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Cambridge University Press978-0-521-76877-1 - Strategic Management of Innovation and DesignPascal Le Masson, Benoit Weil and Armand HatchuelFrontmatterMore informationStrategic Management of Innovation and DesignThere is now widespread agreement that innovation holds the key to futureeconomic and social prosperity in developed countries. Experts studying contemporary capitalism also agree that the battle against unemployment and relocationscan be won only through innovation. But what kind of innovation is required andwhat is the best way to manage, steer and organize it?Grounded on experiences of innovative firms and based on the most recentdesign theories, this book argues that, instead of relying on traditional R&D andproject management techniques, the strategic management of innovation must bebased on innovative design activities. It analyzes and explains new managementprinciples and techniques that deal with these activities, including innovation fields,lineages, C-K (Concept-Knowledge) diagrams and design spaces. The book is idealfor advanced courses in innovation management in industrial design schools,business schools, engineering schools, as well as managers looking to improve theirpractice.Pascal Le Masson, Benoı̂t Weil and Armand Hatchuel are Professors of Design andManagement, Chair of Design Theory and Methods for Innovation at the Center forManagement Science (CGS), MINES Paris Tech, Paris. in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-0-521-76877-1 - Strategic Management of Innovation and DesignPascal Le Masson, Benoit Weil and Armand HatchuelFrontmatterMore informationStrategic Management ofInnovation and DesignPascal Le MassonBenoı̂t WeilArmand HatchuelForewords by Paul Rivier and Marc MaurerAfterword by Jacques Lacambre and Dominique LeventTranslated from Les processus d’innovation by Alison Bissery and adapted by the authors in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-0-521-76877-1 - Strategic Management of Innovation and DesignPascal Le Masson, Benoit Weil and Armand HatchuelFrontmatterMore informationcambridge university pressCambridge, New York, Melbourne, Madrid, Cape Town, Singapore,São Paulo, Delhi, Dubai, Tokyo, Mexico CityCambridge University PressThe Edinburgh Building, Cambridge CB2 8RU, UKPublished in the United States of America by Cambridge University Press, New Yorkwww.cambridge.orgInformation on this title: www.cambridge.org/9780521182430# Pascal Le Masson, Benoı̂t Weil and Armand Hatchuel 2010This publication is in copyright. Subject to statutory exceptionand to the provisions of relevant collective licensing agreements,no reproduction of any part may take place withoutthe written permission of Cambridge University Press.First published 2010Printed in the United Kingdom at the University Press, CambridgeA catalogue record for this publication is available from the British LibraryLibrary of Congress Cataloging-in-Publication DataLe Masson, Pascal.[Processus d’innovation. English]Strategic management of innovation and design / Pascal Le Masson, Benoı̂t Weil, Armand Hatchuel;forewords by Paul Rivier and Marc Maurer; afterword by Jacques Lacambre and Dominique Levent;translated from “Les processus d’innovation” by Alison Bissery and adapted by the authors.p. cm.ISBN 978-0-521-76877-1 (Hardback) – ISBN 978-0-521-18243-0 (pbk.)1. Technological innovations–Management. 2. Industrial design. 3. Strategic planning.4. Organizational effectiveness. I. Weil, Benoı̂t II. Hatchuel, Armand. III. Title.HD45.L33 2010658.40 063–dc222010014311ISBN 978-0-521-76877-1 HardbackISBN 978-0-521-18243-0 PaperbackCambridge University Press has no responsibility for the persistence oraccuracy of URLs for external or third-party internet websites referred toin this publication, and does not guarantee that any content on suchwebsites is, or will remain, accurate or appropriate. in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-0-521-76877-1 - Strategic Management of Innovation and DesignPascal Le Masson, Benoit Weil and Armand HatchuelFrontmatterMore informationContentsForeword by Paul RivierForeword by Marc MaurerList of figuresList of tablesAcknowledgementsIntroduction: from R&D to RIDPART IFrom innovation to innovative design1What do we know about innovation? Testing the economicand social sciences1.1 Contemporary innovation: received ideas versus facts1.2 Innovation seen by the different disciplines1.3 Innovation: from a phenomenon to a new management object23page ixxixiiixvxvixix33920Management sciences and innovation: identity of objectsand innovation capability2.1 Innovation capability: transforming the identity of objects2.2 The conflict between transforming identity and controllingresources2.3 Building innovation capability: which model for collective action?The design activity and