01410nam 2200385Ka 450 991069737790332120080807153215.0(CKB)5470000002387151(OCoLC)240726523(EXLCZ)99547000000238715120080807d2008 ua 0engtxtrdacontentcrdamediacrrdacarrierFatalities and fatality rates in alcohol-impaired crashes by state, 2005-2006[electronic resource] /Rajesh SubramanianWashington, D.C. :NHTSA's National Center for Statistics and Analysis,[2008]3 pages digital, PDF fileTraffic safety facts. Research noteTitle from title screen (viewed on Aug. 7, 2008)."February 2008.""DOT HS 810 920."Drinking and traffic accidentsUnited StatesStatisticsTraffic fatalitiesUnited StatesStatisticsStatistics.lcgftDrinking and traffic accidentsTraffic fatalitiesSubramanian Rajesh1397030National Center for Statistics and Analysis (U.S.)GPOGPOBOOK9910697377903321Fatalities and fatality rates in alcohol-impaired crashes by state, 2005-20063468186UNINA07286nam 22007094a 450 991095979080332120200520144314.097808144131040814413102(CKB)1000000000001144(OCoLC)70765243(CaPaEBR)ebrary10005785(SSID)ssj0000277580(PQKBManifestationID)11195987(PQKBTitleCode)TC0000277580(PQKBWorkID)10234707(PQKB)11559650(Au-PeEL)EBL3001732(CaPaEBR)ebr10005785(CaONFJC)MIL928793(CaSebORM)9780814413104(MiAaPQ)EBC3001732(OCoLC)960471444(OCoLC)ocn960471444(Perlego)728083(FR-PaCSA)88833332(FRCYB88833332)88833332(EXLCZ)99100000000000114420010510d2002 uy 0engurunu||||||||txtccrThe business of innovation managing the corporate imagination for maximum results /Roger Bean and Russell Radford1st editionNew York AMACOMc20021 online resource (311 p.) Bibliographic Level Mode of Issuance: Monograph9780814406311 0814406319 Includes bibliographical references (p. [291]-293) and index.Cover -- CONTENTS -- PREFACE -- ACKNOWLEDGMENTS -- 1. THE STRATEGIC IMPETUS FOR INNOVATION -- The Business of Innovation -- Three Big Ideas -- Innovation Matters -- Management Matters -- Strategy Is the Key Enabler -- The Creative Process: Who Are the Innovators? -- A System of Focused Innovation -- Alignment and Innovation -- Continuous Evolution -- PART ONE: THE BUSINESS OF INNOVATION -- 2. THE MIRACLE OF SYSTEMS -- Systems Thinking -- A World of Systems -- The Importance of Interrelatedness -- Feedback Loops: The Key to Understanding Systems -- Related Disciplines -- Applying Systems Principles -- Developing a Structure for Managing Innovation -- 3. A MODEL FOR MANAGING INNOVATION -- Seeing the Challenge Clearly -- The Innovation Management Model -- Four Different Systems -- Clusters of Innovation Activity -- Combining the Model with the Clusters -- Uses of the Model -- The Context for Innovation -- 4. NURTURING INNOVATION -- Developing and Nurturing an Environment of Innovation -- Management Development -- Strategy Development -- Employee Development -- Necessity versus Opportunity -- Creating the Favorable Environment for Innovation -- 5. INNOVATION WITH A PURPOSE -- Developing the Capacity Needed for Innovation -- Strategic Focus Is Always Market Focus -- Communicating the Strategy to Employees -- Getting and Organizing Information -- In Search of Competitive Advantage -- When the Target Keeps Moving: The International Space Station Project -- 6. DEVELOPING THE CAPACITY TO INNOVATE -- Strategic vs. Tactical Innovations -- Getting the Innovations We Need -- Ten Key Areas of Innovation Opportunity -- Examining the Key Areas of Innovation Opportunity -- Developing Capability within the Innovation Management Model -- 7. CRAFTING THE INNOVATING ORGANIZATION -- What Structure Is Best? -- Organizing for an Innovative Future.Recent Developments in Organizational Thinking -- Different Types of Organization Structure -- A Low-Tech Example of a High-Tech Challenge -- Upsetting Traditional Business -- A Hierarchy Based on Accountability Horizon -- Responsibility Based on Process Activity Clusters -- Seeing the Processes Differently -- The E-Friendly Organization Structure -- Steps in New Organization Design -- Revisiting the Innovation Management Model -- The Potential of Cost Savings -- Conclusion: Rethinking the Fundamental Structure of the Company -- PART TWO: SUPPORTING INNOVATION -- 8. INNOVATION AND ORGANIZATIONAL POLICY -- The Power of Organizational Policy -- What Is Policy? -- Sources of Policies -- Three Levels of Policy -- Supporting the Innovative Environment with Policies -- Planning Innovation -- Selecting Innovations to Pursue -- Funding Innovation -- Conclusion: Setting the Policies that Support Innovation -- 9. LEVERAGING LOGIC -- Logic, Critical Thinking, and the Scientific Method -- The Scientific Method -- Errors in Thinking -- Conclusion: Avoid Errors in Thinking to Make Better Decisions -- 10. COPING WITH SERENDIPITY -- Studying the Entire Market -- Shifting the Balance of Innovation -- When Things Unexpectedly Go Right -- More Things that Get in the Way -- How the System Handles the Unexpected -- Several Alternative Ways to Capitalize on Unexpected Innovation -- 11. MEASURING AND EVALUATING INNOVATIONS -- Evaluating the Corporate Innovation Strategy -- Evaluating Innovations -- A Framework for Evaluating Innovations -- Innovations in Evaluation -- PART THREE: LEADING INNOVATION -- 12. DEVELOPING AND IMPLEMENTING MARKET-FOCUSED INNOVATIONS -- Market-Focused Innovations -- From Idea to Launch -- Development Projects Are Projects -- Getting Ideas from the Market -- Designing the Innovation -- Teams: The Design Conundrum.Involving External Development Resources -- Cost: The Final Frontier -- Broadening the Innovation Target Area -- Experimentation and Prototyping -- Preparing for the Physical Launch -- 13. EXPLOITING MARKET-FOCUSED INNOVATIONS -- What Is Exploitation? -- What Does It Take to Exploit Success? -- 14. BRIDGING THE GAP BETWEEN THE OLD AND THE NEW ECONOMIES -- What Business Model? -- Organizing for E-Innovation -- Outsourcing Innovation -- Challenges for Innovative Organizations -- CONCLUSION -- 15. TOWARD THE FUTURE -- Breaking Paradigms -- Understanding the White Space -- Service Innovation -- Social Innovation -- Technological Innovation -- Scientific Innovation -- Conclusion: Innovation as the Life Force of the Organization -- BIBLIOGRAPHY -- INDEX -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- X.This is a guide to building innovative, creativity-rich organizations through astute and skillful management. Whatever the end goal, this book provides a systematic process for managing focused, usable innovation - without the micro-managing that can stifle creativity. With examples from McDonald's, Toyota, Palm (Pilot), 3M, Sony, Singapore Airlines and others, this model helps managers and executives: nurture an environment of innovation; support market-focused innovation through effective policies; gather expert feedback to properly evaluate innovations; develop and launch innovations successfully; and project future trends and developments.Knowledge managementOrganizational changeIntellectual capitalKnowledge management.Organizational change.Intellectual capital.658.4/06Bean Roger1946-1795184Radford Russell W729165MiAaPQMiAaPQMiAaPQBOOK9910959790803321The business of innovation4336283UNINA