Managing InnovationJane Henry, David Walker Newbury Park, 1991 - 328 Published in Cooperation with the Open University "They provide an excellent range of subjects." --Management Education and Development This exciting volume focuses on the processes of innovation in organizations and how these can best be encouraged and managed. Unlike the mechanistic determinism and quasi-scientific managerial thinking of the past, the contributors to Managing Innovation believe that management must promote innovation at the individual, corporate, and strategic levels. These top contributors examine such issues as: the process of innovation in organizations; the nature of strategic innovation and visionary leadership; and, how organizational environments are created in which innovation can flourish. In addition, they offer numerous case studies and examples of innovation in action--in companies of all sizes and types; consider the implications for innovation processes of different organizational levels, stages, and culture; and, review the critical success factors for meeting the continual challenge to innovate and change. |
Spis treści
PART ONE FRAMEWORK ISSUES IN THE MANAGEMENT OF INNOVATION | 7 |
Personal qualities | 40 |
what it takes to be creative | 54 |
Prawa autorskie | |
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action activities adhesive Akio Morita American areas become champion climate company's competition competitors concept corporate cost create creative Culpitt culture customers decision economic Edwin Land effort employees engineering entrepreneurial entrepreneurship environment example failure firms focus Harley Harley-Davidson Harvard Business Harvard Business Review Hewlett-Packard idea important improve individual industrial designers industry inno innovation internal invention inventor involved Japan Japanese knowledge leader Lee Iacocca Levien machine manufacturing ment operating organization organizational performance planning Post-it notes potential problems product development product success profit quality circles relay race René Lévesque responsibility Review role Rosso Rover scenarios share skills Soichiro Honda stage Steven Jobs strategy success factors suppliers synectics tape technical top management vision visionary leadership Walkman wanted William Davis workers Xerox