innovation capability3.1 Design: an activity underlying all innovations3.2 Design: few studies and limited representations3.3 Innovative design: a fruitful approach for transformingthe identity of objects3.4 Conclusion: design, an analytical frameworkfor innovation capability232432455153576163v in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-0-521-76877-1 - Strategic Management of Innovation and DesignPascal Le Masson, Benoit Weil and Armand HatchuelFrontmatterMore informationviContentsPART II Design capacities in innovative firms456Highly innovative firms – Tefal 1974–1997: the wizards of Rumilly4.1 What is a ‘model’ firm?4.2 Non-traditional recipes for growth by innovation4.3 A surprising ‘metabolism’4.4 Conclusion: can Tefal be considered a ‘model’ of growthby innovation?6970738394A model of the innovative firm: design strategy, metabolismand growth regime5.1 Introduction: Tefal, from the firm to the model?5.2 The combined dynamics of competencies and products5.3 A new management object: product lineages5.4 A new performance criterion: to maximize learning rents5.5 Ring-based organization5.6 Conclusion9797100104111116119Grafting the Tefal model: astonishing performance from aninnovative start-up6.1 Innovative design: a key growth factor for start-ups6.2 Grafting the Tefal model: selected principles122122125PART III Rebuilding innovation capabilities7Large firms and intensive innovation: the recurring R&D crises7.1 Traditional R&D: initial domestication of innovations7.2 First crisis: R&D threatened by suffocation in the 1960s7.3 Second crisis: R&D on the critical path of innovative projects7.4 Conclusion: the limits of R&D as a means of innovation1391401451501578From R&D to RID: missions and organizations ofinnovative design8.1 The origins: what is R, what is D?8.2 Innovation: the missing structures and processes8.3 R, D and I as a triadic system8.4 Conclusion: organizing RID in large companies160162177183189 in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-0-521-76877-1 - Strategic Management of Innovation and DesignPascal Le Masson, Benoit Weil and Armand HatchuelFrontmatterMore informationvii9ContentsLearning from experience: expansions from an innovativewindscreen at Saint-Gobain Sekurit9.1 The unexpected emergence of an innovative design function9.2 Steering the transformation from R&D to RID9.3 Conclusion: a pioneer example?192193201219PART IV Innovative design: tools and organizations10111213The methodologies of innovative design: C-K theory,innovation fields and design spaces10.1 From creativity to innovative design reasoning10.2 The innovation function: organizing collective innovative design10.3 Conclusion: using the model to manage typical innovation fieldsType 1 innovation fields: design in the search for newvalues – the innovative forms of user involvement11.1 Examples of creations of new product lineages in large firms11.2 Innovation field exploration strategy: ‘depth first’11.3 Example of DC-dK reasoning: the Avanti nail-holder11.4 Renewing design spaces by involving users – reverseengineering of users’ ideas11.5 Value of the innovation: the impact on R and on Dand the evaluation of I256256258261264270Type 2 innovation fields: design by drastic technological changeand by regenerating functions12.1 Taking advantage of new techniques: examples of dC-DK situations12.2 Innovation field exploration strategy: ‘width first’12.3 Case study of the regeneration of a function: temperedautomotive glassType 3 innovation fields: combining scientific researchand conceptual innovation13.1 Eventful innovation paths: examples of DC-DK situationsin large firms13.2 Innovation field exploration strategy: dual expansion13.3 Value management: how Schlumberger managed complexdesign spaces in this web service Cambridge University idge.org

Cambridge University Press978-0-521-76877-1 - Strategic Management of Innovation and DesignPascal Le Masson, Benoit Weil and Armand HatchuelFrontmatterMore informationviiiContents14The inevitable return to rule-based design14.1 From the exploration of an innovation field torule-based design14.2 An extreme case: from a science-based product explorationto a rule-based design process15300300302Innovative design, platforms and open innovation: the managementof exploratory partnerships15.1 What has to be managed in open innovation and platforms:coordination and cohesion in exploratory partnerships15.2 How collaborative devices shape the exploration ofinnovation fields15.3 Conclusion: towards new spaces for exploratory partnerships?Conclusion: the governance of innovative design, a third eraof modern management?Bibliographical appendix. Innovation viewed by the differentdisciplines: an extended survey of the literatureAfterword by Jacques Lacambre and Dominique LeventInnovative design glossaryBibliographyIndex in this web service Cambridge University rg

