Managing Innovation and Change

Copertina anteriore
David Mayle
SAGE, 30 ago 2006 - 288 pagine

Building on the success of the Second Edition with 19 new chapters, Managing Innovation and Change showcases the best work of thinkers writing in this area and provides a coherent picture of key ideas and concepts to have emerged from this exciting field.

Frequently radical and intentionally provocative in terms of topic and treatment, the book:

  • Covers the increasing diversity of pressures to which modern enterprises are subjected
  • Reviews some of the more persistent acronyms to which the art of management is increasingly prone
  • Examines the nature of innovation
  • Looks at the broader issues surrounding change
  • Turns to those attributes of leadership which are consistent with the successful management of innovation and change
 

Pagine selezionate

Sommario

Gaining Competitive Advantage in a Carbonconstrained World
9
The Triumph of Humility and Fierce Resolve
18
Outsourcing Innovation
36
Approaches
53
Learning to Evolve
75
The Barriers to Customer Responsive Supply Chain Management
91
Innovation
109
How you can Benefit by Predicting Change
119
Change
153
Ambidextrous Organizations
170
Technical Entrepreneurship in High Technology Small Firms
185
Targeting Innovation and Implications for Capability Development
200
Leadership
221
Level 5 Leadership
234
The FailureTolerant Leader
249
Paradox of Coordination and Control
258

The Era of Open Innovation
127
The Innovators Prescription
139
Index
275
Copyright

Altre edizioni - Visualizza tutto

Managing Innovation and Change
David Mayle
Anteprima limitata - 2006
Managing Innovation and Change
David Mayle
Anteprima non disponibile - 2006

Parole e frasi comuni

achieve Ackoff agile Airlines assessment balanced scorecard behaviour challenge companies competing competition competitors concept continuous improvement coordination corporate costs create culture decision disruptive EFQM emissions empowerment environment example excellence executives failure Flextronics focus front-line employees functional global good-to-great groups Harvard Business School ideas identify important incremental industry initiatives International Journal investment involvement kaizen leadership lean manufacturing lean production lean thinking learning Level 5 leaders London Management Review manufacturing Marks and Spencer Motorola Oakey open innovation operations organisation organization outcomes paradigm Paul Geroski performance potential practice problems production line approach profit relationships requires responsibility retail risk role scenario planning scenarios sector senior management six sigma social Southwest stakeholders strategy success supervisors suppliers supply chain management technical entrepreneurs tion value stream mapping Womack

Riferimenti a questo libro

Informazioni bibliografiche

TitoloManaging Innovation and Change
Published in association with The Open University
CuratoreDavid Mayle
Edizioneillustrata
EditoreSAGE, 2006
ISBN141292250X, 9781412922500
Lunghezza288 pagine
  
Esporta citazioneBiBTeX EndNote RefMan