• Chapters new to this edition are in boldface.



• I. THE MOTIVATION AND LEADERSHIP OF TECHNICAL PROFESSIONALS



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• 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,