Cambridge University Press978-0-521-76877-1 - Strategic Management of Innovation and DesignPascal Le Masson, Benoit Weil and Armand HatchuelFrontmatterMore informationForeword by Paul RivierIt gives me great pleasure to preface this book on innovation. In 1994,a young student contacted me because he wanted to do a PhD thesis oninnovation at Tefal. I agreed, but on the condition that he took an active partin designing new products. Vincent Chapel was more successful than I hadever imagined. He managed some very interesting innovations for Tefal andthen went on to create several innovative start-ups, one of which is describedhere. Also, his PhD, directed by Armand Hatchuel, gave me the opportunityto get to know and appreciate the research presented by the authors ofthis book.As a company director, the necessity for innovation seems quite natural tome. It is not just one priority among others, as all the rest depends on it.First, economic survival, of course, but also the social well-being of thepersonnel, which, in my view, is the main purpose of firms. In the differentcompanies I have managed over the years, I have always personally committed myself to exploring all the possible paths for new developments. I believethis is part of a manager’s responsibilities. If all we have to propose areefforts to increase productivity, we can hardly expect members of staffto be really committed to the firm. It was doubtless this frame of mindwhich encouraged us to adopt design reasoning and business decisions infavour of innovation. To my surprise, people often failed to understand thisapproach, despite our growth record and continued success over a numberof years.Had we invented a ‘model’, as the authors suggest? It is not for me to say.Nonetheless, as I followed the work with the Ecole des Mines team, I becameconvinced that, once it was correctly analyzed and studied, our experiencecould be of benefit to other firms. Very wisely, the authors methodicallyconfronted our solutions with those found in other firms, including someoutside France. Their efforts in modelling and generalization also widenedthe scope, as their propositions go well beyond our particular context andbusiness sectors.ix in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-0-521-76877-1 - Strategic Management of Innovation and DesignPascal Le Masson, Benoit Weil and Armand HatchuelFrontmatterMore informationxForeword by Paul RivierThe notions of innovation field, repeated innovation, lineage, reusingknowledge and prudent strategy that the reader will discover in this bookare perfectly in line with the spirit needed to innovate in the currentcompetitive environment. I also greatly appreciate the efforts made to clarifynotions such as R&D, project, rule-based design and innovative design,because misunderstandings can arise due to the standard language of innovation and are often obstacles to cohesive action within firms.I leave it to the readers and to researchers to discuss these propositions inmore detail.I would like to say how much I have appreciated the discussions I havehad with the authors over the years. This book is a precious contribution toour collective capacity for innovation. It provides the firms and the scholarsconcerned with a better understanding of the notions and methods, whichare fully up to date and present a remarkable, effective step forward.I still have the privilege of helping firms which have been through majordifficulties but which, thanks to these same values and approaches, arereturning to growth, to everyone’s benefit and through their joint efforts.Innovation based on solidarity is the best solution for maintainingemployment.Paul Rivier,former CEO, Tefal in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-0-521-76877-1 - Strategic Management of Innovation and DesignPascal Le Masson, Benoit Weil and Armand HatchuelFrontmatterMore informationForeword by Marc MaurerInnovation and competitivenessThe impact of globalization goes way beyond the issue of relocations ofmanufacturing plants. It throws firms into a new arena where competitionis no longer based on product performance alone but also on the overalleffectiveness of their innovation strategies. The authors’ experience and thenumerous discussions we had the privilege of taking part in over the pastten years enabled us to be involved in and put into practice many of therecommendations found here. The notion of organizing intensive innovation, the structuring of lineages of innovative products and the organizingof constantly evolving technological sectors have become managementmethods that place this ‘RID’ at the heart of the firm’s strategy. One of itsmain advantages is to structure the long-term view whilst also giving themanagement sufficient confidence to manage the short and medium term.Until the 1990s, teams in charge of