezell
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Cuthbertson, R., Furseth, P.I., Ezell, S.J. (2015). Innovation Ability. In: Innovating in a Service-Driven Economy. Palgrave Macmillan, London. https://doi.org/10.1057/9781137409034_6
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DOI: https://doi.org/10.1057/9781137409034_6
Publisher Name: Palgrave Macmillan, London
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