Creativity and Strategic Innovation Management: Directions for Future Value in Changing Times
Autor Malcolm Goodman, Sandra M. Dinglien Limba Engleză Hardback – 3 apr 2017
Revised and updated for a second edition, this ground-breaking book now includes:
- A new section on contemporary themes in innovation management, such as the use of social media and sustainability.
- More coverage of entrepreneurship, ethics, diversity issues and the legal aspects of technology and innovation management.
- More international cases and real life examples.
This textbook is an ideal accompaniment to postgraduate courses on innovation management and creativity management. The focused approach by Goodman and Dingli also makes it useful as supplementary reading on a range of courses from management of technology to strategic management.
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Specificații
ISBN-13: 9781138675094
ISBN-10: 1138675091
Pagini: 352
Ilustrații: 108
Dimensiuni: 174 x 246 x 21 mm
Greutate: 0.79 kg
Ediția:2nd edition
Editura: Taylor & Francis
Colecția Routledge
Locul publicării:Oxford, United Kingdom
ISBN-10: 1138675091
Pagini: 352
Ilustrații: 108
Dimensiuni: 174 x 246 x 21 mm
Greutate: 0.79 kg
Ediția:2nd edition
Editura: Taylor & Francis
Colecția Routledge
Locul publicării:Oxford, United Kingdom
Public țintă
Postgraduate and UndergraduateCuprins
Table of Contents
PART I
The challenge of changing times
1 The changing business environment
Learning objectives
Introduction
Context
What is change?
Understanding the causes of change
Socio-cultural forces
Economic forces
Technological trends
Environmental
Cause, effect and apprehension
Complexity and change
Key principles
Creating wealth
Factors of production
Creativity
What is creativity?
Consequences of the business paradigm shift
Types of change
Incremental change
Transitional change
Transformational change
Change drivers
Practice
Business paradigms
Marketing and management myopia
Least cost production paradigm
Marketing paradigm
Customer-perceived value paradigm
Service dominant logic paradigm
Post-capitalist paradigm
Action
Backwards or forward into the future?
The challenge of change
Challenges of initiating change
Challenges of sustaining momentum
Challenges of system-wide thinking
Challenge to traditional management
Summary
Discussion questions
Case exercise
Nokia 1 Early success in the mobile phone industry
References
Selected YouTubes
2 Key business decisions
Learning objectives
Introduction
Context
Time frame decisions
Information overload
Shareholder , finance and government pressure
Shortening business life-cycles
Feel or process?
Key principles
Business decision process
Rational model
Real world complications
Contingency approach
Concepts of efficiency and effectiveness
The S-curve
Three strategic approaches
Limpet strategy
Cautious strategy
Innovative strategy
Practice
Two key questions
Concept of customer-perceived value revisited
Managing bias
Action
Making decisions – blending knowledge with experience to achieve know-how
Linking creativity, entrepreneurship and innovation
Summary
Discussion questions
Case exercise
Tyrell’s – When the chips are down raise a glass!
References
Selected YouTubes
3 Management revisited
Learning objectives
Introduction
Horse sense!
Context
Global business environment
Key principles
A divertimento
Defining management
Primary management processes
Redefining management action – control or lead?
Putting the emphasis on control
Putting the emphasis on leadership
Management: quo vadis?
Practice
Essential management skills
Managing self and individuals
Managing groups
Managing an organisation
Ethical considerations
Broad management styles
Organisational development
Is there a correct style?
Japanese management approach
Japanese management culture
Japanese management techniques
Theory Z
Quality of Work life
Quality circles
Action
New skills for a new world
Summary
Discussion questions
Case exercise
SASOL
References
Selected YouTube videos
PART II
Innovation from theory to practice
1 Business creativity
Learning objectives
Introduction
Nasruddin
Context
What is creativity?