managing innovation – the R&D andmarketing departments – were expected to deliver results whilst roughlykeeping to the specifications, timetables and budgets. This operating methodwas often project-based; it brought new products onto the market insatisfactory conditions and helped to keep challengers at bay. In westerncountries, companies managed to maintain their growth and profitability.However, outsiders then started to improve their performance: theyacquired technological capacities and were quick to learn, meaning theywere able to almost catch up with the innovators, who were then obliged tospeed up the rate of product renewals. At the same time, the growingnumber of new technologies that firms had to master led to an explosionin the financial burden of innovation, introducing the need for far morerigorous management of R&D resources. The management of innovation –in terms of both contributions and costs – is now an area where a firm’scompetitiveness is at play and where management methods have changedxi in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-0-521-76877-1 - Strategic Management of Innovation and DesignPascal Le Masson, Benoit Weil and Armand HatchuelFrontmatterMore informationxiiForeword by Marc Maurerquite spectacularly. The good old recipes, where the CEO’s intuition and theR&D managers’ experience were sufficient for the firm to maintain itsleadership, have been replaced by these far more structured methods, whichuse a more holistic approach to innovation.The authors of this book, P. Le Masson, B. Weil and A. Hatchuel, havedissected a certain number of real cases. With a solid theoretical foundation,this comprehensive work provides a new formal framework for organizingResearch-Innovation-Development. This book proposes a method which‘organizes’ the interface between R&D (which delivers knowledge to thefirm by consuming some resources), the market (the ‘I’ part) and the topmanagement charged with organizing the strategic choices. This newmethod for managing RID puts into perspective a horizontal relationshipbetween the technologies, at a given time, together with the notion ofevolution over time. This helps optimize the synergies between projectsand then build up the knowledge with a view to maximizing the resultswithout consuming too many of the firm’s resources. Those who takeinspiration from this book and put its principles into practice will find itprovides a powerful new competitive weapon.Marc Maurer,Head of R&D Centers,Saint-Gobain Glass in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-0-521-76877-1 - Strategic Management of Innovation and DesignPascal Le Masson, Benoit Weil and Armand HatchuelFrontmatterMore e in the number of engineers working in designGrowth in R&D staff and GDP growth in the United States(1950–1989)The paradox of R&D in large companiesTurnover and number of employees at Tefal, 1961–1996New products and design staff in Tefal’s household electricalgoods divisionRenault vs. Tefal, design staff management and growthSchematic diagram of how PTFE adheres to aluminiumFrom incremental to radicalCo-generation of products and competencies at Tefal: productlineages as innovation martingalesThe lineage versus the concept of dominant designThe three static characteristics of a lineageThe ring-based organizationExamples of patents for nail-holdersThe Avanti nail-holder, the first in the ‘smart tools’ rangeAvanti’s growth, based on the extension of the smart tool lineageTwo variations on tools used in the preparation phaseAirbus and the domestication of innovation: designing rangesof commercial aircraftRelationships between R, I and DThe stabilization of a dominant designGrowth rates for Saint-Gobain SekuritInitial stage, fragmented researchStage 1, focused researchStage 2, repeated innovation organized by lineagesThe alternatives for thin layers for windscreensIntensive innovation and innovation field managementSummary of the C-K processpage 00204205214214218233xiii in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-0-521-76877-1 - Strategic Management of Innovation and DesignPascal Le Masson, Benoit Weil and Armand HatchuelFrontmatterMore informationxivList of 4.214.314.414.514.614.714.815.1‘Research’ and ‘development’ reasoningThe object’s identity is revised; the hopper concept appears; andreasoning continues until R and D are activatedValue management and design spacesThe value of an exploration in an I functionInitial configuration of the first design spaceSummary of explorationsEvaluation of the exploration carried out on WITASThe sail-like shells of the Sydney Opera HouseExamples of nail-holdersThe initial partitions for nail-holdersThe nail-holder that ‘holds without holding’374 unfeasible or not very innovative ideas!Redesigning from a user’s idea – the reverse engineeringof users’ ideasStructuring value from learning