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.
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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.
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
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