Creativity and strategic innovation management: directions for future value in changing times
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London ; New York
Routledge
2017
|
| Ausgabe: | Second edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | xxv, 325 Seiten Illustrationen |
| ISBN: | 9781138675094 9781138675100 |
Internformat
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| 245 | 1 | 0 | |a Creativity and strategic innovation management |b directions for future value in changing times |c Malcolm Goodman and Sandra M. Dingli |
| 250 | |a Second edition | ||
| 264 | 1 | |a London ; New York |b Routledge |c 2017 | |
| 300 | |a xxv, 325 Seiten |b Illustrationen | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 4 | |a Creative ability in business | |
| 650 | 4 | |a Diffusion of innovations |x Management | |
| 650 | 4 | |a Technological innovations |x Management | |
| 650 | 4 | |a Organizational change |x Management | |
| 650 | 0 | 7 | |a Innovationsmanagement |0 (DE-588)4161817-8 |2 gnd |9 rswk-swf |
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| 689 | 0 | 1 | |a Strategisches Management |0 (DE-588)4124261-0 |D s |
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| 700 | 1 | |a Dingli, Sandra M. |d 1952- |e Verfasser |0 (DE-588)173787819 |4 aut | |
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Datensatz im Suchindex
| DE-BY-862_location | 2000 |
|---|---|
| DE-BY-FWS_call_number | 2000/QP 210 G653(2) |
| DE-BY-FWS_katkey | 706865 |
| DE-BY-FWS_media_number | 083000520938 |
| _version_ | 1806174636983975936 |
| adam_text | Contents
List of figures
List of tables
Preface
A cknowledgements
xxvi
xxiv
xxii
xx
PARTI
The challenge of changing times
1
1 The changing business environment
3
Learning objectives 3
Introduction 3
Context 4
What is change? 4
Understanding the causes of change 6
Socio-cultural forces 6
Economic forces 8
Technological trends 9
Environmental trends 1 0
Cause, effect and apprehension 11
Complexity and change 11
Key principles 11
Creating wealth 11
Factors of production 12
Creativity 13
What is creativity? 13
Consequences of the business paradigm shift 13
Types of change 14
incremental change 14
Transitional change 14
Transformational change 15
Change drivers 15
Practice 16
vi Contents
Business paradigms 16
Marketing and management myopia 16
Least-cost production paradigm 16
Marketing paradigm 17
Customer-perceived value paradigm 17
Service dominant logic paradigm 18
Post-capitalist paradigm 18
Action 18
Backwards or forward into the future? 18
The challenge of change 18
Challenges of initiating change 19
Challenges of sustaining momentum 19
Challenges of system wide rethinking 19
Challenge to traditional management 19
Summary 20
Discussion questions 20
Case exercise 20
Nokia I: early success in the mobile phone industry 20
References 21
Selected YouTubes 23
2 Key business decisions
Learning objectives 24
Introduction 24
Context 25
Time frame decisions 25
Information overload 27
Shareholder, finance and government pressure 27
Shortening business life cycles 27
Feel or process ? 28
Key principles 28
Business decision process 28
Rational model 30
Real world complications 31
Contingency approach 31
Concepts of efficiency and effectiveness 33
The S-curve 33
Three strategic approaches 34
Limpet strategy 34
Cautious strategy 34
Innovative strategy 35
Practice 35
Two key questions 35
Contents vii
Concept of customer-perceived value revisited 36
Managing bias 36
Action 37
Making decisions: blending knowledge with experience to achieve
know-how 37
Linking creativity, entrepreneurship and innovation 37
Summary 38
Discussion questions 38
Case exercise 38
Tyrell’s: when the chips are down raise a glass! 38
References 39
Selected YouTubes 41
3 Management revisited 42
Learning objectives 42
Introduction 42
Horse sense! 43
Context 43
Global business environment 43
Key principles 44
A divertimento 44
Defining management 45
Primary management processes 47
Redefining management action: control or lead? 48
Putting the emphasis on control: micromanagement/Theory X 48
Putting the emphasis on leadership: fundamental management
competencies 48
Management: quo vadis? 50
Practice 51
Essential management skills 51
Managing self and individuals 52
Managing groups 52
Managing an organisation 52
Ethical considerations 53
Broad management styles 53
Organisational development 54
Is there a correct style? 54
