General manager's instruction kit for managing innovation, this text was developed from the author's course at Harvard Business School and is designed to help students and managers learn to address the issues related to managing innovation more effectively.

A resource for industry professionals and consultants, this book on corporate strategy lays down the theories and models for revitalizing companies in the face of global recession. It discusses cutting-edge concepts, constructs, paradigms, theories, models, and cases of corporate strategic leadership for bringing about transformation and innovation in companies. Each chapter in the book is appended with transformation exercises that further explicate the concepts.

Innovation is the major driving force in organisations today. With the rise of truly global markets and the intensifying competition for customers, employees and other critical resources, the ability to continuously develop successful innovative products, services, processes and strategies is essential. While creativity is the starting point for any kind of innovation, design is the process through which a creative idea or concept is translated into reality. Managing Innovation, Design and Creativity, 2nd Edition brings these three strands together in a discussion built around a collection of up-to-date case studies.

Abstract: This book presents practical information on the conduct of American business and management. The author concentrates on innovation, entrepreneurship, and the development of participative management skills that encourage the use of new ideas arising from within the corporation itself. The organizational structures, corporate cultures, and specifics strategies of several major AMerican companies are examined.

Stop! If you have been looking for the one resource for managing a business of any size, this is it. Based on the extensive business experience of five experts, this authoritative guide provides an in-depth look at what every leader must know about managing across departments, functions, divisions, or companies. Drawing on decades of combined experience, John Colley and colleagues detail the wide range of skills, tools, and conceptual understanding as well as the qualities of leadership that a successful general manager must acquire. In an era of specialization and specialists, the authors return due focus to the generalist. No other book so passionately and thoroughly examines the roles and responsibilities of the general manager and the full scope of this distinct, pressure-filled occupation. The authors explore the quantitative and qualitative aspects of the job and discuss how the skilled manager moves an organization from abstract goals to definitive action. For every profit center or plant manager, function head, division president, or CEO, this book is indispensable reading.

The primary cause of many project failures is that responsible executives, because of their lack of knowledge in project management, fail to demand that their managers and staff properly utilize the well-proven best practices, processes, systems, and tools that are now available in this field. This book remedies this situation by providing executives at all levels with the understanding and knowledge needed to best take advantage of the power of effective project management and thereby lead and manage innovations within their enterprise. In Leading and Managing Innovation: What Every Executive Team Must Know about Project, Program, and Portfolio Management, Second Edition, the authors present concise descriptions of The key concepts underlying project and program management The important characteristics of projects and programs How projects and programs are best governed and managed How to determine if the desired benefits have actually been achieved The book presents a list of 31 reasonable demands that executives can and must place on their staff members to ensure excellence in the way their programs and projects are created, selected for funding, planned, and executed. Placing these demands communicates to the entire enterprise that top management understands what it takes to achieve the best performance possible and fully supports the continuous improvement needed to ensure continued success. Leading and Managing Innovation explains how to measure the project management maturity level of an enterprise, benchmark against competitors, and identify where project management improvements are required. It discusses the many ways that an enterprise can derive substantial success and competitive advantage from increasing its project management maturity level. A helpful quick reference summary of all of the book’s key information is included in the final chapter. Armed with this information, you will be well-qualified to give excellent direction to your managers and staff to ensure that your vital capability in the field of project management—and how you manage innovation—is equal to or better than that of your competitors.

List of Figures. List of Tables. Preface to the Paperback Edition. Preface to the Original Edition. Section I: Overview of Research Program and Methods. 1. An Introduction to the Minnesota Innovation Research Program, Andrew H. Van de Ven and Harold L. Angle. 2. Methods for Studying Innovation Processes, Andrew H. Van de Ven and Marshall Scott Poole. 3. A Psychometric Assessment of the Minnesota Innovation Survey, Andrew H. Van de Ven and Yun-han Chu. Section II: The Minnesota Innovation Research Program Framework. 4. The Development of Innovation Ideas, Roger G. Schroeder, Andrew H. Van de Ve.

This book discusses adoptive management innovation, which has been successfully implemented in other areas. It proposes a theory on this field by considering the importance and popularity of adoptive management innovation in China and around the globe, and focusing on its nature. It also establishes a process framework through which adoptive management innovation occurs, explores how individual characteristics of individual managers affect their adoption decision, examines the effects of a firm’s dynamic capability on each phase of adoptive innovation, and addresses how intangible management innovation supports the process of tangible product innovation to produce effects. By exploring the process, adoption decision, drivers and effects of adoptive management innovation, the book offers abundant applications for managerial practice.

While innovation is widely recognised as being critical to organisational success and the well-being of societies, it requires careful management to ensure that innovation processes have the best possible impact. This volume provides a wide range of perspectives on the nature of innovation management and its influences.

Competencies are a component of human capital and one of the most important assets of an enterprise. They play an important role in strengthening the position of the company in a competitive market. Investing in the development of competencies increases the organisation's ability to grow and compete through innovations. This book presents a multi-dimensional analysis of the relationship between managerial competencies and innovations. It analyses the role of a manager in a modern organisation, functions performed by managers, management styles and key challenges, including shaping behaviour in the process of managing change in an organisation, as well as an analysis of the structure of competencies, in particular managerial competencies, and the conditions of the process of forming managerial competencies. Management Theory, Innovation and Organisation: A Model of Managerial Competencies illustrates the organisational conditions of innovativeness, which is the relationship between strategy, structure, organisational culture and leadership and knowledge management and innovation management. The developed model can undoubtedly be considered the author’s pioneering contribution to the studies of managerial competencies and innovativeness. The book will be valuable to researchers, students, and managers in the fields of leadership, organizational studies, innovation management, and human resource management.