Innovation is increasingly identified as "the" critical factor in
ensuring economic competitiveness. Departments of state and
quasi-governmental organizations in many countries including,
Austria, Australia, Canada, France, Germany, The Netherlands,
Sweden and the UK, have issued reports and calls to action; but
implementation will continue to be problematic unless the points
made in this book are taken into account.
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.
General
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