Japanese management approach 55
Japanese management culture 55
Japanese management techniques 55
Theory Z 55
Quality of Work Life (QWL): issues and strategies 57
Quality circles 57
viii Contents
Action 58
New skills for a new world 58
Summary 59
Discussion questions 59
Case exercise 59
SASOL: encouraging individual initiative and freedom 59
References 60
Selected YouTubes 61
PART II
Innovation from theory to practice 63
4 Business creativity 65
Learning objectives 65
Introduction 65
Nasruddin 66
Context 67
What is creativity? 67
Definitions 67
Process 68
Generate ideas 68
Creative people 68
Strive for originality 68
Provide examples of their work 69
Key principles 70
Understanding thinking 70
Physiology of the brain 71
The working brain: a synaptic wonder 72
Practice 72
Contextual factors affecting personal creativity 72
Organisations and creativity 73
Expressing natural skills 73
Action 73
Assessing personal creative potential 73
Personal Creativity Audit 74
Personal creativity in action 74
Work environment and performance 75
Left-brain and right-brain thinking model 76
Learning skills 78
Introducing the total thinking model 78
Perception 79
Half brained thinkers! 79
Creative thinking applications 80
Summary 80
Discussion questions 81
Exercises 81
Sexism 81
Beijing Express problem 81
References 82
Selected YouTubes 82
Appendix 4.1: Personal Creativity Audit (PCA) 83
Appendix 4.2: assessing PC A performance 84
Appendix 4.3: sexism 85
Appendix 4.4: Beijing Express problem solution 85
Appendix 4.5: priming illusion solution 85
Applied business creativity
Learn ing objectives 86
Introduction 86
Context 86
Challenge of change 86
Stimulating creative thinking 87
Creativity and intelligence 87
Key principles 88
The quick-fix approach 88
The creative problem-solving approach 88
Note-taking skills 88
Memory friendly information 89
Learning skills 89
Picture perspectives 90
Getting to grips with creative individual problem solving 90
Demonstration exercise: organising a perfect wedding 90
Practice 94
Building an introductory CPS toolkit 94
Action 95
CPS facilitation 95
Individual or personal CPS activity 95
Group CPS activity 95
Organisational CPS activity 95
Summary 95
Discussion questions 95
Case exercise 96
Toymaker I: from lone apprentice to master craftsperson 96
References 98
Selected YouTubes 99
Appendix 5.1: CPS toolbox notes 99
Business innovation
Learning objectives 108
Introduction 108
Context 108
Why innovate? 108
x Contents
What is innovation? 110
Strategic innovation management 111
Key principles 111
Commitment 111
Getting started 111
Innovation champions 112
Levels of innovation 113
Incremental innovation 113
Radical innovation 113
Architectural innovation 114
Technological innovation 114
Sources of ideas 115
Closed sources 115
Open sources 116
The innovation process 117
Phase 1: initial spark of creative activity 117
Phase 2: idea evaluation 117
Phase 3: invention 117
Phase 4: external and internal launch 118
Idea selection 118
Idea Funnel 118
Stage—Gate model 119
Intellectual capital 119
Knowledge and technology transfer 120
Practice 120
Harnessing systems thinking 120
Hard systems approach 120
Soft systems approach 121
Action 121
Private sector 121
Innovation in MNCs 121
Innovation in SMEs 122
Public sector 122
Innovation in NGOs 122
Innovation in charities 123
Innovation in state-funded organisations 123
Innovation bottlenecks 124
Lack of * time to think ’ 124
Bureaucracy 125
Structure 125
Poor lateral communication 125
External talent 126
Financial constraints 126
Limiting paradigms 126
Inappropriate mental models 126
Limitations of traditional teaching and training 126
Summary 127
Contents xi
Discussion questions 127
Case exercise 127
Nokia II: out of the ashes of disaster grow the roses of success 127
References 129
Selected YouTubes 130
1 Organisational culture and climate 131
Learning objectives 131
Introduction 131
Context 131
Need for group (collective) creativity 131
Key principles 132
Management commitment 132
Managers and creativity 132
Management styles 133
Manager s interests 133
Group behaviour 133
Group participation 133
Loyalty and group participation 135
Working in groups 136
Establishing group beliefs 136
Empowering groups to perform 136
Encouraging group members to interact 136
Attempting to understand interactions 137
Preparing for group activity 137
Leadership role 137
Group rewards 137
