This book examines the results of a major study of innovation in organizations, calling into question most of the explanations of the innovation process that have been proposed in the past. The authors find that the innovation process is neither sequential and orderly, nor is it a matter of random trial-and-error; rather it is best characterized as a nonlinear dynamics system. They explain that the innovation journey involves motivating and coordinating people to develop and implement ideas by engaging in transactions with others while making the adaptations needed to achieve desired outcomes within changing organizational contexts.…mehr
This book examines the results of a major study of innovation in organizations, calling into question most of the explanations of the innovation process that have been proposed in the past. The authors find that the innovation process is neither sequential and orderly, nor is it a matter of random trial-and-error; rather it is best characterized as a nonlinear dynamics system. They explain that the innovation journey involves motivating and coordinating people to develop and implement ideas by engaging in transactions with others while making the adaptations needed to achieve desired outcomes within changing organizational contexts.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
AV: Vernon H. Heath Professor of Organizational Innovation and Change, Carlson School of Management, University of Minnesota DP: Associate Professor of Management, St. Cloud State University RG: Associate Professor of Management, Leonard N. Stern School of Business, New York University SV: Associate Professor of Business Administration, Darden Graduate School of Business Administration, University of Virginia
Inhaltsangabe
* Foreword by William E. Coyne * Preface * 1: Introduction and Overview * Part I The Process Model * 2: Mapping the Innovation Journey * 3: Learning the Innovation Journey * 4: Leading the Innovation Journey * 5: Managing Relationships During the Innovation Journey * 6: an Infrastructure for the Innovation Journey * 7: the Innovation Journey * Part II Cases in Different Organizational Settings * 8: The Innovation Journey Within an Internal Corporate Structure: The 3M Cochlear Implant Case * 9: The Innovation Journey as an Interorganizational Joint Venture: The Therapeutic Apheresis Case * 10: The Innovation Journey in a New Company Start-Up: The Qnetics Case * Bibliography * Index
* Foreword by William E. Coyne * Preface * 1: Introduction and Overview * Part I The Process Model * 2: Mapping the Innovation Journey * 3: Learning the Innovation Journey * 4: Leading the Innovation Journey * 5: Managing Relationships During the Innovation Journey * 6: an Infrastructure for the Innovation Journey * 7: the Innovation Journey * Part II Cases in Different Organizational Settings * 8: The Innovation Journey Within an Internal Corporate Structure: The 3M Cochlear Implant Case * 9: The Innovation Journey as an Interorganizational Joint Venture: The Therapeutic Apheresis Case * 10: The Innovation Journey in a New Company Start-Up: The Qnetics Case * Bibliography * Index
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