Papers by James Utterback
Long Range Planning, Dec 1, 1995
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International Journal of Innovation Management, Mar 1, 2005
In honour of the late Keith Pavitt, we introduce this Special Issue of International Journal of I... more In honour of the late Keith Pavitt, we introduce this Special Issue of International Journal of Innovation Management. We discuss the impact of Pavitt's work in technology and innovation on the management field. He showed empirically a number of core principles of technological change and knowledge, and how these affected managerial and organisational tasks. His influence is indicated by his publication channels, citations to his work and the other authors with whom he was cited. Pavitt had signalled several themes for future research in the management of technology and innovation. This introduction explains how the articles of this special issue make contributions to all these ongoing research agendas.
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Design-Inspired Innovation, 2006
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Design-Inspired Innovation, 2006
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Design-Inspired Innovation, 2006
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Design-Inspired Innovation, 2006
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Design-Inspired Innovation, 2006
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Design-Inspired Innovation, 2006
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Design-Inspired Innovation, 2006
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Design-Inspired Innovation, 2006
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ç ”ç©¶ 技術 計画, 1988
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Interfaces, Aug 1, 1992
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Research Policy, Feb 1, 1988
15 Technology and industrial innovation in Sweden: A study of technologybased firms formed betwee... more 15 Technology and industrial innovation in Sweden: A study of technologybased firms formed between 196 Od 1980 James M. UTTERBACK Industrial Liaison Program, School of Engineerm Massachusetts Institute of Technology, Cambridge, MA 01139, USA. ik ME ER College of ...
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IEEE Transactions on Engineering Management, 1995
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IEEE Transactions on Engineering Management, 1976
The study examines the relationship between outside influences and the firm's innovation proc... more The study examines the relationship between outside influences and the firm's innovation process. A sample of commercially successful and unsuccessful R&D projects of a number of firms is discussed in terms of diverse market, resource, technical and organizational factors. The stimulus for a project, the sources of ideas used and the influences of competition and regulatory constraints were expected to vary among industries, and these differences are described. The authors suggest that their findings might be understood based on the evolution of a business from one having initially fluid and independent product and process technologies to one having a highly automated process technology designed for a specific standard product. Consequently, the relationship between product and process will shape and constrain the firm's ability to innovate in response to a changing environment.
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RePEc: Research Papers in Economics, 1992
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RePEc: Research Papers in Economics, 1992
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Papers by James Utterback