Group selection and initial briefing 137
Managing groups 138
Advantages 138
Disadvantages 138
Solo or team run? ¡39
Belbin’s Team Roles 139
Tuckman model 140
The MBTI inventory/Jung’s personality typologies 141
The KAI inventory 142
Practice 143
Empowering people 143
Firs t task of a CPS fac ilita tor 143
Second task of a CPS facilitator 144
Third task of a CPS facilitator 144
Process role of a CPS facilitator 144
Key process skills 144
Conflict in groups and teams 145
Action 145
xii Contents
Organisational culture and climate 145
Organisational attitude and commitment 146
Organisational philosophy 146
Organisational climate 146
Key factors for developing a climate that fosters innovation 148
Sustaining an organisational climate 150
Can climate and culture be assessed? 151
Ekvall’s Creative Climate Questionnaire 152
Isaksen’s Situational Outlook Questionnaire 152
Great Place to Work Institute 153
Workplace democracy 153
Summary 153
Discussion questions 154
Case exercise 154
Samsung: seeking a creative corporate culture 154
References 155
Selected YouTubes 156
Appendix 7,1: management traits assessment 157
Appendix 7,2: group CPS audit 157
Appendix 7.3: assessing group performance 158
8 Overcoming resistance: mindsets and paradigms 159
Learning objectives 159
Introduction 159
Context 159
The power of mindsets and paradigms 159
Key principles 162
Group mindsets 162
Organisational mindsets 162
Challenging mindsets 163
Psychological factor sets 163
Perception 163
Learning 164
Beliefs and attitudes 165
Creativity blockers 165
Perceptual blockages 166
Emotional blockages 167
Process skill blockages 167
Communication blockages 167
Environmental blockages 168
Cultural blockages 168
Practice 168
Obstacles to individual business creativity 168
Tiredness 168
Anxiety 169
Negativity 169
Contents xiii
Fear of failure 169
Fear of standing out from the crowd 169
Fear of challenging the rules 169
Fear of emotional things 169
Myopia 170
Obstacles to group business creativity 170
Common problems that challenge the effectiveness of hard
systems thinking 171
Diagnosis 171
Belief in measurement 171
Risk spots 171
Faith in management techniques 171
Action 172
Working with others 172
Viewing management problems 172
Fixed vs. growth mindsets 173
Nudges and wise interventions 174
Summary 174
Discussion questions 175
Case exercise 175
Rose Tree Garden Centre: growing confidence in creativity 175
References 176
Selected YouTubes 177
PART 111
Linking creativity to strategic innovation 179
9 Applied business innovation 181
Learning objectives 181
Introduction 181
Context 182
Innovation idea sources 182
Key principles 183
Closed innovation 183
Open innovation 183
Open-source software (OSS) 185
Advantages of OSS 185
The impact of OSS 185
Practice 187
Closed innovation idea sources 187
Idea management systems 187
On-site creativity centres 189
Open innovation idea sources 189
Capturing ideas 190
External R D agencies 190
Idea scouts and idea connectors 190
xiv Contents
Key personnel, technology transfer 190
Contractual arrangements 191
Developing ideas 192
Co-creation 192
Crowdsourcing 192
Social networking 195
Risk factors 195
Unpredictability vs. certain success 195
Action 196
Innovation networks 196
Innovation and entrepreneurship 197
Summary 198
Discussion questions 198
Case exercise 199
Toyota: an elegant search for innovative ideas 199
References 200
Selected YouTubes 201
10 Building a strategic managing innovation model
Learning objectives 203
Introduction 203
Context 205
Step 1: checking the now before thinking about the how 205
Rethinking time 206
Rethinking space 206
Rethinking mass 207
Linking the Einstein metaphor with strategic innovation 207
Step 2: conventional approach to strategic innovation 207
Content 208
Process 208
Tools 208
Step 3: basic processes of strategic innovation 208
Four key stages 208
Key principles 209
Step 4: innovation action plan 209
Practice 210
Step 5: reviewing the business 210
Challenging mindsets and paradigms 210
Step 6: reviewing the market 211
Deciding which customers to target 211
Challenging mindsets and paradigms 211
Step 7: reviewing the market offering 211
Challenging mindsets and paradigms 211
203
Contents
XV
Step 8: creating customer-perceived value 212
Buyer experience cycle 212
The customer-perceived value matrix 213
Step 9: characteristics of strategically innovative organisations 214
Culture 214