relating to usesRear windscreen of Clio 2Horizontal heat-treated processesdC-DK reasoning and the importance of managing by value – thecase of the S4 shaping processdC-DK reasoning patternThe design spaces in Schlumberger’s ‘reservoir monitoringand control’ innovation fieldRMC phase 1, restricting the initial concept – initial learningRMC phase 2, opening up alternativesRMC phase 3, rewording the conceptRule-based design in the C-K formal frameworkInitial configuration and launch of the first design space,‘adding a scent’Design space 1, ‘adding a scent’Return to main C-K (value management)Design space 2, ‘testing airtightness’Design space 3, ‘prototyping gentle air-conditioning’Return to value management – the embryo of rule-based designThe SBP process in the language of design space and valuemanagementPartnerships in a context of ‘value management anddesign spaces’ in this web service Cambridge University w.cambridge.org

Cambridge University Press978-0-521-76877-1 - Strategic Management of Innovation and DesignPascal Le Masson, Benoit Weil and Armand HatchuelFrontmatterMore 110.210.311.112.113.114.114.215.1Summary of ‘innovation management’ models and specificationsfor managing innovation capabilities in the context of unstableobject identitiesSpecifications for managing innovation capabilitySome of Tefal’s specific featuresSummary of theoretical contributions of the Tefal modelThe R&D firm, a limited model of the innovative firmThe D function, a component of the model of the R&D-basedfirm with its own coherenceThe R function, a component of the model of the R&D-basedfirm with its own coherenceComparison of the principles of management for research,innovative design (I) and developmentThe specifications of an I function for an RID model of theinnovative firmFrom R&D to RIDThe paradoxes of innovative design reasoningHow the C-K formal framework solves the paradoxesof innovative designC-K and design spaces: elements of an action model foran I functionThe exploration of DC-dK innovation fieldsThe exploration of dC-DK innovation fieldsThe exploration of DC-DK innovation fieldsThe basic languages of rule-based designThe basic languages of rule-based design – applicationin the microclimate caseFour families of collaborative partnershipspage 8321xv in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-0-521-76877-1 - Strategic Management of Innovation and DesignPascal Le Masson, Benoit Weil and Armand HatchuelFrontmatterMore informationAcknowledgementsThis book is the result of a research project which lasted several years. It isoften hard to say when projects began, but in this case it is easy to put a dateon it. In 1994, the Mines ParisTech (former Ecole des Mines de Paris) createdan option (a specific curriculum of the Master’s Degree) in EngineeringDesign and Management, a combination of teaching and research areasthat was quite unusual at that time. Under Armand Hatchuel’s responsibility, a team of teachers was brought together, including Benoı̂t Weil,Jean-Claude Sardas and Christophe Midler. Pascal Le Masson joined usa few years later.Our aim was to combine design disciplines (engineering and industrial),innovation and project management and, in the longer term, to lead thedesign sciences to the same level of maturity as the sciences of decisionmaking and programming. In a few years, the research programme gatheredspeed at an unexpected rate. Most areas of teaching were gradually reorganizedaround an inspiring and unifying theoretical core, the C-K (ConceptKnowledge) design theory (Hatchuel 1996; Hatchuel and Weil 2001, 2003),which is now taught in a number of establishments. The programme wasalso in line with a major preoccupation, the necessity of strengthening firms’innovation capabilities. The progress made in this area helped us build upprecious partnerships with many leading firms. This book owes a great dealto this original teaching and research project, although it looks at only partof the areas covered by it.Our thanks go first to the teachers in the Engineering Design andManagement option, and in particular to Christophe Midler (CRG, EcolePolytechnique), who was involved in the project from the start and made aneminent contribution to this research. To Maurille Larivière (StrateCollegeDesigners), who provided remarkable industrial design experience forour work. And to Blanche Segrestin, Franck Aggeri and Philippe Lefebvre(MINES ParisTech), whose contributions often served as references for ourresearch. Our warm thanks also to all the students who took the Engineeringxvi in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-0-521-76877-1 - Strategic Management of Innovation and DesignPascal Le Masson, Benoit Weil and Armand HatchuelFrontmatterMore informationxviiAcknowledgementsDesign and Management option and whose final-year projects were a sourceof progress and