Managing change, creativity and innovation:
Gespeichert in:
| Beteiligte Personen: | , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Los Angeles [u.a.]
SAGE
2014
|
| Ausgabe: | 2. ed. |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=026853071&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Beschreibung: | ISBNs auf Rückseite d. Haupttitelseite von Ausg. 2009; ISBN auf rückwärtigem Einband 2. ed. 2014, hbk |
| Umfang: | XVIII, 428 S. Ill., graph. Darst. |
| ISBN: | 9781446267202 9781412948524 9781446267219 9781412948531 |
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Datensatz im Suchindex
| _version_ | 1819337591587078144 |
|---|---|
| adam_text | CONTENTS
Companion
Website xiii
List of Figures and Tabies
xiv
About the Authors
xvi
Acknowledgements
xvii
PART ONE
SETTING THE SCENE: THE
CHANGING LANDSCAPE OF
BUSINESS ORGANIZATIONS
1
1
INTRODUCTION
3
Rationale of the book
4
The changing world of business
5
Case
1.1
Walmart taps into Silicon
Valley expertise
7
Change, creativity and innovation
8
Case
1.2
Lipton
10
Conclusion
11
Resources, readings and reflections
12
Chapter review questions
12
Hands-on exercise
13
Group discussion
13
Recommended reading
13
Some useful websites
13
References
14
2
A HISTORICAL OVERVIEW OF
BUSINESS PRACTICE AND THEORY
DEVELOPMENT
16
Introduction
16
The Industrial Revolution
17
Industrial organization and the coordination
and control of work
18
Change and the human aspects of
work
20
Sleepers wake; the spectre of technology
and innovation
21
Fit for purpose: the rise of contingency
theory
23
In search of excellence: recipes for
success
26
Academic critique and guru influence:
making sense of a changing world
29
Theory and practice: a reappraisal
32
Conclusion
33
Resources, readings and
reflections
36
Case
2.1
The British Rail case study:
learning from the past?
36
Chapter review questions
38
Hands-on exercise
39
Group
discussion
39
Recommended reading
39
Some useful websites
40
References
40
PART TWO
CHANGE
ANO
INNOVATION IN
ORGANIZATIONS
89
3
THE PROCESS OF CHANGE,
CREATIVITY AND INNOVATION
44
Introduction
44
Organizational change
45
Defining organizational change: the key
dimensions
45
Factors that promote change: the external
and internal environment
48
Gradual and rapid change: an
explanatory model
52
Case
3.1
Change and the transitioning of
people with intellectual disabilities
into aged care facilities
53
Creativity
56
Myths surrounding creativity: towards a
definition
56
Theories and models of creativity
58
Creative thinking
60
Reflective exercise: creative accidents
and creative dreams?
62
Innovation
64
Forms and levels of innovation
65
Theories and models of innovation
68
The management of innovation
68
Closed and open innovation
69
The human side to innovation: building
and sustaining relational networks
71
A process model of continuous
innovation
73
Disruptive innovation: breaking away
from established patterns
74
Conclusion
77
Resources, readings and reflections
78
Case
3.2
The Alpha Pro pump: a case
study of innovation
78
Chapter review questions
81
Hands-on exercise
81
Group discussion
82
Recommended reading
82
Some useful websites
82
References
83
4
COMPONENTS OF CHANGE:
CHOICE, COMMUNICATION AND
RESISTANCE
90
Introduction
90
Reasons for change: context, drivers and
choices
92
Environmental determinism and strategic
choice
93
Scale and type of organizational change
94
Perceptions of change
96
Communication and change
97
Communication skills and competencies
for change
98
Communication: process and strategies
98
Communication as evolving sensemaking:
the change kaleidoscope
101
Resistance and change
107
Individual responses to change
107
Group responses to change
108
Collective forms of resistance for change:
the Foxconn concern 111
Resistance as authentic grievance for
positive change
112
Conclusion
114
Resources, readings and reflections
115
Case
4.1
Resistance to threatened
identities: unexpected reactions to
orthodox change
115
Chapter review questions
118
Hands-on exercise
118
Workshop discussion
118
Recommended reading
119
Some useful websites
119
References
119
5
THE CHANGE-CONTINUITY
PARADOX: STRATEGIC DILEMMAS
AND THEORETICAL CONCERNS
122
Introduction
122
CONTENTS
The paradox of continuity and change
123
Classifying theories of change: the
conceptual terrain
126
Theoretical frame for understanding
organizational change theories
127
A summary of organizational change
theories
130
Images of managing change and future
directions
135
The practice of innovation and change:
strategic dilemmas?
137
Is change and innovation the solution to
business success?