Structure 214
Processes 215
Systems 215
People 215
Action 216
Step 10: purpose of strategic innovation 216
Step 11: transformation through strategic innovation 216
Step 12: holistic approach to strategic innovation management 217
Step 13: key issues of intent 218
Create purpose 218
Make innovation happen 218
Sustain model development 219
Final thoughts 219
Summary 219
Questions for discussion 220
Case exercise 220
Yamaha Motor Company: ‘Revs your Heart’ 220
References 222
Selected YouTubes 222
PART IV
Strategic innovation in changing times
11 The importance of leadership
Learning objectives 227
Introduction 227
Context 229
Avoiding contextual myopia 229
Key principles 229
Leadership competencies 229
The difference between management and leadership 230
Qualities of a manager 230
Qualities of a leader 231
Comparison between managers and leaders 231
Leadership theories 1: trait theories 232
Leadership theories II: behavioural theories 232
Leadership theories III: contingency theories 233
Leadership theories IV: emerging theories 234
225
227
xvi Contents
Charismatic leaders 234
Leadership characteristics 235
Visionary leaders 235
Transactional leaders 235
Contemporary leadership thinking 235
Courageous leadership 235
Leadership and management: are they mutually exclusive? 236
Practice 236
Assessing individual leadership skills audit 236
Assessing individual leadership skills audit interpretation 236
Action 238
Seizing the initiative 238
Leadership challenges 238
Leadership and innovation 238
The changing role of leadership 239
Summary 240
Discussion questions 241
Case exercise 241
African leaders: perspectives on leadership 241
References 243
Selected YouTubes 244
Appendix 11.1: assessing individual leadership skills
audit interpretation 245
12 Business social responsibility
Learning objectives 246
Introduction 246
Context 246
Business socialisation 246
Revival 246
Leading issues 248
Key principles 249
Definition of business social responsibility 249
Business ethics 249
Value of high ethical standards 249
Corporate social responsibility 250
Carroll’s pyramid 250
Generating and sharing social value 251
Well-being 251
Practice 252
Exploring the bottom line 252
People issues 253
Planet issues 254
Environmental responsibility 254
Resource sustainability 255
Circular economy 255
246
Contents xvii
Profit issues 255
Executive pay 255
Rank andfile pay 256
Business profiteering 256
Effects of MNC profit strategies on SMEs 256
Action 257
Business solidarity: implementing CSR 257
Community 257
Workplace 257
Market place 258
Environment 258
Global recognition of BSR 259
Organisational approaches to CSR 260
Global or local? 260
A matter of attitude 260
Summary 261
Discussion questions 261
Case exercise 261
Molinos Rio de la Plata: championing BSR 261
References 263
Selected YouTubes 263
13 Organisational renewal for strategic innovation
Learning objectives 265
Introduction 265
Context 267
View from the boardroom 267
Key principles 267
Business game components 267
Benefactors 269
The risk paradox and casino market games 269
Bets, sweats and debts 269
investment 269
Business game players 269
Multinational corporations 269
MNCs are gaining strength in Africa, Asia and South America 270
The importance of SMEs 270
Corporate game plays 271
Profit quest 271
Growth quest 271
Corporate game strategies 272
Operating paradigms 272
Three-way stretch model 272
Practice 273
Assessing organisational culture 273
Selecting an organisational style 275
265
xviii Contents
Inside or outside track? 275
Theory Z revisited 276
Theory WB approach 276
Managing change to boost well-being, creativity and innovation 278
Well-being 278
A new workplace democracy model 279
Disadvantages of workplace democracy 280
Action 282
Conventional planning practice 282
Reasons for pre-planning 282
Understand the people 283
Encouraging well-being 284
Understand the task 284
Understand the organisation 284
Develop plans 285
Pre-planning a culture change programme 285
Strategic approaches of Theory Y and Theory WB organisations 285
Importance of gaining and retaining trust 286
Summary 287
Discussion questions 287
Case exercise 288
Semco: a maverick approach to management 288
References 290
Selected YouTubes 291
Appendix 13.1: organisational creativity audit interpretation 291
Î4 Reflections
Learning objectives 293
Introduction 293
Context 293
Business trends 293
African trends 296
