This book looks at how to foster innovation in organizations, focusing particularly on managers as the key participants in the process.
Innovation is increasingly identified as the critical factor in ensuring economic competitiveness. Departments of state and quasi-governmental organizations in many countries including, Austria, Australia, Canada, France, Germany, The Netherlands, Sweden and the UK, have issued reports and calls to action; but implementation will continue to be problematic unless the points made in this book are taken into account. Drawing on 350 in-depth interviews with senior managers, the book presents an original theory about the characteristics of managers in "good innovative organizations" and "poor innovative organizations". It pays close attention to the attitudes, understandings, assumptions and interpretations of managers, who are often the ultimate decision-makers when it comes to innovation. The text is supported by real-life, internationally-known cases such as Hewlett-Packard, Zeneca and the BBC, as well as voluntary sector cases such as Oxfam. It is also enriched by substantial and highly revealing quotations from senior managers themselves.
This is a rich and significant book on one of the most important issues facing managers today. Innovation is the key driver for the future of businesses and societies. There is an excellent balance of theory, empirical insight and implications for practice. Students, academics and business people will find this a major source of insights into the complexities of managing the innovation process. Ken Starkey, Nottingham University By focusing on managers' own theories, Storey and Salaman break fresh ground in our understanding of the processes of organizational innovation, a topic that has national and practical, as well as theoretical, significance. David A. Buchanan, Leicester Business School Important book. The authors highlight the utter centrality of managerial mindsets and orientations to organizational innovativeness. All the other factors that are crucial to organizational innovation hinge on the right managerial perspective. Deborah Dougherty, Rutgers University Primarily designed as a student text, for those concerned with the subject, but would also be useful to help re-educated a large number of 'de-innovating' managers. Long Range Planning
Table of contents
- PrfacePart I
- Problems and Possibilities
- The Current State of Knowledge about InnovationPart II
- Managers' Accounts of Innovation
- From Tight Control to the Edge of Anarchy
- Managing Innovation in Telecommunications
- Managing Creative Workers in an Innovative Way
- Contrasting Approaches to Innovation in Engineered Manufactured Goods
- Innovation in the Voluntary SectorPart III
- Research MethodsIndex
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