Definitions
Process
Generate ideas
Creative people
Strive for originality
Provide examples of their work
Key principles
Understanding thinking
Physiology of the brain
The working brain – a synaptic wonder
Practice
Contextual factors affecting personal creativity
Organisations and creativity
Expressing natural skills
Action
Assessing personal creative potential
Personal Creativity Audit
Personal creativity in action
Work environment and performance
Left brain and right brain thinking model
Learning skills
Introducing the Total Thinking model
Perception
Half-brained thinkers!
Creative thinking applications
Summary
Discussion questions
Exercises
Sexism
Beijing Express problem
References
Selected YouTubes
Appendices
CPS Toolbox notes
5 Applied business creativity
Learning objectives
Introduction
Context
Challenge of change
Stimulating creative thinking
Creativity and intelligence
Key principles
The Quick-Fix approach
The creative problem solving approach
Note-taking skills
Memory friendly information
Learning skills
Picture perspectives
Getting to grips with Creative Individual Problem Solving
Demonstration exercise: organising a perfect wedding
Practice
Building an introductory CPS toolkit
Action
CPS facilitation
Individual or personal CPS activity
Group CPS activity
Organisational CPS activity
Summary
Discussion questions
Case Exercise
Toymaker I
References
Selected YouTubes
Appendix
CPS toolbox notes
6 Business innovation
Learning objectives
Introduction
Context
Why innovate?
What is innovation?
Strategic innovation management
Key principles
Commitment
Getting started
Innovation champions
Levels of innovation
Incremental innovation
Radical innovation
Architectural innovation
Technological innovation
Sources of ideas
Closed sources
Open sources
The innovation process
Phase 1: initial spark of creativity
Phase 2: idea evaluation
Phase 3: invention
Phase 4: external and internal launch
Idea selection
Idea funnel
Stage-gate model
Intellectual capital
Knowledge and technology transfer
Practice
Harnessing systems thinking
Hard systems approach
Soft systems approach
Action
Private sector
Innovation in MNCs
Innovation in SMEs
Public sector
Innovation in NGOs
Innovation in charities
Innovation in state funded organisations
Innovation bottlenecks
Lack of ‘time to think’
Bureaucracy
Structure
Poor lateral communication
External talent
Financial constraints
Limiting paradigms
Inappropriate mental modes
Limitations of traditional teaching and training
Summary
Discussion questions
Case exercise
Nokia II: Out of the ashes of disaster grow the roses of success
References
Selected YouTubes
7 Organisational culture and climate
Learning objectives
Introduction
Context
Need for group (collective) creativity
Key principles
Management commitment
Management and creativity
Management styles
Manager’s interests
Group behaviour
Group participation
Loyalty and group participation
Working in groups
Establishing group beliefs
Empowering groups to perform
Encouraging group members to interact
Attempting to understand interactions
Preparing for group activity
Leadership role
Group rewards
Group selection and initial briefing
Managing groups
Advantages
Disadvantages
Solo or team run?
Belbin’s Team Roles
Tuckman model
The MBTI inventory/Jung’s personality typologies
The KAI inventory
Practice
Empowering people
First task of a CPS facilitator
Second task of a CPS facilitator
Third task of a CPS facilitator
Process role of a CPS facilitator
Key process skills
Conflict in groups and teams
Action
Concepts of organisational culture and climate
Organisational attitude and commitment
Organisational philosophy
Organisational climate
Key factors for developing a climate that fosters innovation
Leading individuals and teams
Vertical and lateral communications
Trust
Motivation
Rewards and recognition
Training and staff development
Sustaining an organisational climate
Can climate and culture be assessed?