140
Conclusion
142
Resources, readings and reflections
144
Case
5.1
Mybank: a case study of
organizational change
144
Chapter review questions
147
Hands-on exercise
147
Group discussion
148
Recommended reading
148
Some useful websites
148
References
148
6
PUNNING APPROACHES TO
CHANGE AND UNEAR STAGE
MODELS
154
Introduction
154
Laying the foundations for planned
approaches:
Kurt Lewin 156
Organizational Development
(OD)
and
change management
161
A matrix model of
OD
interventions
163
Dunphy and Stace s situational approach to
change management
165
John
Kotter:
leading and managing
successful change
168
The emergence of a new
OD:
the illustrative
example of Appreciative Inquiry
173
Conclusion
176
Resources, readings and reflections
177
Case
6.1
Change at General
Motors-
Holden
177
Chapter review questions
183
Research and reading exercise
184
Group discussion
184
Recommended reading
184
Some useful websites
184
References
185
7
PROCESS APPROACHES TO
CHANGE AND NON-LINEAR
TIME
188
Introduction
188
Laying the foundations: processual-
contextual perspectives
190
Storying processes of change: narrative and
dialogue
195
The storyist turn: change as a multi-story
process
196
Jabri s participative dialogical approach
to managing change
198
Political process perspectives and change
management
202
The importance of political
behaviour
203
Buchanan and Badham s political
entrepreneurial approach to
managing change
204
Dawson s
processual
approach for
understanding change
208
The concept of time and
processual
understanding
209
Factors shaping the process of
change
212
Studying change over time: from present
to future state
215
Criticisms of Dawson s
processual
approach
217
Conclusion
218
Resources, readings and reflections
220
Case
7.1
The hegemonic power of
management and the sacking of
the night shift: power-coercive
strategies or Machiavellian
management?
220
Chapter review questions
222
Hands-on exercise
222
Group discussion
222
Recommended reading
223
Some useful websites
223
References
223
CONTENTS
PART THREE
CREATIVITY, INNOVATION
AND CHANGE IN
ORGANIZATIONS
229
8
THE INDIVIDUAL: PROMOTING
CRITICAL THINKING
230
Introduction
230
Cognitive factors
231
Implications for human resource
management
234
Personality traits
235
Implications for human resource
management
237
Case
8.1
An appetite for creativity
238
Knowledge
240
Formal or explicit knowledge
240
Informal or tacit knowledge
241
Knowledge for creativity?
242
Is knowledge always conducive to
processes of change, creativity and
innovation?
243
Implications for human resource
management
244
Motivation
245
Types of motivation
245
Implications for human resource
management
247
Conclusion
248
Resources, readings and reflections
248
Case
8.2
The driven designer who
constructed a global empire
248
Chapter review questions
250
Hands-on exercise
251
Group discussion
251
Recommended reading
251
Some useful websites
251
References
251
9
THE GROUP: NURTURING
TEAMWORK
255
Introduction
255
Teams, groups and the creative process
256
Why do people join teams?
257
The team development process
258
Why do teams fail?
259
Psychological phenomena that can cause
teams to fail
259
Blind conformity
260
Groupthink
260
Social loafing
261
Creative teams: what do we know?
262
Team inputs
263
Team size
263
Team longevity
263
Task
264
Knowledge, skills and abilities (KSAs)
265
Resourcing the team
265
Team composition
265
Team processes
266
Action processes
267
Brainstorming
267
Creativity enhancement
techniques
273
Interpersonal processes
278
Trust
278
Conflict
278
Team cohesiveness
279
Moderators of team performance
279
Task type
279
Team leadership
280
Team outcomes
280
Case
9.1
From teamwork to
collaboration
281
Case
9.2
Diversity fails to end
boardroom groupthink
283
Conclusion
285
Resources, readings and reflections
286
Chapter review questions
286
Hands-on exercise
286
Group discussion
286
Recommended reading
286
Some useful websites
286
References
287
10
THE LEADER: PROMOTING NEW
IDEAS AT WORK
291
Introduction
291
Defining leadership
292
CONTENTS
How are managers different from leaders?
293
Ingredients of leadership
293
Historical overview of key leadership
theories
293
Trait approaches to leadership
294
Behavioural theories
295
The University of Iowa studies
295
The Ohio State studies
295
The University of Michigan studies
296
The managerial grid
296
Contingency theories
297
The Fiedler model
297
Hersey-Blanchard s situational theory
299
Leader participation model
300
Path-goal theory
302
Contemporary approaches to
leadership
304
Transformational and transactional
leadership
304
Charismatic and visionary leadership
304
Leading change, creativity and
innovation
306
Leading an ambidextrous organization:
exploitative and explorative
innovation
309
Case
10.1
A lawyer finds his perfect
match
310
Challenges
312
Conclusion
313
Case
10.2
Disney s mild-mannered
prince crowned king Robert Iger s
style is very different from his
predecessor
313
Resources, readings and reflections
315
Chapter review questions
315
Hands-on exercise
315
Group discussion
315
Recommended reading
315
Some useful websites
316
References
316
11
THE INTERNAL ENVIRONMENT:
ORCHESTRATING STRUCTURE,
SYSTEMS AND RESOURCES
320
Introduction
320
The balanced scorecard: value
creation and performance
management
321
What is organizational structure?
