Organizing for innovation

Article Abstract:

In today's business environment, there is no executive task more vital and demanding than the sustained management of innovation and change. Rapid changes in the marketplace make it essential to think in terms of the future. This article discusses the various types of innovation and focuses on how to organize for today's work while managing for tomorrow's innovation. It also deals with the role of leadership - specifically, the relationship between executive leadership and innovation. (Reprinted by permission of the publisher.)

Methods, Innovations, Management research, Leadership

---

The impacts of IT on firm and industry structure: the personal computer industry

Article Abstract:

The significance of information technology, for organizational change in computer sector, is examined.

Electronic computers, Information Systems & Theory, Usage, Computer industry, Microcomputer industry, Information technology, Technology application

---

Organizational DNA for strategic innovation

Article Abstract:

The impact of organizational structure, on business innovation, is examined.

Forecasts, trends, outlooks, Forecasts and trends, Market trend/market analysis, Organizational structure

Similar abstracts:

• Abstracts: Transforming an organization: using models to foster a strategic conversation. Adaptive latitude: environment, organization, and individual influences
• Abstracts: Capital Rationing and Organizational Slack in Capital Budgeting. Project evaluation and control in decentralized firms: is capital rationing always optimal?
• Abstracts: Modeling coordination in organizations and markets. Decision rules and transactions, organizations and markets
• Abstracts: Bridging behavioral and economic theories of decline: organizational inertia, strategic competition, and chronic failure
• Abstracts: Bidding for contests. Implicit cost allocation and bidding for contracts

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.