Ekvall’s Creative Climate Questionnaire
Isaksen’s Situational Outlook Questionnaire
Great Place to Work Institute
Workplace democracy
Summary
Discussion questions
Case exercise
Samsung
References
Selected YouTubes
Appendices
7.1 Management traits assessment
7.2 Group CPS Audit
7.3 Assessing group performance
8 Overcoming resistance: mindsets and paradigms
Learning objectives
Introduction
Context
The power of mindsets and paradigms
Key principles
Group mindsets
Organisational mindsets
Challenging mindsets
Psychological factor sets
Perception
Learning
Beliefs and attitudes
Creativity blockers
Perceptual
Emotional
Process skill blockages
Communication blockages
Environmental blockages
Cultural blockages
Practice
Obstacles to individual business creativity
Tiredness
Anxiety
Negativity
Fear of failure
Obstacles to group business creativity
Common problems that challenge the effectiveness of hard sytems thinking
Diagnosis
Belief in measurement
Risk spots
Faith in management techniques
Action
Working with others
Viewing management problems
Fixed vs. growth mindsets
Nudges and wise interventions
Summary
Discussion questions
Case exercise
Rose Tree Garden Centre
References
Selected YouTubes
PART III Linking creativity to strategic innovation
9 Applied business innovation
Learning objectives
Introduction
Context
Innovation idea sources
Key principles
Closed innovation
Open innovation
Open-source software (OSS)
Advantages of OSS
The impact of open-source software
Practice
Closed innovation idea sources
Idea management systems
Onsite creativity centres
Open innovation idea sources
Capturing ideas
External R&D agencies
Idea scouts & idea connectors
Key personnel, technology transfer
Contractual arrangements
Developing ideas
Co-creation
Crowdsourcing
Social networking
Risk factors
Unpredictability vs. certain success
Action
Innovation networks
Innovation and entrepreneurship
Summary
Discussion questions
Case exercises
Toyota
References
Selected YouTubes
10 Building a strategic innovation model
Learning objectives
Introduction
Context
STEP 1 Checking the now before thinking about the how
Rethinking time
Rethinking space
Rethinking mass
Linking the Einstein metaphor with strategic innovation
STEP 2 Conventional approach to strategic innovation
Content
Process
Tools
STEP 3 Basic processes of strategic innovations
Four key stages
Key principles
STEP 4 Innovation action plan
Practice
STEP 5 Reviewing the business
Challenging paradigms and mindsets
STEP 6 Reviewing the market
Deciding which customers to target
Challenging mindsets and paradigms
STEP 7 Reviewing the market offering
Approach to innovation
Challenging mindsets and paradigms
STEP 8 Creating customer-perceived value
Buyer experience cycle
The customer-perceived value map
STEP 9 Characteristics of strategically innovative organisations
Culture
Structure
Processes
Systems
People
Action
STEP 10 Purpose of strategic innovation
STEP 11 Transformation through strategic innovation
STEP 12 Holistics approach to strategic innovation management
STEP 13 Key principles
Create purpose
Make innovation happen
Sustain model development
STEP 14 Final thoughts
Summary
Questions for discussion
Case exercise
Yamaha Motor Company
References
Selected YouTubes
PART IV Strategic innovation in changing times
11 The importance of leadership
Learning objectives
Introduction
Context
Avoiding contextual myopia
Key principles
Leadership competencies
Difference between management and leadership
Qualities of a manager
Qualities of a leader
Comparison between managers and leaders
Theories of leadership I: Trait theories
Theories of leadership II: Behavioural theories
Theories of leadership III: Contingency theories
Theories of leadership IV: Emerging theories
Charismatic leaders
Leadership characteristics
Visionary leaders
Transactional leaders
Contemporary leadership thinking
Courageous leadership
Leadership and management – are they mutually exclusive?
