ABSTRACT
This chapter reviews contributions from researchers that provide insights to help generalize lessons about innovation management. It offers concepts and frameworks that assist understanding of the nature, process and outcomes of innovation management. Innovation is rarely a solitary phenomenon and invariably involves multiple connections. The concept of core capabilities that differentiate a firm strategically is well entrenched in the management literature, and Dorothy Leonard-Barton develops an argument about their paradoxical relationship with core rigidities. The stage gate framework is one of the most practical tools to emerge to bring discipline to the new product development process. Ten goals for a successful stage gate framework are outlined in Robert Cooper's book, Product Leadership. They include focus, speed, differentiation, cross-functional teams, scalability and performance metrics. Annabel Gawer and Michael Cusumano in their book Platform Leadership develop the framework of the platform or building block which attracts other firms' investment and innovation in add-on products or services.
