The Strategic Management of Technological Innovation
Published on 24. October 1990
Book
Hardback
418 pages
978-0-471-92499-9 (ISBN)
Description
This book sets out to explore an emergent discourse between the designers of new products and processes and those whose control over strategic resources is helping to shape the creation of new markets and organizational forms. Its origins lie in the weekly meetings between members of the ESRC Work Organization Research Centre (WORC) at the Aston Business School between the years 1982 and 1987. This was a period during which the context of work organization was adapting to the challenges presented by potentially revolutionary changes in technology. In order to understand the nature of these changes it became clear that WORC had to move its focus away from that contained in the labour processes alone to the wider contextual influences on managerial thought and action. Over the last decade scholarship in the field of organizational studies has become increasingly focused on the strategic aspects of management. In other disciplines such as political economics the impact of new technology on strategic action has been of increasing concern. To some extent also the influence of strategic action on technological choices has been treated in the management literature.
The balance is still perhaps toward the technologically deterministic approach. One of the goals of this volume is to make a modest contribution to redressing this balance.
The balance is still perhaps toward the technologically deterministic approach. One of the goals of this volume is to make a modest contribution to redressing this balance.
More details
Language
English
Place of publication
Chichester
United Kingdom
Publishing group
John Wiley and Sons Ltd
Target group
College/higher education
Professional and scholarly
Illustrations
33 line drawings, 17 tables, index
Dimensions
Height: 54 mm
Width: 35 mm
Weight
720 gr
ISBN-13
978-0-471-92499-9 (9780471924999)
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Schweitzer Classification
Content
Part 1 Strategies in context: effective strategies in emerging industries, Roland Calori; turnaround strategies for strategic business units with an ageing technology, Rudy Moenaert et al; strategic prescriptions which undervalue innovation - lessons from the automotive components industry, Christopher Carr; technology and competitives strategy in food retailing, Jacqueline Senker; footfalls of the future - the emergence of strategic frames and formulae, Ray Loveridge. Part 2 Structure, boundaries and alliances: the strategic analysis of inter-organizational relations in biotechnology, John Freeman and Stephen Barley; the mutual organization - a new form of co-operation in a high-technology industry, Christian Koening and Raymond-Alain Thietart; the decentralization and fragmentation of industrial R&D, Richard Whittington; determinants, processes and strategies of technological innovation - towards an interactive paradigm, Michael Saren; innovation-design and innovation poles, Peter Clark and Christopher DeBresson. Part 3 Crisis, learning and adaptation: crisis modes of strategic transformation - a new metaphor for managing technological innovation, Martyn Pitt; technological change strategy formulation, Ken Clarke and Howard Thomas; new production technology and work roles - a paradox of flexibility versus strategic control, Bryn Jones; the strategic management of organizational transformation - Cadbury Limited in its sector, John Child and Christopher Smith; incremental innovation and appropriative learning styles in direct services, Ray Loveridge; managing the future - questions and dillemas, Martyn Pitt.