Practice
Assessing individual leadership skills audit
Action
Seizing the initiative
Leadership challenges
Leaders and Innovation
Changing role of leadership
Summary
Discussion questions
Case exercise
African leaders
References
Selected YouTubes
Appendix
Assessing individual leadership skills audit interpretation
12 Business social responsibility
Learning objectives
Introduction
Context
Business socialisation
Revival
Leading issues
Key principles
Definition of Business Social Responsibility (BSR)
Business ethics
Value of high ethical standards
Corporate social responsibility (CSR)
Carroll’s pyramid
Generating and sharing social value
Well-being
Practice
Exploring the bottom line
People issues
Planet issues
Environmental responsibility
Resource sustainability
Circular economy
Profit issues
Executive pay
Rank and file pay
Business profiteering
Effects of MNC profit strategies on SMEs
Action
Business solidarity: implementing CSR
Community
Workplace
Market place
Environment
Global recognition of Business Social responsibility (BSR)
Organisational approaches to CSR
Global or local?
A matter of attitude
Summary
Discussion questions
Case Exercise
Malinos Rio de la Plata
References
Selected YouTubes
13 Organisational renewal for strategic innovation management
Learning objectives
Introduction
Context
View from the boardroom
Key principles
Business game components
Benefactors
The risk paradox and casino market games
Bets, sweats and debts
Investment
Business game players
Multinational corporations (MNCs)
MNCs are gaining strength in Africa, Asia and South America
The importance of small medium sized enterprises (SMEs)
Corporate game players
Profit quest
Growth quest
Corporate game strategies
Operating paradigms
The Three-way Stretch model
Practice
Assessing organisational culture
Selecting organisational style
Inside or outside track?
Theory Z revisited
Theory WB approach
Managing change to boost well-being, creativity and innovation
Well-being
Managing change to boost well-being, creativity and innovation
A new workplace democracy model
Disadvantages of workplace democracy
Action
Conventional planning practice
Reasons for pre-planning
Understand the people
Encourage well-being
Understand the task
Understand the organisation
Develop plans
Pre-planning a culture change programme
Strategic approaches of Theory Y and Theory WB organisations
Importance of gaining and retaining trust
Summary
Discussion questions
Case Exercise
Semco
References
Selected YouTubes
Appendix
13.1 Organisational creativity audit interpretation
14 Reflections
Learning objectives
Introduction
Context
Business trends
African trends
Instant availability
Responsible consumption
Transaction convenience
Gender equality
Improved online services
Asian trends
Network connections
Corporate social responsibility
Heritage appeal
Responsible business
The informal economy meets smartphone culture
European trends
The Euro: means not an end in itself
Connecting customers
Targeting Millennials
Importance of SMEs
Need for product and service information
Call for strategic innovation
South American trends
Immigration and integration
Urbanisation
Marketing to the time poor
Co-creating customer-perceived value
Digital opportunities for SMEs
Key principles
Management and organisation
Key trends
Organisational culture
Theory WB model
Determinants of organisational culture
Leadership
Emergence of multiple layered leadership
Key trends
Creativity and innovation
Growing importance of creativity and innovation
Group creativity and self-management
The pursuit of happiness
Practice
Revisiting the practices of wealth creators
Economic system
The trumpet sounds
Environment
The trumpet sounds
Society
The trumpet sounds
Action
Time for a rethink
Summary
Discussion questions
Case Exercise
Semco
References
Selected YouTubes
Appendix
13.1 Organisational creativity audit interpretation
PART I
The challenge of changing times
1 The changing business environment
Learning objectives
Introduction
Context
What is change?
Understanding the causes of change
Socio-cultural forces
Economic forces
Technological trends
Environmental
Cause, effect and apprehension
Complexity and change
Key principles
Creating wealth
Factors of production
Creativity
What is creativity?
Consequences of the business paradigm shift
Types of change
Incremental change
Transitional change
Transformational change
Change drivers
Practice
Business paradigms
Marketing and management myopia
Least cost production paradigm
Marketing paradigm
Customer-perceived value paradigm
Service dominant logic paradigm
Post-capitalist paradigm
Action
Backwards or forward into the future?
