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This book focuses on the core theoretical concept of “Ma thinking” - an idea that serves as springboard for the thoughts and actions of distinguished practitioners, innovators, and researchers. The theoretical and practical importance of the Ma concept in new innovation activities lies in the thinking and activities of the leading practitioners. However, there is little academic research clarifying these characteristic dynamic transition mechanisms and the synthesis of diverse paradoxes through recursive activities between formal and informal organizations to achieve integration of dissimilar knowledge.
Creativity can be viewed as the first stage of the overall innovation process, an important dimension of the entrepreneurship and new venture creation processes, and as such, it is considered to be a cornerstone of organizational competitiveness in this global, knowledge-based economy. Research on creativity has increasingly become multilevel, with most work conducted at the individual or team level of analysis. At the same time, there is a large body of research being conducted at the organizational level of analysis on innovation, and there has been a significant amount of entrepreneurship research at the individual level, with an increasing focus on organizational entrepreneurship. However, these three research streams have developed independently, and there has been very little knowledge transfer between the three areas. Because entrepreneurship is often said to be a process that is required to convert innovation into business ventures that will deliver benefits to stakeholders, it is typically driven by an individual or small group of individuals. Creativity research, innovation research, and entrepreneurship research have the potential to inform each other, enriching our knowledge of each area, particularly with regard to the cognitive processes and behaviors that are most effective. This Handbook includes contributions from the leading scholars in these three research areas, who integrate contemporary research findings on organizational creativity, innovation, and entrepreneurship and provide fruitful new research directions."
This book pulls together for the first time, works on knowledge and innovation, including the implementation of new processes and products, written by Dorothy A Leonard over more than two decades. It consists of articles from journals in diverse fields (e.g. the award-winning article on Core Capabilities and Core Rigidities) and book chapters that cover the innovation process, from its inception in peoples' heads to its implementation. An underlying theme running throughout the book is managing the flow of knowledge that propels innovation - especially tacit knowledge. Such knowledge is difficult to transfer or embody in a new product, process or service. However, it is not only essential but often comprises the most valuable component in the innovation. The opening chapter, written expressly for this volume, probes the connections between tacit knowledge, creativity and innovation.
This bestselling text continues to provide a fresh approach to organisational change by linking it to the key drivers of creativity and innovation, but now contains improved coverage of approaches to change. It explores change as a human and social process, looking at the vital role leadership, entrepreneurship and creativity play in change management, rather than viewing it as a series of systems and mechanisms. In doing so, it provides all the theoretical and practical understanding you will need as both a student of change and a future manager. The second edition comes with access to a range of learning and revision aids online and is packed with cases and examples from around the globe. Visit the companion website today at www.uk.sagepub.com/dawson. Lecturers/instructors - request a free digital inspection copy here
The effective management of innovation is integral to the development of any business. This book provides a collection of articles dealing with creativity in the context of innovation management from an interdisciplinary perspective of business, psychology and engineering. It takes papers from a Special Issue in the International Journal of Innovation and Management, published by World Scientific in 2016, and combines them with original articles written by some of the top academic minds in business and management. It covers topics such as creativity in innovation from a leadership perspective, creativity reduction in avoidance- and approach-oriented persons, creativity techniques and innovation, and the interplay between cognitive and organisational processes.The Role of Creativity in the Management of Innovation gives MBA graduate and undergraduate students, professors and business managers a comprehensive overview of current thinking in the field of business.
Handbook of the Management of Creativity and Innovation: Theory and Practice is a collection of theories and practices for the effective management of creativity and innovation, contributed by a group of European experts from the fields of psychology, education, business, engineering, and law. Adopting an interdisciplinary and intercultural approach, this book offers rich perspectives — both theoretical and practical — on how to manage creativity and innovation effectively in different domains and across cultures.This book appeals to students, teachers, researchers, and managers who are interested in creative and innovative behavior, and its management. Although the authors are from the fields of psychology education, business, engineering, and law, readers from all disciplines will find the coverage of this book beneficial in deepening their understanding of creativity and innovation, and helping them to identify the right approaches for managing creativity and innovation in an intercultural context.
