The Human Side of Managing Technological Innovation: A Collection of Readings

Paperback | August 22, 2003

EditorRalph Katz

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Organizations competing in today's rapidly changing technological markets are faced with the challenges of "dualism"--operating efficiently in the present while innovating effectively for the future. Managers and leaders within these organizations not only have to focus on current marketsuccess and profitability, but they must also introduce the next generation of technical advances, product attributes, or service features that will sustain and even augment their continuing global competitiveness. The Human Side of Managing Technological Innovation, 2/e, provides a variety of approaches and perspectives on issues critical to the effective leadership of technical professionals and cross-functional teams throughout the innovation process. Designed for courses within business, engineering, andexecutive education programs, the book has been updated throughout and features more than twenty articles new to this edition. In the articles, researchers and practitioners present their thoughts and ideas of the complex interplay between the specialized knowledge and skills of creativeprofessionals and the realistic pressures and constraints required by successful business organizations. The text is organized into seven sections that cover such topics as motivating professionals, measuring productivity, organizing and leading cross-functional development teams, enhancingcreativity and decision-making, developing human resource capabilities, building and maintaining innovative climates, managing lead users for new product innovation, and using technology as a strategic resource. It can be used in advanced undergraduate or graduate courses as well as inorganizational workshops and seminars that focus primarily on how managers, individual professionals, project teams, and functional groups deal with problems and issues related to the management of technology-based innovation. The book can also be used as a complementary text for any course thatemphasizes product, process, organizational, or technological innovation. The Human Side of Managing Technological Innovation, 2/e, provides a unique collection of articles that increase the sensitivity and understanding of individuals who are managing or influencing innovation and change processes within organizations. It also offers practicing managers and staffprofessionals new ideas, tools, and insights for problem-solving, organizing, and functioning more effectively.

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Organizations competing in today's rapidly changing technological markets are faced with the challenges of "dualism"--operating efficiently in the present while innovating effectively for the future. Managers and leaders within these organizations not only have to focus on current marketsuccess and profitability, but they must also int...

Ralph Katz is at Massachusetts Institute of Technology.
Format:PaperbackDimensions:752 pages, 7.4 × 9.21 × 1.42 inPublished:August 22, 2003Publisher:Oxford University PressLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0195135318