The challenge of change
Challenges of initiating change
Challenges of sustaining momentum
Challenges of system-wide thinking
Challenge to traditional management
Summary
Discussion questions
Case exercise
Nokia 1 Early success in the mobile phone industry
References
Selected YouTubes
2 Key business decisions
Learning objectives
Introduction
Context
Time frame decisions
Information overload
Shareholder , finance and government pressure
Shortening business life-cycles
Feel or process?
Key principles
Business decision process
Rational model
Real world complications
Contingency approach
Concepts of efficiency and effectiveness
The S-curve
Three strategic approaches
Limpet strategy
Cautious strategy
Innovative strategy
Practice
Two key questions
Concept of customer-perceived value revisited
Managing bias
Action
Making decisions – blending knowledge with experience to achieve know-how
Linking creativity, entrepreneurship and innovation
Summary
Discussion questions
Case exercise
Tyrell’s – When the chips are down raise a glass!
References
Selected YouTubes
3 Management revisited
Learning objectives
Introduction
Horse sense!
Context
Global business environment
Key principles
A divertimento
Defining management
Primary management processes
Redefining management action – control or lead?
Putting the emphasis on control
Putting the emphasis on leadership
Management: quo vadis?
Practice
Essential management skills
Managing self and individuals
Managing groups
Managing an organisation
Ethical considerations
Broad management styles
Organisational development
Is there a correct style?
Japanese management approach
Japanese management culture
Japanese management techniques
Theory Z
Quality of Work life
Quality circles
Action
New skills for a new world
Summary
Discussion questions
Case exercise
SASOL
References
Selected YouTube videos
PART II
Innovation from theory to practice
1 Business creativity
Learning objectives
Introduction
Nasruddin
Context
What is creativity?
Definitions
Process
Generate ideas
Creative people
Strive for originality
Provide examples of their work
Key principles
Understanding thinking
Physiology of the brain
The working brain – a synaptic wonder
Practice
Contextual factors affecting personal creativity
Organisations and creativity
Expressing natural skills
Action
Assessing personal creative potential
Personal Creativity Audit
Personal creativity in action
Work environment and performance
Left brain and right brain thinking model
Learning skills
Introducing the Total Thinking model
Perception
Half-brained thinkers!
Creative thinking applications
Summary
Discussion questions
Exercises
Sexism
Beijing Express problem
References
Selected YouTubes
Appendices
CPS Toolbox notes
5 Applied business creativity
Learning objectives
Introduction
Context
Challenge of change
Stimulating creative thinking
Creativity and intelligence
Key principles
The Quick-Fix approach
The creative problem solving approach
Note-taking skills
Memory friendly information
Learning skills
Picture perspectives
Getting to grips with Creative Individual Problem Solving
Demonstration exercise: organising a perfect wedding
Practice
Building an introductory CPS toolkit
Action
CPS facilitation
Individual or personal CPS activity
Group CPS activity
Organisational CPS activity
Summary
Discussion questions
Case Exercise
Toymaker I
References
Selected YouTubes
Appendix
CPS toolbox notes
6 Business innovation
Learning objectives
Introduction
Context
Why innovate?
What is innovation?
Strategic innovation management
Key principles
Commitment
Getting started
Innovation champions
Levels of innovation
Incremental innovation
Radical innovation
Architectural innovation
Technological innovation
Sources of ideas
Closed sources
Open sources
The innovation process
Phase 1: initial spark of creativity
Phase 2: idea evaluation
Phase 3: invention
Phase 4: external and internal launch
Idea selection
Idea funnel
Stage-gate model
Intellectual capital
Knowledge and technology transfer
Practice
Harnessing systems thinking
Hard systems approach
Soft systems approach
Action
Private sector
Innovation in MNCs
Innovation in SMEs
Public sector
Innovation in NGOs
Innovation in charities
Innovation in state funded organisations
Innovation bottlenecks
Lack of ‘time to think’
Bureaucracy
Structure
Poor lateral communication
External talent
Financial constraints
Limiting paradigms
Inappropriate mental modes
Limitations of traditional teaching and training
Summary
Discussion questions
Case exercise
Nokia II: Out of the ashes of disaster grow the roses of success
References
Selected YouTubes
7 Organisational culture and climate
Learning objectives
Introduction
Context
Need for group (collective) creativity
Key principles
Management commitment
Management and creativity
Management styles
Manager’s interests
Group behaviour
Group participation
Loyalty and group participation
Working in groups
Establishing group beliefs
Empowering groups to perform
Encouraging group members to interact
Attempting to understand interactions
Preparing for group activity
Leadership role
Group rewards
Group selection and initial briefing
Managing groups
Advantages
Disadvantages
Solo or team run?