Innovation is an undisputed catalyst for company growth, yet many managers across industries fail to create a climate that encourages and rewards innovation. Managing Creativity and Innovation explores the manager's role in sparking organizational creativity and offers insight into what managers and leaders must do to increase successful innovation. Contents include: Generating new ideas and recognizing opportunities Moving innovation to market Removing mental blocks to creativity Establishing a strategic direction for profitable product development Brainstorming and fostering creative conflict within groups Creating an innovation-friendly culture Plus, readers can access free interactive tools on the Harvard Business Essentials companion web site. Series Adviser: Ralph Katz Dr. Katz is professor of management at Northeastern University's College of Business and in the Management of Technology Group of M.I.T.'s Sloan School of Management. He has carried out extensive management research on technology-based innovation with emphasis in the management of technical professionals and project teams. Harvard Business Essentials The Reliable Source for Busy Managers The Harvard Business Essentials series is designed to provide comprehensive advice, personal coaching, background information, and guidance on the most relevant topics in business. Drawing on rich content from Harvard Business School Publishing and other sources, these concise guides are carefully crafted to provide a highly practical resource for readers with all levels of experience. To assure quality and accuracy, each volume is closely reviewed by a specialized content adviser from a world class business school. Whether you are a new manager interested in expanding your skills or an experienced executive looking for a personal resource, these solution-oriented books offer reliable answers at your fingertips.
This book focuses on the core theoretical concept of “Ma thinking” - an idea that serves as springboard for the thoughts and actions of distinguished practitioners, innovators, and researchers. The theoretical and practical importance of the Ma concept in new innovation activities lies in the thinking and activities of the leading practitioners. However, there is little academic research clarifying these characteristic dynamic transition mechanisms and the synthesis of diverse paradoxes through recursive activities between formal and informal organizations to achieve integration of dissimilar knowledge.
A main justification for public funding of the arts is to protect the arts from the marketplace and to encourage experimentation and innovation. But little is known about the actual innovation process. Is funding the only issue? Protecting the arts from the marketplace has up to now been the main item in any discussion of artistic creativity. This publication of Fitzgibbons carefully researched investigation provides a privileged insight which both fills out and refocuses the picture. She examines the operation of three performing arts companies from Ireland, a country whose reputation for creativity bears little relation to its small size and population, and finds that innovation in the arts requires uncommon dedication, persistence and-yes-sacrifice, qualities that have been blurred by the 'mythology' of what makes for artistic innovation. She studies the social and organizational context of most arts work today, with emphasis on the effort that goes into the achievement of innovation, and comes away with a new vocabulary and grammar for managing it. Innovation in the arts is an arduous, stressful process, as it is in all areas of high achievement, but the perception most people have of it is misinformed, says Fitzgibbon. Creativity management is confused with what is commonly known as creative management. She shows it is possible to identify a number of factors that bear heavily on innovation in arts organizations. So far the first study of the management of arts innovation specifically, Fitzgibbon's work offers a privileged and pragmatic insight into the workings of highly innovative arts organizations. The result is a graphic analysis that strips innovation down to its essentials and begins to answer vital questions. This work is essential reading for arts policy makers, managers, administrators and those who would be donors, and for serious students of arts and culture management in the academic community.
From the lens of holistic systems theory, this book discusses strategic management adapted to evolving convergence in an era of advanced ICT from the viewpoint of the major management elements of strategy, organizations, technologies, operations and leadership.To discuss corporate change in response to such advanced technology in a theoretical and empirical manner, it is necessary not only to analyze and consider individual management elements such as strategy, organizations, technologies, operations and leadership in a piece-meal manner but also to determine the research issues from a framework based on a holistic management perspective through systems theory including interaction between and among the respective individual management elements (from micro to macro elements).Applying both innovation theory and capabilities theory, this book presents a new framework and knowledge for holistic strategic management from a systems theory lens that focuses on the issue of how major corporations can develop capabilities to achieve strategic innovation in response to the impacts of advanced ICT on corporate management.