Managing Innovation and Change, 2^nd Ed.

David Mayle, Jane Henry

Publisher: Sage, 2002 , 287 pages

ISBN: 0-7492-3900-X

Synopsis:

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Following on from its successful predecessor Managing Innovation, Managing Inovation and Change explores procedures for managing innovation, opening organizational cultures and developing organizational systems and staff

The readings present key writings by well-known internatonal contributors who collectively present an accessible account of ways to develop and sustain an innovative organization. The book is split into six sections that introduce the reader to the changed business context, new ways of managing people, policies and practices for managing innovation, the role of partnerships and networks, some contrasting ways of reconstructing organizations and the impact of technology.

Managing Innovation and Change illustrates the variety of thinking about innovation in organizations and describes strategies and practical procedures for dealing with innovation and change. It offers a timely overview of the management of innovation in a changing environment.

The book is a reader for the Open University Business School Creativity, Innovation and Change MBA course.

Table of Contents:

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• Part 1: Management
• Section A: Management Context
1. Intellect, Innovation and Growth
   James B. Quinn, J. J. Baruch and K. A. Zein
2. Competing for the Future
   Gary Hamel and C. K. Prahalad
3. Interpretative Management: What General Managers Can Learn from Design
   Richard K. Lester, Michael J. Piore and Kamal M. Malek
4. Business, the Environment and Local Government
   Roger Levett
• Section B: Managing People
5. Competitive Advantage Through People
   Jeffrey Pfeffer
6. Building a Visionary Company
   James C. Collins and Jerry I. Porras
7. Managing Professional Intellect: Making the Most of the Best
   James B. Quinn, Philip Anderson and Sydney Finkelstein
8. Organizational Conditions and Levels of Creativity
   Göran Ekvall
• Part 2: Innovation
• Section C: Policy and Management
9. Towards the Fifth-Generation Innovation Process
   Roy Rothwell
10. Why the Last Shall Be First and the First Shall Fade Away
    John Kay
11. From Lean Production to Lean Enterprise
    James P. Womack and Daniel T. Jones
12. A New Philosophy of Business
    James Dyson
13. Strategic Stories: How 3M is Rewriting Business Planning
    Gordon Shaw, Robert Brown and Philip Bromily
• Section D: Partnership and Networks
14. Learning Through Aliiances
    Joe Tidd, John Bessant and Keith Pavitt
15. Paradox in Project-Based Enterprise: The Case of Film Making
    Robert J. DeFillippi and Michael B. Arthur
16. Japanese-Style Partnerships: Giving Companies a Competitive Edge
    Jeffrey H. Dyer and William G. Ouchi
17. The Way Forward: Partnership Sourcing
    Ken Lewis and Steve Lytton
• Part 3: Change
• Section E: Organizational Restructuring
18. America's Most Famous Export to Japan: Continuous Improvement Programmes
    Dean M. Schroeder and Alan G. Robinson
19. The Empowerment of Service Workers: What, Why, How and When
    David E. Bowen and Edward E. Lawler III
20. Reengineering: Don't Automate, Obliterate
    Michael Hammer
• Section F: Impact of Technology
21. The Alternative Workplace: Changing Where and How People Work
    Mahlon Apgar IV
22. The Society of Networks
    Geoff Mulgan and Ivan Briscoe
23. The 'Click Here' Economy
    Robert D. Hof with Gary McWilliams and Gabrielle Saveri