Drawing on 350 in–depth interviews with senior managers, this book presents an original theory about the characteristics of managers in good innovative organizations and poor innovative organizations . It pays close attention to the attitudes, understandings, assumptions and interpretations of managers, who are often the ultimate decision–makers when it comes to innovation. The text is supported by real–life, internationally–known cases such as Hewlett–Packard, Zeneca and the BBC, as well as voluntary sector cases such as Oxfam. It is also enriched by substantial and highly revealing quotations from senior managers themselves.
About the Authors.
Part I: Introduction.
1. Innovation: Problems and Possibilities.
2. The Current State of Knowledge about Innovation.
Part II: Managers′ Accounts of Innovation.
3. From Tight Control to the Edge of Anarchy: Managing Innovation in Telecommunications.
4. Managing Creative Workers in an Innovative Way.
5. Contrasting Approaches to Innovation in Engineered Manufactured Goods.
6. Innovation in the Voluntary Sector.
Part III: Synthesis.
Appendix: Research Methods.
By focusing on managers′ own theories, Storey and Salaman break fresh ground in our understanding of the processes of organizational innovation, a topic that has national and practical, as well as theoretical, significance." David A. Buchanan, Leicester Business School
"Important book. The authors highlight the utter centrality of managerial mindsets and orientations to organizational innovativeness. All the other factors that are crucial to organizational innovation hinge on the right managerial perspective." Deborah Dougherty, Rutgers University
"Primarily designed as a student text, for those concerned with the subject, but would also be useful to help re–educated a large number of ′de–innovating′ managers." Long Range Planning