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Produktbild: The Human Side of Managing Technological Innovation

The Human Side of Managing Technological Innovation A Collection of Readings

269,99 €

inkl. gesetzl. MwSt., Versandkostenfrei

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

01.01.2003

Herausgeber

Ralph Katz + weitere

Verlag

Oxford University Press

Seitenzahl

752

Maße (L/B/H)

23,5/19,1/4 cm

Gewicht

1284 g

Auflage

2. Auflage

Sprache

Englisch

ISBN

978-0-19-513531-2

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

01.01.2003

Herausgeber

Verlag

Oxford University Press

Seitenzahl

752

Maße (L/B/H)

23,5/19,1/4 cm

Gewicht

1284 g

Auflage

2. Auflage

Sprache

Englisch

ISBN

978-0-19-513531-2

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: The Human Side of Managing Technological Innovation

    • Chapters new to this edition are in boldface.

    • I. THE MOTIVATION AND LEADERSHIP OF TECHNICAL PROFESSIONALS

    • >R>

    • 1: Ralph Katz: Motivating Professionals in Organizations,

    • 2: Robert Kelley and Janet Caplan: How Bell Labs Creates Star Performers,

    • 3: Ralph Katz: Organizational Socialization and the Reduction of Uncertainty,

    • The Management of Creativity in Organizations

    • 4: Albert Shapero: Managing Creative Professionals,

    • 5: Russ Mitchell: How to Manage Geeks,

    • 6: Min Basadur: Managing Creativity: A Japanese Model,

    • 7: Charlan Jeanne Nemeth: Managing Innovation: When Less Is More,

    • The Transition from Technical Specialist to Managerial Leadership

    • 8: Michael Badawy: Why Managers Fail,

    • 9: Tony Schwarz: "How Do You Feel?"

    • 10: David Nadler and Michael Tushman: Beyond the Charismatic Leader: Leadership and Organizational Change,

    • II. THE MANAGEMENT OF INNOVATIVE GROUPS AND PROJECT TEAMS

    • The Management of High Performing Technical Teams

    • 11: Ralph Katz: How a Team at Digital Equipment Designed the 'Alpha' Chip,

    • 12: David Bank: The Java Saga,

    • 13: Harold Leavitt and Jean Lipman-Blumen: Hot Groups,

    • The Management of Crossfunctional Groups and Project Teams

    • 14: Jon Katzenbach and Douglas Smith: The Discipline of Teams,

    • 15: Ralph Katz: Managing Creative Performance in RandD Teams,

    • Managing Organizational Roles and Structures in Project Groups

    • 16: Kim Clark and Steven Wheelwright: Organizing and Leading "Heavyweight" Development Teams,

    • 17: Jeffrey Pinto and Om Kharbanda: Lessons for an Accidental Profession,

    • 18: Ralph Katz and Thomas Allen: How Project Performance is Influenced by the Locus of Power in the RandD Mix,

    • III. LEADERSHIP ROLES IN THE INNOVATION PROCESS

    • Formal Problem-Solving Roles in Leading Innovation

    • 19: Stefn Thomke: Enlightened Experimentation: The New Imperative for Innovation,

    • 20: Alan MacCormack: How Internet Companies Build Software,

    • 21: Edward F. McDonough III and David Cedrone: Meeting the Challenge of Global Team Management,

    • Informal Critical Roles in Leading Innovation

    • 22: Edward Roberts and Alan Fusfeld: Critical Functions: Needed Roles in the Innovation Process,

    • 23: Gifford Pinchot III: Innovation through Intrapreneuring,

    • 24: Anthony Townsend, Samuel DeMarie, and Anthony R. Hendrickson: Virtual Teams: Technology and the Workplace of the Future,

    • IV. MANAGING KNOWLEDGE WORK WITHIN INNOVATIVE ORGANIZATIONS

    • Managing Technical Communications and Technology Transfer

    • 25: Thomas Allen: Distinguishing Science from Technology,

    • 26: Thomas Allen: Communication Networks in RandD Laboratories,

    • 27: Ralph Katz and Michael Tushman: A Study of the Influence of Technical Gatekeeping on Project Performance and Career Outcomes in an RandD Facilty,

    • 28: Richard McDermott: Why Information Technology Inspired But Cannot Deliver Knowledge Management,

    • Managing Performance and Productivity in Technical Groups and Organizational Settings

    • 29: Dennis Sleven: Project Management,

    • 30: Robert Szakonyi: Measuring RandD Effectiveness,

    • 31: James Tipping, Eugene Zeffren, and Alan Fusfeld: Assessing the Value of Your Technology,

    • 32: John R. Hauser and Florian Zettelmeyer: Metrics to Evaluate R,D,andE,

    • V. MANAGING INNOVATIVE CLIMATES IN ORGANIZATIONS

    • Managing Innovative Climates

    • 33: Thomas Peters: A Skunkworks Tale,

    • 34: David Maister: The One-Firm Firm: What Makes It Successful,

    • 35: P. Ranganath Nayak and John Ketteringham: 3M's Post-it Notes: A Managed or Accidental Innovation?

    • 36: Anne Cooper Funderburg: Making Teflon Stick,

    • Maintaining Innovative Climates

    • 37: Lucien Rhodes: That's Easy for You to Say,

    • 38: Ralph Katz and Thomas Allen: Organizational Issues in the Introduction of New Technologies,

    • 39: Richard Leifer, Gina Colarelli, and Mark Price: Implementing Radical Innovation in Mature Firms: The Role of Hubs,

    • 40: Karen Anne Zien and Sheldon A Buckler: Dreams to Market: Crafting a Culture of Innovation,

    • VI. THE MANAGEMENT OF ORGANIZATIONAL PROCESSSES FOR INNOVATION

    • Decision-making Process

    • 41: William Pasmore: Managing Organizational Deliberations in Nonroutine Work,

    • 42: Kathleen Eisenhardt: Speed and Strategic Choice: How Managers Accelerate Decision Making,

    • 43: Eric Kessler, Paul Bierly, and Shanthi Gopalakrishnan: Vasa Syndrome: Insights From a 17th-Century New Product Disaster,

    • Organizational Practices, Policies, and Rewards

    • 44: Douglas M. McCracken: Winning the Talent War for Women,

    • 45: Alan Webber: Danger: Toxic Company,

    • 46: Ralph Katz and Thomas Allen: Managing Dual Ladder Systems in RDandE Settings,

    • Managing Across Functions for Rapid Product Development

    • 47: Christopher Meyer: A Six-Step Framework for Becoming a Fast-Cycle-Time Competitor,

    • 48: Preston Smith and Donald Reinertsen: Shortening the Product Development Cycle,

    • 49: Gerard Tellis and Peter Golder: First to Market, First to Fail? Real Causes of Enduring Market Leadership,

    • VII. MANAGING THE INNOVATION PROCESS IN ORGANIZATIONS

    • Managing the Cross-functional Relationships to Enhance New Product Development

    • 50: William Souder: Managing Relations between RandD and Marketing in New Product Development Projects,

    • 51: Robert Cooper: Examining Some Myths about New Product "Winners,"

    • 52: Clayton Christensen: The Rules of Innovation,