The Human Side of Managing Technological Innovation: A Collection of Readings / Edition 2

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Organizations competing in today's rapidly changing technological markets are faced with the challenges of "dualism"—operating efficiently in the present while innovating effectively for the future. Managers and leaders within these organizations not only have to focus on current market success and profitability, but they must also introduce the next generation of technical advances, product attributes, or service features that will sustain and even augment their continuing global competitiveness.
The Human Side of Managing Technological Innovation, 2/e, provides a variety of approaches and perspectives on issues critical to the effective leadership of technical professionals and cross-functional teams throughout the innovation process. Designed for courses within business, engineering, and executive education programs, the book has been updated throughout and features more than twenty articles new to this edition. In the articles, researchers and practitioners present their thoughts and ideas of the complex interplay between the specialized knowledge and skills of creative professionals and the realistic pressures and constraints required by successful business organizations. The text is organized into seven sections that cover such topics as motivating professionals, measuring productivity, organizing and leading cross-functional development teams, enhancing creativity and decision-making, developing human resource capabilities, building and maintaining innovative climates, managing lead users for new product innovation, and using technology as a strategic resource. It can be used in advanced undergraduate or graduate courses as well as in organizational workshops and seminars that focus primarily on how managers, individual professionals, project teams, and functional groups deal with problems and issues related to the management of technology-based innovation. The book can also be used as a complementary text for any course that emphasizes product, process, organizational, or technological innovation.
The Human Side of Managing Technological Innovation, 2/e, provides a unique collection of articles that increase the sensitivity and understanding of individuals who are managing or influencing innovation and change processes within organizations. It also offers practicing managers and staff professionals new ideas, tools, and insights for problem-solving, organizing, and functioning more effectively.

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Product Details

  • ISBN-13: 9780195135312
  • Publisher: Oxford University Press, USA
  • Publication date: 7/24/2003
  • Edition description: REV
  • Edition number: 2
  • Pages: 752
  • Sales rank: 307,576
  • Product dimensions: 9.20 (w) x 7.40 (h) x 1.40 (d)

Meet the Author

Northeastern University's College of Business Administration and Research Associate, Sloan School of Management
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Table of Contents

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

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