Belbin’s Team Roles
Tuckman model
The MBTI inventory/Jung’s personality typologies
The KAI inventory
Practice
Empowering people
First task of a CPS facilitator
Second task of a CPS facilitator
Third task of a CPS facilitator
Process role of a CPS facilitator
Key process skills
Conflict in groups and teams
Action
Concepts of organisational culture and climate
Organisational attitude and commitment
Organisational philosophy
Organisational climate
Key factors for developing a climate that fosters innovation
Leading individuals and teams
Vertical and lateral communications
Trust
Motivation
Rewards and recognition
Training and staff development
Sustaining an organisational climate
Can climate and culture be assessed?
Ekvall’s Creative Climate Questionnaire
Isaksen’s Situational Outlook Questionnaire
Great Place to Work Institute
Workplace democracy
Summary
Discussion questions
Case exercise
Samsung
References
Selected YouTubes
Appendices
7.1 Management traits assessment
7.2 Group CPS Audit
7.3 Assessing group performance
8 Overcoming resistance: mindsets and paradigms
Learning objectives
Introduction
Context
The power of mindsets and paradigms
Key principles
Group mindsets
Organisational mindsets
Challenging mindsets
Psychological factor sets
Perception
Learning
Beliefs and attitudes
Creativity blockers
Perceptual
Emotional
Process skill blockages
Communication blockages
Environmental blockages
Cultural blockages
Practice
Obstacles to individual business creativity
Tiredness
Anxiety
Negativity
Fear of failure
Obstacles to group business creativity
Common problems that challenge the effectiveness of hard sytems thinking
Diagnosis
Belief in measurement
Risk spots
Faith in management techniques
Action
Working with others
Viewing management problems
Fixed vs. growth mindsets
Nudges and wise interventions
Summary
Discussion questions
Case exercise
Rose Tree Garden Centre
References
Selected YouTubes
PART III Linking creativity to strategic innovation
9 Applied business innovation
Learning objectives
Introduction
Context
Innovation idea sources
Key principles
Closed innovation
Open innovation
Open-source software (OSS)
Advantages of OSS
The impact of open-source software
Practice
Closed innovation idea sources
Idea management systems
Onsite creativity centres
Open innovation idea sources
Capturing ideas
External R&D agencies
Idea scouts & idea connectors
Key personnel, technology transfer
Contractual arrangements
Developing ideas
Co-creation
Crowdsourcing
Social networking
Risk factors
Unpredictability vs. certain success
Action
Innovation networks
Innovation and entrepreneurship
Summary
Discussion questions
Case exercises
Toyota
References
Selected YouTubes
10 Building a strategic innovation model
Learning objectives
Introduction
Context
STEP 1 Checking the now before thinking about the how
Rethinking time
Rethinking space
Rethinking mass
Linking the Einstein metaphor with strategic innovation
STEP 2 Conventional approach to strategic innovation
Content
Process
Tools
STEP 3 Basic processes of strategic innovations
Four key stages
Key principles
STEP 4 Innovation action plan
Practice
STEP 5 Reviewing the business
Challenging paradigms and mindsets
STEP 6 Reviewing the market
Deciding which customers to target
