The Human Side of Managing Technological Innovation

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

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This textbook is intended as a supplement in management courses that focus on technological innovation. The book consists of articles organized under topics such as motivating professionals, measuring productivity, managing groups and enhancing creativity, human resource implications, and the role of technology as a strategic resource. The editor provides an introduction as a guide to its use in the classroom.
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Product details

  • Hardback | 656 pages
  • 180 x 230 x 31.75mm | 1,274g
  • New York, United States
  • English
  • 56 line drawings, bibliography
  • 0195096932
  • 9780195096934

Table of contents

Introduction. I. THE MANAGEMENT AND MOTIVATION OF PREFESSIONAL PERFORMANCE. Chapter 1 -- The Motivation of Technical Professionals. 1: Goerge Manners, Jr., Joseph Steger, and Thomas Zimmer: Motivating Your R&D Staff. 2: Michael Badawy: One More Time: How to Motivate Your Engineers. 3: Dennis Organ: The Subtle Significance of Job Satisfaction. 4: Ralph Katz: Organizational Socialization and the Reduction of Uncertainty. Chapter 2 -- Creativity and the Management of Creative Professionals. 5: Albert Shapero: Managing Creative Professionals. 6: Robert Kelley and Janet Caplan: How Bell Labs Creates Star Performers. 7: Thomas Kiely: The Idea Makers. 8: Min Basadur: Managing Creativity: A Japanese Model. Chapter 3 -- The Management of Technical Productivity and Vitality. 9: James Tipping, Eugene Zeffren, and Alan Fusfeld: Assessing the Value of Your Technology. 10: Robert Szakonyi: Measuring R&D Effectiveness. 11: Walter Robb: How Good Is Our Research?. II. MANAGING INNOVATIVE GROUPS AND PROJECT TEAMS. Chapter 4 -- The Management of High Performing Technical Teams. 12: Hans Thamhain and David Wilemon: Building High Performing Engineering Profject Teams. 13: Ralph Katz: How A Team at Digital Equipment Designed the "Alpha" Chip. 14: Harold Leavitt and Jean Lipman-Blumen: Hot Groups,. 15: Jon Katzenbach and Douglas Smith: The Discipline of Teams. 16: Robert Hershock, Charles Cowman, and Douglas Peters: From Experience: Action Temas that Work. 17: Ralph Katz: Managing Creative Performance in R&D Teams. Chapter 6 -- Managing Project Groups in a Matrix Structure. 18 How Project Performance Is Influenced By the Locus of Power in the R&D Matrix: Ralph Katz and Thomas Allen: . 19 Organizing and Leading "Heavyweight" Development Teams: Kim Clark and Steven Wheelwright: . 20 Lessons for an Accidental Profession: Jeffrey Pinto and Om Kharbanda: . III. THE MANAGEMENT AND LEADERSHIP OF TECHNICAL PROFESSIONALS. Chapter 7 -- The Role of the Technical Manager. 21: Michael Badawy: Why Managers Fail. 22: Gary Gemmill and David Wilemon: The Hidden Side of Leadership in Technical Team Management. Chapter 8 -- The Role of the Technical Leader. 23: Rosabeth Kanter: The Middle Manager as Innovator. 24: David Nadler and Michael Tushman: Beyond the Charismatic Leader: Leadership and Organizational Change. Chapter 9 -- Informal Leadership Roles in the Innovation Process. 25: Edward Roberts and Alan Fusfeld: Critical Functions: Needed Roles in the Innovation Process. 26: Gifford Pinchot, III: Innovation through Intrapreneuring. 27: Scott Shane: Cultural Differences in the Championing of Global Innovation. IV. THE MANAGEMENT OF PROFESSIONALS WITHIN INNOVATIVE ORGANIZATIONS. Chapter 10 -- Managing Technical Communications and Technology Transfer. 28: Thomas Allen: Distinguishing Science From Technology. 29: Thomas Allen: Communication Networks in R&D Laboratories. 30: Ralph Katz and Michael Tushman: A Study of the Influence of Technical Gatekeeping on Project Performance and Career Outcomes in an R&D Facility. Chapter 11 -- Creating Innovative Climates. 31: Thomas Peters: A Skunkworks Tale. 32: David Maister: The One-Firm Firm: What Makes It Successful. 33: P. Ranganath Nayak and John Ketteringham: 3M's Post-It Notes: What Makes It Successful. Chapter 12 -- Maintaining Innovative Climates. 34: Lucien Rhodes: That's Easy For You To Say. 35: Ralph Katz and Thomas Allen: Organizational Issues In the Introduction of New Technologies. 36: Marcie Tyre and Wanda Orlikowski: Managing Improvement in Process Technology Through Episodic Windows of Opportunity. V. THE MANAGEMENT OF ORGANIZATIONAL PROCESSES. Chapter 13 -- Decision Making Processes. 37: William Pasmore: Managing Organizational Deliberations in Nonroutine Work. 38: Kathleen Eisenhardt: Speed and Strategic Choice: How Managers Accelerate Decision Making. 39: Tony Hope and Jeremy Hope: Managing Performance With The Real Numbers,. Chapter 14 -- Organzational Practices and Policies. 40: Kate Kirkham and Paul Thompson: Managing a Diverse Work Force: Women in Engineering. 41: Luis Gomez-Mejia, David Balkin, and George Milkovich: Rethinking Rewards for Technical Employees. 42: Ralph Katz and Thomas Allen: Managine Dual Ladder Systems in RD&E Settings. Chapter 15 -- Manging For Rapid Product Development. 43: Christopher Meyer: A Six-Step Framework For Becoming a Fast-Cycle-Time Competitor. 44: Preston Smith and Donald Reinerstein: Shortening the Product Development Cycle. 45: The Hidden Costs of Accelerated Product Development. VI. MANAGING TECHNICAL INNOVATION. Chapter 16 -- Managing the Marketing/Technology Interface for New Product Development. 46: William Souder: Managing Relations Between R&D and Marketing in New Product Development Projects. 47: John Workman, Jr.: Engineering's Interactions With Marketing Groups in an Engineering-Driven Organization. 48: Robert Cooper: Examining Some Myths About New Product "Winners". Chapter 17 -- Managing the Dynamics of Innovation. 49: Eric von Hippel: Product and Process Concept Development Via the Lead User Method. 50: Lowell Steele: Technology Maturation and Technology Substitution. 51: Edward Roberts: Managing Invention and Innovation: What We've Learned
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