The Innovation Challenge. Wiley Series in Contemporary Strategic Concerns

  • ID: 2215367
  • Book
  • 240 Pages
  • John Wiley and Sons Ltd
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Creativity and innovation are not the same thing. In most organizations there are many good creative ideas that never move into the action phase, and, therefore, do not become innovations. Both creativity and innovation are very relevant to strategic management. It is the ability to innovate that determines much of what an organization is able to do. Innovative capability provides the organization with bricks from which a strategy can be formed and which can eventually evolve into a bastion of strong competitive advantage. Innovation, therefore, remains one of the challenges facing strategic management today. The Innovation Challenge recognizes the fundamental importance of innovation to strategic management. It is built on the central thesis that long–term success is, to a large degree, dependent on the implementation of new products, methods and processes. The Innovation Challenge is the second volume in the Wiley Series in Contemporary Strategic Concerns. Also available in the series is The Implementation Challenge (0–471–96589–8).
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Creativity, Innovation and Strategy (D. Hussey).

Strategic Innovation (D. Eppink).

Monitoring the Quality of Innovation Processes and Successes (W. Vrakking & A. Cozijnsen).

An Improved Organizational Concept for High–technology Firms (S. Ross).

Why Are We Doing All This?

(J. Chisholm).

How Successful Top Intrapreneurs Pilot Firms Through the Turbulent 1990s (R. Lombriser & I. Ansoff).

Challenging the Incumbents: How High–technology Start Ups Compete Globally (V. Jolly, et al.).

Managing Strategic Evolution in Fast–paced Technological Environments: The Case of Software Development in "Silcone Prairie" (M. Levenhagen, et al.).

The Re–engineering Route to Business Transformation (M. Dale).

The Sources of Invention and Their Market Consequences (B. Mascarenhas & J. Park).

Structure and Innovation (S. Dunphy, et al.).

Addresses of Contributors.

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About the author David Hussey is visiting professor in strategic management at Nottingham Business School, Nottingham Trent University, and an author and consultant linked to the global CIMID SA organization. He was with the Harbridge House Inc organization for nearly twenty years, and for most of them was managing director for the European consulting and management development activities. His consulting skills in strategic management and HR drew upon his experience in industry in marketing research, strategic planning and HRM. He was one of the founders of the Society of Strategic Planning, and is a director of the Japan Strategic Management Society. David Hussey is author of Business Driven Human Resource Management, Wiley, 1996, and editor of Rethinking Strategic Management, Wiley, 1995, and The Implementation Challenge, Wiley, 1996. He is editor of the journal Strategic Change and of Croner′s Journal of Professional HRM. His consulting and educational work has taken him to many parts of Europe, North America, Africa and Asia Pacific.
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