Challenging mindsets and paradigms
STEP 7 Reviewing the market offering
Approach to innovation
Challenging mindsets and paradigms
STEP 8 Creating customer-perceived value
Buyer experience cycle
The customer-perceived value map
STEP 9 Characteristics of strategically innovative organisations
Culture
Structure
Processes
Systems
People
Action
STEP 10 Purpose of strategic innovation
STEP 11 Transformation through strategic innovation
STEP 12 Holistics approach to strategic innovation management
STEP 13 Key principles
Create purpose
Make innovation happen
Sustain model development
STEP 14 Final thoughts
Summary
Questions for discussion
Case exercise
Yamaha Motor Company
References
Selected YouTubes
PART IV Strategic innovation in changing times
11 The importance of leadership
Learning objectives
Introduction
Context
Avoiding contextual myopia
Key principles
Leadership competencies
Difference between management and leadership
Qualities of a manager
Qualities of a leader
Comparison between managers and leaders
Theories of leadership I: Trait theories
Theories of leadership II: Behavioural theories
Theories of leadership III: Contingency theories
Theories of leadership IV: Emerging theories
Charismatic leaders
Leadership characteristics
Visionary leaders
Transactional leaders
Contemporary leadership thinking
Courageous leadership
Leadership and management – are they mutually exclusive?
Practice
Assessing individual leadership skills audit
Action
Seizing the initiative
Leadership challenges
Leaders and Innovation
Changing role of leadership
Summary
Discussion questions
Case exercise
African leaders
References
Selected YouTubes
Appendix
Assessing individual leadership skills audit interpretation
12 Business social responsibility
Learning objectives
Introduction
Context
Business socialisation
Revival
Leading issues
Key principles
Definition of Business Social Responsibility (BSR)
Business ethics
Value of high ethical standards
Corporate social responsibility (CSR)
Carroll’s pyramid
Generating and sharing social value
Well-being
Practice
Exploring the bottom line
People issues
Planet issues
Environmental responsibility
Resource sustainability
Circular economy
Profit issues
Executive pay
Rank and file pay
Business profiteering
Effects of MNC profit strategies on SMEs
Action
Business solidarity: implementing CSR
Community
Workplace
Market place
Environment
Global recognition of Business Social responsibility (BSR)
Organisational approaches to CSR
Global or local?
A matter of attitude
Summary
Discussion questions
Case Exercise
Malinos Rio de la Plata
References
Selected YouTubes
13 Organisational renewal for strategic innovation management
Learning objectives
Introduction
Context
View from the boardroom
Key principles
Business game components
Benefactors
The risk paradox and casino market games
Bets, sweats and debts
Investment
Business game players
Multinational corporations (MNCs)
MNCs are gaining strength in Africa, Asia and South America
The importance of small medium sized enterprises (SMEs)
Corporate game players
Profit quest
Growth quest
Corporate game strategies
Operating paradigms
The Three-way Stretch model
Practice
Assessing organisational culture
Selecting organisational style
Inside or outside track?
