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From followers to leaders : managing technology and innovation in newly industrialized countries / Naushad Forbes and David Wield.

By: Forbes, Naushad, 1960-.
Contributor(s): Wield, David.
Material type: materialTypeLabelBookPublisher: London : Routledge, 2002Description: xiv, 214 p. : ill. ; 25 cm.ISBN: 0415251761 (pbk.); 9780415251761 (pbk.).Subject(s): Technological innovations -- Management | International business enterprises -- Management | New products -- Management | International trade | Competition, InternationalDDC classification: 658.514 FOR Online resources: Table of contents only
Contents:
Machine generated contents note: 1 Beneath the surface 1 -- Introduction 1 -- Technology in development - myths and realities 3 -- From myths to building blocks: understanding technical capability infirms 9 -- Innovation management in follower-firms 14 -- Conclusion: growing value-added in firms is the core objective 19 --2 Innovation success in follower-firms 20 -- Introduction 20 -- Tanzania Breweries Ltd 20 -- Hero Cycles: success through flexible specialization 24 -- Grupo Vitro 27 -- The Indian software industry. miracle in the making or a hightechnology 'sweat-shop'? 32 -- Cemex 37 -- Conclusions 41 --3 Changing policies for science and technology: governments -- and markets 44 -- Introduction 44 -- Understanding technology and industrial development 46 -- What worked 48 -- Comparing national policy environments. what matters forfirms? 56 -- Conclusions 61 --4 Innovation on the shop-floor 63 -- Introduction: why is shop-floor innovation key in technology-followers? 63 -- Wages as a source of competitiveness 64 -- Going beyond wage competitiveness. the new manufacturing as -- road-map 67 -- Making innovation happen on the shop-floor - what do we know? -- What do we not know? 80 -- Looking beyond thefirm 82 -- Conclusions 83 --5 From process to product and proprietary 85 -- Introduction 85 -- Three 'ideal types' offirms 86 -- What explains the differences - state, culture or firm? 93 -- Capturing innovation rents by going proprietary 98 -- Conclusion. what does it take? 108 --6 Managing R&D in technology-followers 109 -- Introduction 109 -- What is R&D? 109 -- Why do R&D in a technology-follower? 126 -- The role and organization of R&D in technology-followers 130 -- Conclusions: organizing for effective R&D in followers 135 --7 Design leadership for technology-followers 137 -- Introduction 137 -- Why do good design? 138 -- What is good design? Moving up the value-chain with 'soft' quality 142 -- Building design capability is hard 145 Conclusions. from R&D to D&D 152 --8 Building a culture for innovation 153 -- Introduction 153 -- National culture and cultural stereotypes 154 -- Moving beyond the stereotypes 160 -- Follower-firms: organizing against the grain 164 -- Building afirm culture for innovation 166 -- Conclusions 172 --9 Organizing for innovation. from followers to leaders 173 -- Introduction 173 -- How can 'drones' get clever - organizing for innovation 173 -- Building a technology strategy for innovation 182 -- Policy implications 189.
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Item type Current location Call number Status Date due Barcode
Book Book Indian Institute for Human Settlements, Bangalore
658.514 FOR 001328 (Browse shelf) Available 001328

Includes bibliographical references (p. [201]-209) and index.

Machine generated contents note: 1 Beneath the surface 1 -- Introduction 1 -- Technology in development - myths and realities 3 -- From myths to building blocks: understanding technical capability infirms 9 -- Innovation management in follower-firms 14 -- Conclusion: growing value-added in firms is the core objective 19 --2 Innovation success in follower-firms 20 -- Introduction 20 -- Tanzania Breweries Ltd 20 -- Hero Cycles: success through flexible specialization 24 -- Grupo Vitro 27 -- The Indian software industry. miracle in the making or a hightechnology 'sweat-shop'? 32 -- Cemex 37 -- Conclusions 41 --3 Changing policies for science and technology: governments -- and markets 44 -- Introduction 44 -- Understanding technology and industrial development 46 -- What worked 48 -- Comparing national policy environments. what matters forfirms? 56 -- Conclusions 61 --4 Innovation on the shop-floor 63 -- Introduction: why is shop-floor innovation key in technology-followers? 63 -- Wages as a source of competitiveness 64 -- Going beyond wage competitiveness. the new manufacturing as -- road-map 67 -- Making innovation happen on the shop-floor - what do we know? -- What do we not know? 80 -- Looking beyond thefirm 82 -- Conclusions 83 --5 From process to product and proprietary 85 -- Introduction 85 -- Three 'ideal types' offirms 86 -- What explains the differences - state, culture or firm? 93 -- Capturing innovation rents by going proprietary 98 -- Conclusion. what does it take? 108 --6 Managing R&D in technology-followers 109 -- Introduction 109 -- What is R&D? 109 -- Why do R&D in a technology-follower? 126 -- The role and organization of R&D in technology-followers 130 -- Conclusions: organizing for effective R&D in followers 135 --7 Design leadership for technology-followers 137 -- Introduction 137 -- Why do good design? 138 -- What is good design? Moving up the value-chain with 'soft' quality 142 -- Building design capability is hard 145 Conclusions. from R&D to D&D 152 --8 Building a culture for innovation 153 -- Introduction 153 -- National culture and cultural stereotypes 154 -- Moving beyond the stereotypes 160 -- Follower-firms: organizing against the grain 164 -- Building afirm culture for innovation 166 -- Conclusions 172 --9 Organizing for innovation. from followers to leaders 173 -- Introduction 173 -- How can 'drones' get clever - organizing for innovation 173 -- Building a technology strategy for innovation 182 -- Policy implications 189.

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