دانلود کتاب Human Side of Managing Technological Innovation - A Collections of Readings

Organizations competing in todays 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 market success 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. This edition 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, and executive 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 creative professionals and the realistic pressures and constraints required by successful business organizations. Content: Front Matter • Table of Contents •Part I. The Motivation and Leadership of Technical Professionals•Section 1. The Motivation of Professionals 1. Motivating Professionals in Organizations 2. How Bell Labs Creates Star Performers 3. Organizational Socialization and the Reduction of Uncertainty •Section 2. The Management of Creativity in Organizations 4. Managing Creative Professionals 5. How to Manage Geeks 6. Managing Creativity: A Japanese Model 7. Managing Innovation: When Less Is More •Section 3. The Transition from Technical Specialist to Managerial Leader 8. Why Managers Fail 9. How Do You Feel? 10. Beyond the Charismatic Leader: Leadership and Organizational Change •Part II. The Management of Innovative Groups and Project Teams•Section 4. The Management of High-Performing Technical Teams 11. How a Team at Digital Equipment Designed the 'Alpha' Chip 12. The Java Saga 13. Hot Groups •Section 5. The Management of Cross-Functional Groups and Project Teams• 14. The Discipline of Teams 15. Managing Creative Performance in R&D Teams •Section 6. Managing Organizational Roles and Structures in Project Groups 16. Organizing and Leading "Heavyweight" Development Teams 17. Lessons for an Accidental Profession 18. How Project Performance Is Influenced by the Locus of Power in the R&D Matrix •Part III. Leadership Roles in the Innovation Process•Section 7. Formal Problem-Solving Roles in Leading Innovation 19. Enlightened Experimentation: The New Imperative for Innovation 20. Product-Development Practices That Work: How Internet Companies Build Software 21. Meeting the Challenge of Global Team Management •Section 8. Informal Critical Roles in Leading Innovation 22. Critical Functions: Needed Roles in the Innovation Process 23. Innovation Through Intrapreneuring 24. Virtual Teams: Technology and the Workplace of the Future •Part IV. Managing Knowledge Work Within Innovative Organizations•Section 9. Managing Technical Communications and Technology Transfer 25. Distinguishing Science from Technology 26. Communication Networks in R&D Laboratories 27. A Study of the Influence of Technical Gatekeeping on Project Performance and Career Outcomes in an R&D Facility 28. Why Information Technology Inspired but Cannot Deliver Knowledge Management •Section 10. Managing Performance and Productivity in Technical Groups and Organizational Settings 29. Project Management Scorecard 30. Measuring R&D Effectiveness 31. Assessing the Value of Your Technology 32. Metrics to Evaluate RD&E •Part V. Managing Innovative Climates in Organizations•Section 11. Creating Innovative Climates 33. A Skunkworks Tale 34. The One-Firm Firm: What Makes It Successful • 35. 3M's Post-it Notes: A Managed or Accidental Innovation? • 36. Making Teflon Stick •Section 12. Maintaining Innovative Climates• 37. That's Easy for You to Say 38. Organizational Issues in the Introduction of New Technologies 39. Implementing Radical Innovation in Mature Firms: The Role of Hubs 40. Dreams to Market: Crafting a Culture of Innovation •Part VI. The Management of Organizational Processes for Innovation•Section 13. Decision-Making Processes 41. Managing Organizational Deliberations in Nonroutine Work 42. Speed and Strategic Choice: How Managers Accelerate Decision Making 43. Vasa Syndrome: Insights from a Seventeenth-Century New Product Disaster •Section 14. Organizational Practices, Policies, and Rewards 44. Winning the Talent War for Women 45. Danger: Toxic Company 46. Managing Dual Ladder Systems in RD&E Settings •Section 15. Managing Across Functions for Rapid Product Development 47. A Six-Step Framework for Becoming a Fast-Cycle-Time Competitor 48. Shortening the Product Development Cycle 49. First to Market, First to Fail? Real Causes of Enduring Market Leadership •Part VII. Managing the Innovation Process in Organizations•Section 16. Managing Cross-Functional Relationships to Enhance New Product Development 50. Managing Relations Between R&D and Marketing in New Product Development Projects 51. Examining Some Myths About New Product "Winners" 52. The Rules of Innovation •Section 17. Managing User Innovation for New Product Development 53. Product Concept Development Through the Lead-User Method 54. Shifting Innovation to Users Through Toolkits •Section 18. Organizational Frameworks for Innovation and New Product Development 55. Modular Platforms and Innovation Strategy 56. The Elements of Platform Leadership 57. Managing Technological Innovation in Organizations 58. Ally or Acquire? How Technology Leaders Decide Index