ISBN - 13:9780195135312

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Table of Contents

Chapters new to this edition are in boldface.IntroductionI. THE MOTIVATION AND LEADERSHIP OF TECHNICAL PROFESSIONALSThe Motivation of Professionals1. Ralph Katz: Motivating Professionals in Organizations2. Robert Kelley and Janet Caplan: How Bell Labs Creates Star Performers3. Ralph Katz: Organizational Socialization and the Reduction of UncertaintyThe Management of Creativity in Organizations4. Albert Shapero: Managing Creative Professionals5. Russ Mitchell: How to Manage Geeks6. Min Basadur: Managing Creativity: A Japanese Model7. Charlan Jeanne Nemeth: Managing Innovation: When Less Is MoreThe Transition from Technical Specialist to Managerial Leadership8. Michael Badawy: Why Managers Fail9. Tony Schwarz: "How Do You Feel?"10. David Nadler and Michael Tushman: Beyond the Charismatic Leader: Leadership and Organizational ChangeII. THE MANAGEMENT OF INNOVATIVE GROUPS AND PROJECT TEAMSThe Management of High Performing Technical Teams11. Ralph Katz: How a Team at Digital Equipment Designed the 'Alpha' Chip12. David Bank: The Java Saga13. Harold Leavitt and Jean Lipman-Blumen: Hot GroupsThe Management of Crossfunctional Groups and Project Teams14. Jon Katzenbach and Douglas Smith: The Discipline of Teams15. Ralph Katz: Managing Creative Performance in RandD TeamsManaging Organizational Roles and Structures in Project Groups16. Kim Clark and Steven Wheelwright: Organizing and Leading "Heavyweight" Development Teams17. Jeffrey Pinto and Om Kharbanda: Lessons for an Accidental Profession18. Ralph Katz and Thomas Allen: How Project Performance is Influenced by the Locus of Power in the RandD MixIII. LEADERSHIP ROLES IN THE INNOVATION PROCESSFormal Problem-Solving Roles in Leading Innovation19. Stefan Thomke: Enlightened Experimentation: The New Imperative for Innovation20. Alan MacCormack: How Internet Companies Build Software21. Edward F. McDonough III and David Cedrone: Meeting the Challenge of Global Team ManagementInformal Critical Roles in Leading Innovation22. Edward Roberts and Alan Fusfeld: Critical Functions: Needed Roles in the Innovation Process23. Gifford Pinchot III: Innovation through Intrapreneuring24. Anthony Townsend, Samuel DeMarie, and Anthony R. Hendrickson: Virtual Teams: Technology and the Workplace of the FutureIV. MANAGING KNOWLEDGE WORK WITHIN INNOVATIVE ORGANIZATIONSManaging Technical Communications and Technology Transfer25. Thomas Allen: Distinguishing Science from Technology26. Thomas Allen: Communication Networks in RandD Laboratories27. Ralph Katz and Michael Tushman: A Study of the Influence of Technical Gatekeeping on Project Performance and Career Outcomes in an RandD Facilty28. Richard McDermott: Why Information Technology Inspired But Cannot Deliver Knowledge ManagementManaging Performance and Productivity in Technical Groups and Organizational Settings29. Dennis Sleven: Project Management Scorecard30. Robert Szakonyi: Measuring RandD Effectiveness31. James Tipping, Eugene Zeffren, and Alan Fusfeld: Assessing the Value of Your Technology32. John R. Hauser and Florian Zettelmeyer: Metrics to Evaluate R,D,andEV. MANAGING INNOVATIVE CLIMATES IN ORGANIZATIONSManaging Innovative Climates33. Thomas Peters: A Skunkworks Tale34. David Maister: The One-Firm Firm: What Makes It Successful35. P. Ranganath Nayak and John Ketteringham: 3M's Post-it Notes: A Managed or Accidental Innovation?36. Anne Cooper Funderburg: Making Teflon StickMaintaining Innovative Climates37. Lucien Rhodes: That's Easy for You to Say38. Ralph Katz and Thomas Allen: Organizational Issues in the Introduction of New Technologies39. Richard Leifer, Gina Colarelli, and Mark Price: Implementing Radical Innovation in Mature Firms: The Role of Hubs40. Karen Anne Zien and Sheldon A Buckler: Dreams to Market: Crafting a Culture of InnovationVI. THE MANAGEMENT OF ORGANIZATIONAL PROCESSES FOR INNOVATIONDecision-making Process41. William Pasmore: Managing Organizational Deliberations in Nonroutine Work42. Kathleen Eisenhardt: Speed and Strategic Choice: How Managers Accelerate Decision Making43. Eric Kessler, Paul Bierly, and Shanthi Gopalakrishnan: Vasa Syndrome: Insights From a 17th-Century New Product DisasterOrganizational Practices, Policies, and Rewards44. Douglas M. McCracken: Winning the Talent War for Women45. Jeffrey Pfeffer: Danger: Toxic Company46. Ralph Katz and Thomas Allen: Managing Dual Ladder Systems in RDandE SettingsManaging Across Functions for Rapid Product Development47. Christopher Meyer: A Six-Step Framework for Becoming a Fast-Cycle-Time Competitor48. Preston Smith and Donald Reinertsen: Shortening the Product Development Cycle49. Gerard Tellis and Peter Golder: First to Market, First to Fail? Real Causes of Enduring Market LeadershipVII. MANAGING THE INNOVATION PROCESS IN ORGANIZATIONSManaging the Cross-functional Relationships to Enhance New Product Development50. William Souder: Managing Relations between RandD and Marketing in New Product Development Projects51. Robert Cooper: Examining Some Myths about New Product "Winners"52. Clayton Christensen: The Rules of InnovationManaging User Innovation for New Product Development: 53. Eric von Hippel and Ralph Katz: Product Concept Development Through the Lead-User Method54. Eric von Hippel and Ralph Katz: Shifting Innovation to Users Through ToolkitsOrganizational Frameworks for Innovation and New Product Development55. Marc Meyer: Modular Platforms and Innovation Strategy56. Michael Cusumano and Annabelle Gawer: The Elements of Platform Leadership57. Ralph Katz: Managing Technological Innovation in Organizations58. Edward B. Roberts and Wenyun Liu: Ally or Acquire? How Technology Leaders Decide