motivation for the teachers.This book would not have been possible without the support of our manypartners in firms. Our special thanks to Paul Rivier, former CEO of Tefal; toMarc Maurer, Director of R&D, Saint-Gobain Flat Glass; and to JacquesLacambre, former Director of DARP, Renault, and Dominique Levent,Innovation Centre, Renault, who inspired this research and who were kindenough to write the afterword for this book.We would also like to thank Georges Amar, head of the Foresight andInnovative Design department at RATP; Frank Batocchi, DRIA, PSA; EloiBaudoux, DREAM, Renault; Vincent Chapel, CEO of Archimed Group;Pascal Daloz, VP of Dassault Systèmes; Philippe Doublet, preliminaryprojects, Renault; Yves Dubreil, DREAM, Renault; Billy Frederiksson, formerVP for R&D, Saab Aerospace; Hubert Maillard, platform director, PSA;Gunnar Holmberg, SAAB Aerospace; Jean-Hervé Poisson, Renault; andJean-Pierre Tetaz, CEO of Archilab, for their kind support and enlighteningcontributions to our research.Our thanks also to Jean-Pierre Delhomme, Laurent Jammes, PhilippeLacour-Gayet and Yves Morel from Schlumberger; Alain Dieulin, R&D,Vallourec; Bernard Castan and Alex Kuhn, SAGEM; and Bruno Cozzati,Philippe Laporte Galaa and Jacques Merrien from Renault. And to so manyothers whom we must ask to forgive us for not being able to mentionthem here.To Dominique Foray (IMD, Lausanne), Edith Heurgon (Cerisy-la-Sallecultural centre), Patrick Llerena (Beta University, Strasbourg), Pascal Petit(Cepremap, CNRS), Denis Clodic (Ecole des Mines), Iskander Gökalp(CNRS), Rami Shani (University of California), Susan Mohrman (Universityof California), Peter Magnusson (University of Karlstadt), Maria Elmquist(Chalmers Institute), Carliss Baldwin (Harvard Business School), VictorSeidel (University of Oxford), Alan MacCormack (MIT), Rafael Ramirez(University of Oxford), Annabelle Gawer (Imperial College), Francesco Zirpoli(University of Salerno), Markus Becker (University of Southern Denmark),Franck Piller (Aachen RWTH), Yoram Reich (Tel Aviv University), JonathanEdelman and Ade Mabogunje (Stanford University), Eswaran Subrahmanian(Carnegie Mellon), Chris MacMahon (Bath University), Jean-François Boujut,Michel Tollenaere and Eric Blanco (Polytechnique Grenoble), ToshiharuTaura (Kobe University), Yukari Nagai (Tokyo University) and Ken Starkey(Nottingham University) for their inspiring research and for our stimulatingdiscussions. in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-0-521-76877-1 - Strategic Management of Innovation and DesignPascal Le Masson, Benoit Weil and Armand HatchuelFrontmatterMore informationxviiiAcknowledgementsMany of the most fruitful exchanges were made possible through themeetings and conferences of leading academic communities: the DesignSociety, to which we express our grateful thanks for the creation of aSpecial Interest Group on design theory; EURAM (European Academy ofManagement), which hosts several tracks on design and innovation; andIPDM (International Product Development Management), a pioneeringcommunity in its field. We are most grateful to IPDM’s Chairman, ChristerKarlsson, and its board for welcoming the early pieces of our work.Our most sincere thanks to all the researchers at MINES ParisTech’sCentre for Management Science for their precious contributions. Warmthanks to Céline Bourdon and Martine Jouanon for their help. And to ourcolleagues at the Fenix Centre in Sweden, Niclas Adler, Flemming Norrgrennand Bengt Stymne, and to all the centre’s Executive PhD students for theirwelcome and for their contributions.We are also most grateful to Alison Bissery for her rigorous and respectfultranslation. She joins us in extending our most sincere thanks to MariaElmquist and Doug Robinson, who greatly contributed to improving thisEnglish version of the book.We warmly thank Ken Starkey for his intellectual support in preparingthe translation project. Four anonymous reviewers also gave us insightfulcomments to improve this English version and we are most grateful to PaulaParish, who was kind enough to include this book in her collection atCambridge University Press. Finally, we would like to thank the partnersof the Chair of Design Theory and Methods for Innovation, DassaultSystèmes, RATP, Renault, Thales and Vallourec for their help with this bookand their ongoing support for the latest episodes. in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-0-521-76877-1 - Strategic Management of Innovation and DesignPascal Le Masson, Benoit Weil

1.2 Innovation seen by the different disciplines 9 1.3 Innovation: from a phenomenon to a new management object 20 2 Management sciences and innovation: identity of objects and innovation capability 23 2.1 Innovation capability: transforming the identity of objects 24 2.2 The conflict between transforming identity and controlling resources 32