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Produktbild: The Human Side of Managing Technological Innovation

The Human Side of Managing Technological Innovation A Collection of Readings

265,99 €

inkl. gesetzl. MwSt., Versandkostenfrei

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

01.01.2003

Abbildungen

numerous figures

Herausgeber

Ralph Katz + weitere

Verlag

Oxford University Press

Seitenzahl

752

Maße (L/B/H)

23,5/19,1/4 cm

Gewicht

1377 g

Auflage

2. Auflage

Sprache

Englisch

ISBN

978-0-19-513531-2

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

01.01.2003

Abbildungen

numerous figures

Herausgeber

Verlag

Oxford University Press

Seitenzahl

752

Maße (L/B/H)

23,5/19,1/4 cm

Gewicht

1377 g

Auflage

2. Auflage

Sprache

Englisch

ISBN

978-0-19-513531-2

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: The Human Side of Managing Technological Innovation


    • Chapters new to this edition are in boldface.


    • I. THE MOTIVATION AND LEADERSHIP OF TECHNICAL PROFESSIONALS


    • >R>


    • 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 RandD 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 RandD Mix,


    • III. LEADERSHIP ROLES IN THE INNOVATION PROCESS


    • Formal Problem-Solving Roles in Leading Innovation


    • 19: Stefn 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 RandD Laboratories,


    • 27: Ralph Katz and Michael Tushman: A Study of the Influence of Technical Gatekeeping on Project Performance and Career Outcomes in an RandD 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,


    • 30: Robert Szakonyi: Measuring RandD 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,andE,


    • 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 PROCESSSES 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: Alan Webber: Danger: Toxic Company,


    • 46: Ralph Katz and Thomas Allen: Managing Dual Ladder Systems in RDandE 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 RandD and Marketing in New Product Development Projects,


    • 51: Robert Cooper: Examining Some Myths about New Product "Winners,"


    • 52: Clayton Christensen: The Rules of Innovation,