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The Human Side of Managing Technological Innovation
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Chapters new to this edition are in boldface.Introduction I. THE MOTIVATION AND LEADERSHIP OF TECHNICAL PROFESSIONALS The Motivation of Professionals 1: Ralph Katz: Motivating Professionals in Organizations 2: Robert Kelley and Janet Caplan: How Bell Labs Creates Star Performers 3: Ralph Katz: Organizational Socialization and the Reduction of Uncertainty The Management of Creativity in Organizations 4: Albert Shapero: Managing Creative Professionals 5: Russ Mitchell: How to Manage Geeks 6: Min Basadur: Managing Creativity: A Japanese Model 7: Charlan Jeanne Nemeth: Managing Innovation: When Less Is More The Transition from Technical Specialist to Managerial Leadership 8: Michael Badawy: Why Managers Fail 9: Tony Schwarz: "How Do You Feel?" 10: David Nadler and Michael Tushman: Beyond the Charismatic Leader: Leadership and Organizational Change II. THE MANAGEMENT OF INNOVATIVE GROUPS AND PROJECT TEAMS The Management of High Performing Technical Teams 11: Ralph Katz: How a Team at Digital Equipment Designed the 'Alpha' Chip 12: David Bank: The Java Saga 13: Harold Leavitt and Jean Lipman-Blumen: Hot Groups The Management of Crossfunctional Groups and Project Teams 14: Jon Katzenbach and Douglas Smith: The Discipline of Teams 15: Ralph Katz: Managing Creative Performance in R&D Teams Managing Organizational Roles and Structures in Project Groups 16: Kim Clark and Steven Wheelwright: Organizing and Leading "Heavyweight" Development Teams 17: Jeffrey Pinto and Om Kharbanda: Lessons for an Accidental Profession 18: Ralph Katz and Thomas Allen: How Project Performance is Influenced by the Locus of Power in the R&D Mix III. LEADERSHIP ROLES IN THE INNOVATION PROCESS Formal Problem-Solving Roles in Leading Innovation 19: Stefan Thomke: Enlightened Experimentation: The New Imperative for Innovation 20: Alan MacCormack: How Internet Companies Build Software 21: Edward F. McDonough III and David Cedrone: Meeting the Challenge of Global Team Management Informal Critical Roles in Leading Innovation 22: Edward Roberts and Alan Fusfeld: Critical Functions: Needed Roles in the Innovation Process 23: Gifford Pinchot III: Innovation through Intrapreneuring 24: Anthony Townsend, Samuel DeMarie, and Anthony R. Hendrickson: Virtual Teams: Technology and the Workplace of the Future IV. MANAGING KNOWLEDGE WORK WITHIN INNOVATIVE ORGANIZATIONS Managing Technical Communications and Technology Transfer 25: Thomas Allen: Distinguishing Science from Technology 26: Thomas Allen: Communication Networks in R&D Laboratories 27: Ralph Katz and Michael Tushman: A Study of the Influence of Technical Gatekeeping on Project Performance and Career Outcomes in an R&D Facilty 28: Richard McDermott: Why Information Technology Inspired But Cannot Deliver Knowledge Management Managing Performance and Productivity in Technical Groups and Organizational Settings 29: Dennis Sleven: Project Management Scorecard 30: Robert Szakonyi: Measuring R&D Effectiveness 31: James Tipping, Eugene Zeffren, and Alan Fusfeld: Assessing the Value of Your Technology 32: John R. Hauser and Florian Zettelmeyer: Metrics to Evaluate R,D,&E V. MANAGING INNOVATIVE CLIMATES IN ORGANIZATIONS Managing Innovative Climates 33: Thomas Peters: A Skunkworks Tale 34: David Maister: The One-Firm Firm: What Makes It Successful 35: P. Ranganath Nayak and John Ketteringham: 3M's Post-it Notes: A Managed or Accidental Innovation? 36: Anne Cooper Funderburg: Making Teflon Stick Maintaining Innovative Climates 37: Lucien Rhodes: That's Easy for You to Say 38: Ralph Katz and Thomas Allen: Organizational Issues in the Introduction of New Technologies 39: Richard Leifer, Gina Colarelli, and Mark Price: Implementing Radical Innovation in Mature Firms: The Role of Hubs 40: Karen Anne Zien and Sheldon A Buckler: Dreams to Market: Crafting a Culture of Innovation VI. THE MANAGEMENT OF ORGANIZATIONAL PROCESSES FOR INNOVATION Decision-making Process 41: William Pasmore: Managing Organizational Deliberations in Nonroutine Work 42: Kathleen Eisenhardt: Speed and Strategic Choice: How Managers Accelerate Decision Making 43: Eric Kessler, Paul Bierly, and Shanthi Gopalakrishnan: Vasa Syndrome: Insights From a 17th-Century New Product Disaster Organizational Practices, Policies, and Rewards 44: Douglas M. McCracken: Winning the Talent War for Women 45: Jeffrey Pfeffer: Danger: Toxic Company 46: Ralph Katz and Thomas Allen: Managing Dual Ladder Systems in RD&E Settings Managing Across Functions for Rapid Product Development 47: Christopher Meyer: A Six-Step Framework for Becoming a Fast-Cycle-Time Competitor 48: Preston Smith and Donald Reinertsen: Shortening the Product Development Cycle 49: Gerard Tellis and Peter Golder: First to Market, First to Fail? Real Causes of Enduring Market Leadership VII. MANAGING THE INNOVATION PROCESS IN ORGANIZATIONS Managing the Cross-functional Relationships to Enhance New Product Development 50: William Souder: Managing Relations between R&D and Marketing in New Product Development Projects 51: Robert Cooper: Examining Some Myths about New Product "Winners" 52: Clayton Christensen: The Rules of Innovation Managing User Innovation for New Product Development: 53: Eric von Hippel and Ralph Katz: Product Concept Development Through the Lead-User Method 54: Eric von Hippel and Ralph Katz: Shifting Innovation to Users Through Toolkits Organizational Frameworks for Innovation and New Product Development 55: Marc Meyer: Modular Platforms and Innovation Strategy 56: Michael Cusumano and Annabelle Gawer: The Elements of Platform Leadership 57: Ralph Katz: Managing Technological Innovation in Organizations 58: Edward B. Roberts and Wenyun Liu: Ally or Acquire? How Technology Leaders Decide

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