Many executives see innovation as an unmanageable process, riddled with risks. The\ud
research we conducted with the Industrial Research Institute, interviewing over 200 vicepresidents\ud
of research and development and chief technical officers in many sectors around\ud
the world, yields a more nuanced view. Innovation becomes manageable once managers\ud
move away from normative prescriptions that view the process as uniform and recognise\ud
that different rules and practices apply to different circumstances.\ud
Our argument is that clusters of interdependent firms contributing to the building of a set of\ud
interacting products and services tend to self-organise themselves into distinct and relatively\ud
persistent “games of innovatio