Theory Z revisited
Theory WB approach
Managing change to boost well-being, creativity and innovation
Well-being
Managing change to boost well-being, creativity and innovation
A new workplace democracy model
Disadvantages of workplace democracy
Action
Conventional planning practice
Reasons for pre-planning
Understand the people
Encourage well-being
Understand the task
Understand the organisation
Develop plans
Pre-planning a culture change programme
Strategic approaches of Theory Y and Theory WB organisations
Importance of gaining and retaining trust
Summary
Discussion questions
Case Exercise
Semco
References
Selected YouTubes
Appendix
13.1 Organisational creativity audit interpretation
14 Reflections
Learning objectives
Introduction
Context
Business trends
African trends
Instant availability
Responsible consumption
Transaction convenience
Gender equality
Improved online services
Asian trends
Network connections
Corporate social responsibility
Heritage appeal
Responsible business
The informal economy meets smartphone culture
European trends
The Euro: means not an end in itself
Connecting customers
Targeting Millennials
Importance of SMEs
Need for product and service information
Call for strategic innovation
South American trends
Immigration and integration
Urbanisation
Marketing to the time poor
Co-creating customer-perceived value
Digital opportunities for SMEs
Key principles
Management and organisation
Key trends
Organisational culture
Theory WB model
Determinants of organisational culture
Leadership
Emergence of multiple layered leadership
Key trends
Creativity and innovation
Growing importance of creativity and innovation
Group creativity and self-management
The pursuit of happiness
Practice
Revisiting the practices of wealth creators
Economic system
The trumpet sounds
Environment
The trumpet sounds
Society
The trumpet sounds
Action
Time for a rethink
Summary
Discussion questions
Case Exercise
Semco
References
Selected YouTubes
Appendix
13.1 Organisational creativity audit interpretation
Notă biografică
Malcolm Goodman is Senior Teaching Fellow at Durham University, UK.
Sandra M. Dingli is Associate Professor at The Edward de Bono Institute for the Design & Development of Thinking, University of Malta, Malta.
Sandra M. Dingli is Associate Professor at The Edward de Bono Institute for the Design & Development of Thinking, University of Malta, Malta.
Recenzii
Creativity and Strategic Innovation Management is a useful guide for both academics and practitioners who are interested in the link between creativity and the strategic management of innovation in an organisational context.
Steven Pattinson, Senior Lecturer in Strategy, Entrepreneurship and Innovation, Course Leader Executive MBA (part-time), Sheffield Business School, UK
This text provides a practical and timely socially responsible insight into the need for and advice on how to design a strategic innovation strategy in times of discontinuous change in the business environment.
Asif Majid, Senior Lecturer, Enterprise and Strategic Management, Sheffield Business School, UK
This is a key text for anyone seriously interested in innovation management. It combines the most current thinking with excellent examples to guide the reader through the maze of innovation. The text provides a clear roadmap for innovation mangers and students on how to deal with the practical challenge of building innovative organisations in a rapidly changing environment.
Christos Tsinopoulos, Senior Lecturer in Operations & Project Management & Director of Master in Management Programmes in the Business School, Durham University, UK.
Steven Pattinson, Senior Lecturer in Strategy, Entrepreneurship and Innovation, Course Leader Executive MBA (part-time), Sheffield Business School, UK
This text provides a practical and timely socially responsible insight into the need for and advice on how to design a strategic innovation strategy in times of discontinuous change in the business environment.
Asif Majid, Senior Lecturer, Enterprise and Strategic Management, Sheffield Business School, UK
This is a key text for anyone seriously interested in innovation management. It combines the most current thinking with excellent examples to guide the reader through the maze of innovation. The text provides a clear roadmap for innovation mangers and students on how to deal with the practical challenge of building innovative organisations in a rapidly changing environment.
Christos Tsinopoulos, Senior Lecturer in Operations & Project Management & Director of Master in Management Programmes in the Business School, Durham University, UK.
Descriere
Revised and updated for a second edition, Creativity and Strategic Innovation Management integrates innovation management with both change management and creativity to form a guide to innovation as a tool for survival.
This groundbreaking book now includes:
* A new section on contemporary themes in innovation management, such as the use of social media..
* More coverage of entrepreneurship, ethics, diversity issues and the legal aspects of technology and innovation management.
The book is also supported by a range of new tutor support materials. This textbook is an ideal accompaniment to postgraduate courses on innovation management and creativity management.
This groundbreaking book now includes:
* A new section on contemporary themes in innovation management, such as the use of social media..
* More coverage of entrepreneurship, ethics, diversity issues and the legal aspects of technology and innovation management.
The book is also supported by a range of new tutor support materials. This textbook is an ideal accompaniment to postgraduate courses on innovation management and creativity management.