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Building the innovative organization: management systems that encourage innovation

Author: Christiansen, James A. Publisher: Palgrave, 2000.Language: EnglishDescription: 357 p. ; 24 cm.ISBN: 033380483XType of document: BookBibliography/Index: Includes bibliographical references and index
Item type Current location Collection Call number Status Date due Barcode Item holds
Book Asia Campus
Main Collection
Print HD45 .C47 2000
(Browse shelf)
900222054
Available 900222054
Book Europe Campus
Main Collection
Print HD45 .C47 2000
(Browse shelf)
001156367
Available 001156367
Total holds: 0

Includes bibliographical references and index

Digitized

Building the Innovative Organization Management Systems that Encourage Innovation Contents List of Figures List of Tables Acknowledgements 1 Introduction xi xii xiv 1 2 How Innovation Works and How Corporate Managers Can Influence the Process The purpose of this book Links with previous work Methodology Introduction to the companies Outline of the book 2 3 4 5 9 12 Roadblocks encountered and management tools used during the Chemical Residues project The story of the Chemical Residues project Different types of interventions in the innovation management system The scope of a manager's actions Categorizing the tools An overview of the innovation process A framework for thinking about innovation Components of innovation performance Diagnosing problems in an innovation system A systematic method of diagnosing problems Executing solutions and evaluating results Identifying opportunities for improvement 3 Corporate and Business Unit Management Tools 1: Strategy and Goals 12 12 16 20 20 26 29 29 31 33 35 36 40 Strategy Corporate strategy Business unit strategy Who has responsibility for strategy? Components of the company Mergers and acquisitions vii 40 42 43 44 48 48 viii CONTENTS Competence management Goals Goal structure Financial goals Goals for phases of the innovation process Other measures of innovation performance 4 Corporate and Business Unit Management Tools 2: Structure and Process 50 55 55 62 64 67 70 Organization structure Hierarchy Managing performance Special techniques for managing attention Special structures for special needs Changing an organization Decision territories: distributing power to make key decisions Communications systems and information management Internal communications structure Means of facilitating direct contacts between functions Specialized innovation networks Summary of methods of altering internal communications structure Other aspects of internal communication External communication Information management Information type and format Information from the customer Other information from outside the company Decision-making methods Unity of command versus consensus Monitoring and appeals Special monitoring and decision-making bodies 5 Corporate and Business Unit Management Tools 3: Personnel Management and Culture 70 72 75 80 81 83 83 90 93 96 98 100 100 105 108 108 111 113 114 117 122 125 127 Incentives Monetary rewards Career incentives Social rewards Intrinsic rewards Improving existing products versus developing new products and businesses 128 128 130 131 133 134 CONTENTS ix Individual rewards versus group rewards versus no rewards Rewards for outcome versus rewards for effort Concluding remarks on incentives Other personnel management systems Personnel sourcing: hiring Personnel development Stability of personnel and turnover Individual goals Evaluation methods Culture Dimensions of culture impacting behavior inside the company Motivation for innovation: building visions as well as running on fear Culture in relation to customers Conscious management of culture 6 Corporate-level Tools for Managing Projects and Ideas 135 137 138 140 141 143 146 148 149 154 158 174 178 181 183 Idea management Asking people for ideas Enriching people's environments to stimulate idea generation Setting up incentives for idea generation Methods of managing individuals and small groups Tracking and linking with locations where ideas can be generated Tracking and pursuing different types of ideas Looking for ways to exploit a technology Identifying and linking with sources of idea pull Laboratory management Management of laboratory personnel's time Efficiency in routine or repeated operations Laboratory goals: science-related or business-related? Laboratory communication Optimizing the mix of laboratory personnel The project funding system Funding structure Information used in funding decisions When funding decisions are made Level of overall funding allocation Project structure Where projects fit in the company's structure The structure of project teams 183 185 189 198 199 200 204 206 207 212 212 216 217 218 220 222 222 229 234 237 239 239 244 x CONTENTS 7 Ways General Managers Can Influence Individual Projects Links between project teams and the rest of the company Links with the outside world Project supervision Project management methods Selecting and training project managers Formalization and rationalization of project management Cross-functional coordination Coordination across units Key technical decisions The launch decision 258 259 263 267 269 272 275 278 280 281 286 Project set-up Giving an initiative formal project status Funding decisions Reporting structure Selecting initial personnel Routine supervision Project maintenance Managing the team's contacts with others Performance management Correcting problems Participation Consulting, mentoring and coaching 286 288 288 291 294 295 296 302 305 313 Direct management or control 8 Asking People to Help Improve Your Innovation Management System 315 317 319 322 Asking outsiders to help you improve your innovation system Asking your own people to help you improve your innovation system Asking your people to think about how they, as individuals, impact innovation performance Encouraging humility Examples of the results of reflection 9 Conclusion 322 324 326 328 328 334 Bibliography Index 343 348

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