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Abstract

This chapter discusses four statements regarding Innovation Ability:

  • “A better business model will often beat a better idea or technology.” — Chesbrough, 2007.1

  • “Ultimately, it is the customers who define the value of innovation.” — Furseth, Cuthbertson, and Reynolds, 2011.2

  • “Both customer and competitor orientation can be successfully used to develop innovative products and services.” — Grinstein, 2008.3

  • “When an established logic for satisfying consumer needs is overturned, the business model must change too.” — Teece, 2010.4

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Notes

  1. Chesbrough, H. (2007) “Business Model Innovation: it’s Not Just About Technology Anymore”, Strategy & Leadership, 35(6): 12–17.

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  2. 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.

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  3. 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.

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  4. 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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