The Human Side of Managing Technological Innovation

Introduction. I. THE MANAGEMENT AND MOTIVATION OF PREFESSIONAL PERFORMANCE. Chapter 1 -- The Motivation of Technical Professionals. 1: Goerge Manners, Jr., Joseph Steger, and Thomas Zimmer: Motivating Your R&D Staff. 2: Michael Badawy: One More Time: How to Motivate Your Engineers. 3: Dennis Organ: The Subtle Significance of Job Satisfaction. 4: Ralph Katz: Organizational Socialization and the Reduction of Uncertainty. Chapter 2 -- Creativity and the Management of Creative Professionals. 5: Albert Shapero: Managing Creative Professionals. 6: Robert Kelley and Janet Caplan: How Bell Labs Creates Star Performers. 7: Thomas Kiely: The Idea Makers. 8: Min Basadur: Managing Creativity: A Japanese Model. Chapter 3 -- The Management of Technical Productivity and Vitality. 9: James Tipping, Eugene Zeffren, and Alan Fusfeld: Assessing the Value of Your Technology. 10: Robert Szakonyi: Measuring R&D Effectiveness. 11: Walter Robb: How Good Is Our Research?. II. MANAGING INNOVATIVE GROUPS AND PROJECT TEAMS. Chapter 4 -- The Management of High Performing Technical Teams. 12: Hans Thamhain and David Wilemon: Building High Performing Engineering Profject Teams. 13: Ralph Katz: How A Team at Digital Equipment Designed the "Alpha" Chip. 14: Harold Leavitt and Jean Lipman-Blumen: Hot Groups,. 15: Jon Katzenbach and Douglas Smith: The Discipline of Teams. 16: Robert Hershock, Charles Cowman, and Douglas Peters: From Experience: Action Temas that Work. 17: Ralph Katz: Managing Creative Performance in R&D Teams. Chapter 6 -- Managing Project Groups in a Matrix Structure. 18 How Project Performance Is Influenced By the Locus of Power in the R&D Matrix: Ralph Katz and Thomas Allen: . 19 Organizing and Leading "Heavyweight" Development Teams: Kim Clark and Steven Wheelwright: . 20 Lessons for an Accidental Profession: Jeffrey Pinto and Om Kharbanda: . III. THE MANAGEMENT AND LEADERSHIP OF TECHNICAL PROFESSIONALS. Chapter 7 -- The Role of the Technical Manager. 21: Michael Badawy: Why Managers Fail. 22: Gary Gemmill and David Wilemon: The Hidden Side of Leadership in Technical Team Management. Chapter 8 -- The Role of the Technical Leader. 23: Rosabeth Kanter: The Middle Manager as Innovator. 24: David Nadler and Michael Tushman: Beyond the Charismatic Leader: Leadership and Organizational Change. Chapter 9 -- Informal Leadership Roles in the Innovation Process. 25: Edward Roberts and Alan Fusfeld: Critical Functions: Needed Roles in the Innovation Process. 26: Gifford Pinchot, III: Innovation through Intrapreneuring. 27: Scott Shane: Cultural Differences in the Championing of Global Innovation. IV. THE MANAGEMENT OF PROFESSIONALS WITHIN INNOVATIVE ORGANIZATIONS. Chapter 10 -- Managing Technical Communications and Technology Transfer. 28: Thomas Allen: Distinguishing Science From Technology. 29: Thomas Allen: Communication Networks in R&D Laboratories. 30: Ralph Katz and Michael Tushman: A Study of the Influence of Technical Gatekeeping on Project Performance and Career Outcomes in an R&D Facility. Chapter 11 -- Creating Innovative Climates. 31: Thomas Peters: A Skunkworks Tale. 32: David Maister: The One-Firm Firm: What Makes It Successful. 33: P. Ranganath Nayak and John Ketteringham: 3M's Post-It Notes: What Makes It Successful. Chapter 12 -- Maintaining Innovative Climates. 34: Lucien Rhodes: That's Easy For You To Say. 35: Ralph Katz and Thomas Allen: Organizational Issues In the Introduction of New Technologies. 36: Marcie Tyre and Wanda Orlikowski: Managing Improvement in Process Technology Through Episodic Windows of Opportunity. V. THE MANAGEMENT OF ORGANIZATIONAL PROCESSES. Chapter 13 -- Decision Making Processes. 37: William Pasmore: Managing Organizational Deliberations in Nonroutine Work. 38: Kathleen Eisenhardt: Speed and Strategic Choice: How Managers Accelerate Decision Making. 39: Tony Hope and Jeremy Hope: Managing Performance With The Real Numbers,. Chapter 14 -- Organzational Practices and Policies. 40: Kate Kirkham and Paul Thompson: Managing a Diverse Work Force: Women in Engineering. 41: Luis Gomez-Mejia, David Balkin, and George Milkovich: Rethinking Rewards for Technical Employees. 42: Ralph Katz and Thomas Allen: Managine Dual Ladder Systems in RD&E Settings. Chapter 15 -- Manging For Rapid Product Development. 43: Christopher Meyer: A Six-Step Framework For Becoming a Fast-Cycle-Time Competitor. 44: Preston Smith and Donald Reinerstein: Shortening the Product Development Cycle. 45: The Hidden Costs of Accelerated Product Development. VI. MANAGING TECHNICAL INNOVATION. Chapter 16 -- Managing the Marketing/Technology Interface for New Product Development. 46: William Souder: Managing Relations Between R&D and Marketing in New Product Development Projects. 47: John Workman, Jr.: Engineering's Interactions With Marketing Groups in an Engineering-Driven Organization. 48: Robert Cooper: Examining Some Myths About New Product "Winners". Chapter 17 -- Managing the Dynamics of Innovation. 49: Eric von Hippel: Product and Process Concept Development Via the Lead User Method. 50: Lowell Steele: Technology Maturation and Technology Substitution. 51: Edward Roberts: Managing Invention and Innovation: What We've Learned