|
|
|
|
|
|
|
|
1. |
Record Nr. |
UNINA9910785508303321 |
|
|
Autore |
O'Sullivan David |
|
|
Titolo |
Applying Innovation [[electronic resource]] |
|
|
|
|
|
Pubbl/distr/stampa |
|
|
Thousand Oaks, : SAGE Publications, 2008 |
|
|
|
|
|
|
|
ISBN |
|
|
|
|
|
|
Descrizione fisica |
|
1 online resource (425 p.) |
|
|
|
|
|
|
Altri autori (Persone) |
|
|
|
|
|
|
Disciplina |
|
|
|
|
|
|
|
|
Soggetti |
|
Organizational change |
Technological innovations - Management |
Management |
Business & Economics |
Management Styles & Communication |
|
|
|
|
|
|
|
|
Lingua di pubblicazione |
|
|
|
|
|
|
Formato |
Materiale a stampa |
|
|
|
|
|
Livello bibliografico |
Monografia |
|
|
|
|
|
Note generali |
|
Description based upon print version of record. |
|
|
|
|
|
|
Nota di contenuto |
|
Cover; Brief Contents; Detailed Contents; Introduction; Part I - Understanding Innovation; Chapter 1 - Defining Innovation; Chapter 2 - Managing Innovation; Chapter 3 - Processing Innovation; Part II - Defining Innovation Goals; Chapter 4 - Analyzing Environments; Chapter 5 - Defining Objectives; Chapter 6 - Measuring Indicators; Part III - Managing Innovation Actions; Chapter 7 - Creating Ideas; Chapter 8 - Managing Projects; Chapter 9 - Developing Products; Chapter 10 - Balancing Portfolios; Part IV - Empowering Innovation Teams; Chapter 11 - Leading Innovation; Chapter 12 - Building Teams |
Chapter 13 - Motivating PerformancePart V - Sharing Innovation Results; Chapter 14 - Managing Knowledge; Chapter 15 - Building Communities; Chapter 16 - Extending Innovation; Appendices; Appendix 1: Sample Innovation Plan; Appendix 2: Innovation Activities; References; Index; About the Authors |
|
|
|
|
|
|
|
|
Sommario/riassunto |
|
A step-by-step approach to applying high-impact innovation principles in any organization Innovation is an important force in creating and sustaining organizational growth. Effective innovation can mean the difference between leading with a particular product, process, or service-and simply following the pack. Innovation transforms mediocre |
|
|
|
|