Like the first edition, published by OUP in 1997, Managing Strategic Change and Innovation, Second Edition is designed for MBAs and practising managers and provides a framework for thinking about how technologies evolve and drive the need for organisational change and adaption. The editors, two acknowledged leaders in the field of management strategy, draw from a variety of disciplines and show the links between innovation, organisational competencies, organizational architectures, executive teams, and managing change.This book is intended primarily as for use in management courses that focus on technological innovation and change. This second edition again consists of both previously published articles and many new articles. Its structure is built around organisational architecture, executive teams, and managing change. Both editors teach at top business schools The first edition was extremely successful, selling over 10, 000 copies Contains many new articles, distinct from the first edition This edition is a companion to Katz: The Human Side of Managing Technological Change 2ed (0195135318)Contents:I. Introduction and OverviewInnovation Streams, Organization Designs, and Organizational EvolutionCapabilities, Cognition, and Inertia: Evidence from Digital ImagingII. Innovation Over Time and in Historical Context Technology CyclesManaging Through Cycles of Technological ChangeTechnological Discontinuities and Flexible Production Networks: The Case of Switzerland and the World Watch IndustryDiscontinuous Innovation, Disruptive Technology, and Technological SubstitutionGunfire at Sea: A Case Study of InnovationCustomer Power, Strategic Investment, and the Failure of Leading FirmsArchitectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Existing FirmsThe Dynamics of Standing Still: Firestone Tire and Rubber and the Radial Revolution Domiant DesignsThe Panda's Thumb of TechnologyThe Art of Standards WarsManaging in an Age of ModularityEra of Incremental ChangeNobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process ImprovementTailoring Process Management to Situational Requirements: Beyond the Control and Exploration DichotomyIII. Organization Architectures and Managing InnovationManagerial Problem Solving: A Congruence ApproachBuilding Your Company's VisionManaging Professional Careers: The Influence of Job Longevity and Group AgeStrong Cultures and Innovation: Oxymoron or OpportunityUnderstanding Power in OrganizationsThe Weird Rules of CreativityThe Ambidextrous Organization: Managing Evolutionary and Revolutionary ChangeCore Capabilities and Core Rigidities: A Paradox in Managing New Product DevelopmentIV. Innovation and Business StrategyDynamic Capabilities and Strategic ManagementStrategy, Value Innovation, and the Knowledge EconomyCrafting RandD Project PortfoliosV. Knowledge, Learning, and Intellectual CapitalMaking the Most of Your Company's Knowledge: A Strategic FrameworkCrisis Construction and Organizational Learning: Capability Building in Catching-up at Hyundai MotorLearning From Collaboration: Knowledge and Networks in the Biotechnology and Pharmaceutical IndustriesOrganizing KnowledgeVI. Managing Linkages, Cross-Functional LinkagesOrganizing and Leading 'Heavyweight' Development TeamsMaking Teamwork Work: Boundary Management in Product Development TeamsOrganizational LinkagesStrategic LinkingCoevolving: At Last a Way to Make Synergies WorkStrategies for Managing Internal CompetitionExtra-Organizational Linkages and VenturingTechnology Brokering and Innovation in a Product Development FirmInvolving Suppliers in New Product DevelopmentCreating New Ventures from Bell Labs TechnologiesVII. Executive Leadership and Managing Innovation and ChangeConvergence and Upheaval: Managing the Unsteady Pace of Organizational EvolutionTime Pacing: Competing in Markets that Won't Stand StillImplementing New Designs: Managing Organizational ChangeBeyond the Charismatic Leader: Leadership and Organizational ChangeStrategy as Vector and the Inertia of Coevolutionary Lock-inChange in the Presence of Fit: The Rise, the Fall, and the Renaissance of Liz ClaiborneLike the first edition, published by OUP in 1997, Managing Strategic Change and Innovation, Second Edition is designed for MBAs and practising managers and provides a framework for thinking about how technologies evolve and drive the need ...
|Title||:||Managing Strategic Innovation and Change|
|Author||:||Michael Tushman, Philip Anderson|
|Publisher||:||Oxford University Press, USA - 2004|