List of figures |
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xi | |
List of tables |
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xiii | |
Acknowledgements |
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xv | |
1 Serendipity and innovation |
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1 | (23) |
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Introduction-grass roots innovation |
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1 | (1) |
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2 | (1) |
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The innovation imperative |
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3 | (1) |
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Innovation in the construction sector |
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3 | (1) |
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4 | (1) |
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5 | (1) |
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Serendipity in the innovation process |
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6 | (2) |
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8 | (3) |
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The power of collaboration |
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11 | (3) |
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The power of interdisciplinarity |
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14 | (1) |
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The risks and opportunities of interdependence |
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15 | (2) |
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The drivers of innovation |
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17 | (1) |
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17 | (2) |
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The pathology of innovation |
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19 | (1) |
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The externalities of innovation |
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20 | (1) |
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The spill-over effects of innovation |
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21 | (1) |
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Innovation - an idea without a theory |
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22 | (1) |
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23 | (1) |
2 The innovation process |
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24 | (43) |
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24 | (2) |
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Hidden innovation in the construction industry |
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26 | (2) |
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Imitation, invention and imagination |
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28 | (3) |
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A very brief history of innovation |
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31 | (1) |
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Innovation and entrepreneurship |
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31 | (4) |
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Sustainable entrepreneurship |
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35 | (1) |
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Contemporary models of innovation |
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36 | (3) |
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The psychology of business innovation |
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39 | (4) |
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43 | (1) |
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44 | (12) |
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Measuring innovation success |
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56 | (4) |
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International measures of innovation success |
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60 | (5) |
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65 | (2) |
3 Innovation in construction |
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67 | (21) |
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67 | (1) |
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Is the construction sector less innovative than other sectors? |
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68 | (2) |
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The role of clients in the innovation process |
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70 | (5) |
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The role of competition in driving innovation |
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75 | (1) |
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Procurement systems and innovation |
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76 | (1) |
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The project-based nature of construction |
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77 | (1) |
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Fragmented supply and demand chains |
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78 | (2) |
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Institutionalized impediments to innovation in the construction industry |
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80 | (2) |
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Cultural impediments to innovation |
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82 | (2) |
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Enablers of innovation in the construction sector |
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84 | (2) |
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86 | (2) |
4 The history and future of innovation in the construction industry |
|
88 | (43) |
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88 | (2) |
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90 | (1) |
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1960's the decade of growth |
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91 | (1) |
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1970's the decade of shock and reflection |
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92 | (1) |
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1980's the decade of change and reflection |
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93 | (5) |
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1990's the decade of reform |
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98 | (7) |
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2000's a decade of consolidation and reflection |
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105 | (9) |
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114 | (14) |
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Contemporary strategic thinking |
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128 | (1) |
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129 | (2) |
5 Strategy and innovation |
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131 | (21) |
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131 | (1) |
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The origins of traditional strategic thinking |
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132 | (2) |
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The limits of rationality |
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134 | (1) |
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A new generation of strategy in construction |
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135 | (1) |
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What do fourth generation businesses look like? |
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136 | (2) |
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Strategy convergence - the catalyst for innovation |
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138 | (1) |
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138 | (3) |
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Enlightened business strategy |
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141 | (10) |
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151 | (1) |
6 Organizing for innovation |
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152 | (52) |
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152 | (2) |
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Organizational structure and innovation |
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154 | (1) |
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154 | (2) |
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Building a culture of innovation |
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156 | (17) |
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National culture and innovation |
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173 | (2) |
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Learning from innovative people |
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175 | (1) |
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The growth of managerialism |
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176 | (1) |
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The importance of dissent |
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177 | (4) |
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Encouraging non-conformist thinking |
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181 | (1) |
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182 | (2) |
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184 | (2) |
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Innovation requires new types of thinking |
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186 | (3) |
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Learning - the trap of distinctive competence |
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189 | (1) |
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The role of technology in innovation |
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190 | (2) |
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The role of research in innovation |
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192 | (4) |
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The role of universities in innovation |
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196 | (4) |
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The role of government in innovation |
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200 | (1) |
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201 | (2) |
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203 | (1) |
7 Managing the risks of innovation |
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204 | (20) |
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204 | (1) |
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204 | (2) |
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206 | (1) |
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Managing stakeholder perceptions of innovation risk |
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207 | (2) |
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Perceptions of innovation risk and opportunity |
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209 | (7) |
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Risk management in complex systems |
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216 | (2) |
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Using system dynamics to understand risk in complex innovation systems |
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218 | (5) |
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223 | (1) |
8 Conclusion-we need a reality-check |
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224 | (24) |
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224 | (7) |
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Reality-checking the model |
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231 | (15) |
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246 | (2) |
References |
|
248 | (16) |
Index |
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264 | |