Managing Innovation and ChangeDavid Mayle SAGE, 2006. szept. 18. - 304 oldal 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. |
Tartalomjegyzék
Introduction | 1 |
Environments | 5 |
Strategies for European Business | 9 |
Moving Beyond Investment Towards Measuring Outcomes | 23 |
Chapter 3 Outsourcing Innovation | 36 |
Chapter 4 From Scenario Thinking to Strategic Action | 44 |
Approaches | 53 |
True or False? | 55 |
Chapter 11 The Era of Open Innovation | 127 |
The Art of Scale How to Turn Someone Elses Idea into a Big Business | 139 |
Change | 153 |
What Why How and When | 155 |
Managing Evolutionary and Revolutionary Change | 170 |
Some Observations on the Implications for Management | 185 |
Chapter 16 Targetng Innovation and Implications for Capability Development | 200 |
Leadership | 221 |
From the Past to the Present | 65 |
A Review of Contemporary Lean Thinking | 75 |
Chapter 8 The Barriers to Customer Responsive Supply Chain Management | 91 |
Innovation | 109 |
Chapter 9 Ackoff on Innovation | 111 |
Chapter 10 How You Can Benefit by Predicting Change | 119 |
Más kiadások - Összes megtekintése
Gyakori szavak és kifejezések
achieve Ackoff agile Airlines assessment balanced scorecard behaviour carbon climate change companies company’s competing competitive advantage 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 impact 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 suppliers supply chain management technical entrepreneurs tion value stream mapping Womack
Hivatkozások erre a könyvre
Career Choice in Management and Entrepreneurship: A Research Companion Mustafa F. Özbilgin,Ayala Malach-Pines Korlátozott előnézet - 2009 |