Managers of Innovation: Insights into Making Innovation Happen
December 2004, Wiley-Blackwell
Drawing on 350 in-depth interviews with senior managers, this book presents an original theory about the characteristics of managers in “good innovative organizations” and “poor innovative organizations”. It pays close attention to the attitudes, understandings, assumptions and interpretations of managers, who are often the ultimate decision-makers when it comes to innovation. The text is supported by real-life, internationally-known cases such as Hewlett-Packard, Zeneca and the BBC, as well as voluntary sector cases such as Oxfam. It is also enriched by substantial and highly revealing quotations from senior managers themselves.
About the Authors.
Part I: Introduction.
1. Innovation: Problems and Possibilities.
2. The Current State of Knowledge about Innovation.
Part II: Managers' Accounts of Innovation.
3. From Tight Control to the Edge of Anarchy: Managing Innovation in Telecommunications.
4. Managing Creative Workers in an Innovative Way.
5. Contrasting Approaches to Innovation in Engineered Manufactured Goods.
6. Innovation in the Voluntary Sector.
Part III: Synthesis.
Appendix: Research Methods.
Graeme Salaman is Professor of Organizational Studies at the Open University Business School. He has worked as a consultant in eight countries for clients such as Sun Microsystems, Willis, BAT, the government of Ethiopia, Fujitsu, Allianz, Ernst and Young, Rolls Royce, and Morgan Stanley.
- This book looks at how to foster innovation in organizations, focusing on managers as the key participants in the process.
- Presents an original theory about the characteristics of managers in “good innovative organizations” and “poor innovative organizations.
- Pays close attention to the attitudes, understandings, assumptions and interpretations of managers.
- Uses real-life case studies to illustrate its argument, including Hewlett-Packard, Zeneca, the BBC and Oxfam.
- Based on a new data set of 350 in-depth interviews with senior managers – the largest study of its kind.
- Enriched by substantial and highly revealing quotations from senior managers.
By focusing on managers' own theories, Storey and Salaman break
fresh ground in our understanding of the processes of
organizational innovation, a topic that has national and practical,
as well as theoretical, significance." David A. Buchanan,
Leicester Business School
"Important book. The authors highlight the utter centrality of
managerial mindsets and orientations to organizational
innovativeness. All the other factors that are crucial to
organizational innovation hinge on the right managerial
perspective." Deborah Dougherty, Rutgers University
"Primarily designed as a student text, for those concerned with the subject, but would also be useful to help re-educated a large number of 'de-innovating' managers." Long Range Planning