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, and
- turns to those attributes of leadership which are consistent with the successful management of innovation and change.
Introduction - David Mayle
PART ONE: ENVIRONMENTS
Gaining Competitive Advantage in a Carbon-constrained World - Karl Schultz and Peter Williamson
Corporate Social Responsibility - Simon Knox and Stan Maklan
Outsourcing Innovation - Pete Engardio and Bruce Einhorn
From Scenario Thinking to Strategic Action - Ian Wilson
PART TWO: APPROACHES
Quality Is Dead in Europe - B G Dale et al
An Overview of Continuous Improvement - Nadia Bhuiyan and Amit Baghel
Learning To Evolve - Peter Hines, Matthias Holweg and Nick Rich
The Barriers to Customer Responsive Supply Chain Management - John Storey, Caroline Emberson and David Reade
PART THREE: INNOVATION
Ackoff on Innovation - Robert J Allio
How You Can Benefit by Predicting Change - Scott D Anthony and Clayton M Christensen
The Era of Open Innovation - Henry W Chesbrough
The Innovator's Prescription - Costas Markides and Paul Geroski
The Art of Scale
PART FOUR: CHANGE
The Empowerment of Service Workers - David E Bowen and Edward E Lawler III
Ambidextrous Organizations - Michael L Tushman and Charles A O'Reilly III
Technical Entrepreneurship in High Technology Small Firms - R P Oakey
Targeting Innovation and Implications for Capability Development - Dave Francis and John Bessant
PART FIVE: LEADERSHIP
The Role of Leadership in the Modernization and Improvement of Public Services - Jean Hartley and Maria Allison
Level 5 Leadership - Jim Collins
The Failure-tolerant Leader - Richard Farson and Ralph Keyes
Paradox of Coordination and Control - Jody Hoffer Gittell