Instant availability 296
Responsible consumption 296
Transaction convenience 297
Gender equality 297
Improved online services 298
Asian trends 298
Network connections 298
Corporate social responsibility 299
Heritage appeal 299
Responsible business 300
The informal economy meets smartphone culture 301
European trends 301
293
Contents xix
The euro: a means not an end in itself 301
Connecting customers 302
Targeting Millennials 302
Importance of SM Es 302
Need for product and service innovation 302
Call for strategic innovation 302
South American trends 303
Immigration and integration 303
Urbanisation 303
Marketing to the time poor 304
Со-creating customer-perceived value 304
Digital opportunities for SMEs 304
Key principles 305
Management and organisation 305
Key trends 306
Organisational culture 306
Theory WB model 306
Determinants of organisational culture 307
Leadership 307
Emergence of multiple layered leadership 307
Key trends 307
Creativity and innovation 308
Growing importance of creativity and innovation 308
Group creativity and self-management 308
The pursuit of happiness 308
Practice 309
Revisiting the practices of wealth creators 309
Economic system 309
Environment 310
Society 310
Action 311
The trumpet sounds 311
Summary 311
Discussion questions 311
Case exercise 311
Toymaker II 311
References 314
Epilogue 315
Academic index 317
Subject index 320
|
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| id | DE-604.BV044344659 |
| illustrated | Illustrated |
| indexdate | 2024-08-01T10:52:41Z |
| institution | BVB |
| isbn | 9781138675094 9781138675100 |
| language | English |
| lccn | 016043124 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-029747630 |
| oclc_num | 1002226161 |
| open_access_boolean | |
| owner | DE-2070s DE-11 DE-355 DE-BY-UBR DE-M382 DE-862 DE-BY-FWS |
| owner_facet | DE-2070s DE-11 DE-355 DE-BY-UBR DE-M382 DE-862 DE-BY-FWS |
| physical | xxv, 325 Seiten Illustrationen |
| publishDate | 2017 |
| publishDateSearch | 2017 |
| publishDateSort | 2017 |
| publisher | Routledge |
| record_format | marc |
| spellingShingle | Goodman, Malcolm Dingli, Sandra M. 1952- Creativity and strategic innovation management directions for future value in changing times Creative ability in business Diffusion of innovations Management Technological innovations Management Organizational change Management Innovationsmanagement (DE-588)4161817-8 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4161817-8 (DE-588)4124261-0 |
| title | Creativity and strategic innovation management directions for future value in changing times |
| title_auth | Creativity and strategic innovation management directions for future value in changing times |
| title_exact_search | Creativity and strategic innovation management directions for future value in changing times |
| title_full | Creativity and strategic innovation management directions for future value in changing times Malcolm Goodman and Sandra M. Dingli |
| title_fullStr | Creativity and strategic innovation management directions for future value in changing times Malcolm Goodman and Sandra M. Dingli |
| title_full_unstemmed | Creativity and strategic innovation management directions for future value in changing times Malcolm Goodman and Sandra M. Dingli |
| title_short | Creativity and strategic innovation management |
| title_sort | creativity and strategic innovation management directions for future value in changing times |
| title_sub | directions for future value in changing times |
| topic | Creative ability in business Diffusion of innovations Management Technological innovations Management Organizational change Management Innovationsmanagement (DE-588)4161817-8 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Creative ability in business Diffusion of innovations Management Technological innovations Management Organizational change Management Innovationsmanagement Strategisches Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=029747630&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT goodmanmalcolm creativityandstrategicinnovationmanagementdirectionsforfuturevalueinchangingtimes AT dinglisandram creativityandstrategicinnovationmanagementdirectionsforfuturevalueinchangingtimes |
Inhaltsverzeichnis
Sonderstandort Fakultät
| Signatur: |
2000 QP 210 G653(2) |
|---|---|
| Exemplar 1 | nicht ausleihbar Checked out – Rückgabe bis: 31.12.2099 Vormerken |