322
Work specialization
322
Departmentalization
323
Chain of command
324
Span of control
324
Centralization and decentralization
325
Formalization
326
Situational factors
327
Corporate strategy
327
Organizational size
327
Environmental uncertainty
327
Structural forms
327
Traditional structures
328
Contemporary organizational
structures
329
Organizing for change, creativity and
innovation
330
Systems
332
Goal-setting and rewards systems
332
Evaluation
333
Resources
334
Sufficient resourcing
335
Systems of communication
338
Project selection
339
Conclusion
340
Resources, readings and reflections
341
Case
11.1
Floodgates open up to a sea of
ideas
341
Chapter review questions
344
Hands-on exercise
344
Group discussion
344
Recommended reading
344
Some useful websites
344
References
345
12
CULTURE: ENABUNG AND
CONSTRAINING CREATIVE
PROCESSES AT WORK
351
Introduction
351
The evolution of the concept
352
So what is organizational culture?
353
Different perspectives on organizational
culture
354
CONTENTS
Can we manage organizational
culture?
356
Why is culture an important determinant
of organizational creativity and
innovation?
356
Norms that promote creativity and
innovation
357
Norms that promote
implementation
359
Principles of creativity and innovation
362
Can strong, cohesive cultures hinder
innovation?
365
Conclusion
366
Resources, readings and reflections
367
Case
12.1
Cultures at work: the case of
Home Care Service
367
Chapter review questions
369
Hands-on exercise
370
Group discussion
370
Recommended reading
370
Some useful websites
370
References
370
13
CREATIVE INDUSTRIES,
INNOVATIVE CITIES AND
CHANGING WORLDS
374
Introduction
374
Entrepreneurship,
creative enterprise and
national prosperity
376
Creative industries
378
Advertising
378
Architecture
379
Art and antiques
380
Crafts
380
Design
381
Designer fashion
382
Film, video and photography
383
Music and visual and performing arts
383
Publishing
384
Software and electronic
publishing
385
Digital and entertainment media
385
TV and radio
386
The new age oi creativity: organizations,
people and location
386
Ambidextrous firms: managing paradox
in a changing world
389
Creative cities, class and regions:
Bohemians, tech-geeks and
baristas
390
Case
13.1
Elephant and flea: on
becoming an entrepreneurial
nomad
395
Conclusion
400
Resources, readings and reflections
401
Chapter review questions
401
Chapter quiz
401
Hands-on exercise
402
Group discussion
402
Recommended reading
402
Some useful websites
402
References
403
14
CONCLUSION
407
Introduction
407
Creative employees and the creative
process
408
Lessons for managing change, creativity and
innovation
409
Conclusion
411
References
412
Index
413
CONTENTS
|
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| indexdate | 2024-12-20T16:46:42Z |
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| open_access_boolean | |
| owner | DE-188 DE-473 DE-BY-UBG DE-Aug4 DE-83 DE-863 DE-BY-FWS |
| owner_facet | DE-188 DE-473 DE-BY-UBG DE-Aug4 DE-83 DE-863 DE-BY-FWS |
| physical | XVIII, 428 S. Ill., graph. Darst. |
| publishDate | 2014 |
| publishDateSearch | 2014 |
| publishDateSort | 2014 |
| publisher | SAGE |
| record_format | marc |
| spellingShingle | Dawson, Patrick Andriopoulos, Constantine Managing change, creativity and innovation Innovationsfähigkeit (DE-588)4530279-0 gnd Kreativität (DE-588)4032903-3 gnd Organisationsentwicklung (DE-588)4126887-8 gnd Change Management (DE-588)7606306-9 gnd |
| subject_GND | (DE-588)4530279-0 (DE-588)4032903-3 (DE-588)4126887-8 (DE-588)7606306-9 (DE-588)4123623-3 |
| title | Managing change, creativity and innovation |
| title_auth | Managing change, creativity and innovation |
| title_exact_search | Managing change, creativity and innovation |
| title_full | Managing change, creativity and innovation Patrick Dawson and Constantine Andriopoulos |
| title_fullStr | Managing change, creativity and innovation Patrick Dawson and Constantine Andriopoulos |
| title_full_unstemmed | Managing change, creativity and innovation Patrick Dawson and Constantine Andriopoulos |
| title_short | Managing change, creativity and innovation |
| title_sort | managing change creativity and innovation |
| topic | Innovationsfähigkeit (DE-588)4530279-0 gnd Kreativität (DE-588)4032903-3 gnd Organisationsentwicklung (DE-588)4126887-8 gnd Change Management (DE-588)7606306-9 gnd |
| topic_facet | Innovationsfähigkeit Kreativität Organisationsentwicklung Change Management Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=026853071&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT dawsonpatrick managingchangecreativityandinnovation AT andriopoulosconstantine managingchangecreativityandinnovation |