Creativity and Strategic Innovation Management: Directions for Future Value in Changing Times, 2nd Edition (Paperback) book cover

Creativity and Strategic Innovation Management

Directions for Future Value in Changing Times, 2nd Edition

By Malcolm Goodman, Sandra M. Dingli

Routledge

326 pages | 54 B/W Illus.

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Description

Creativity and Strategic Innovation Management was the first book to integrate innovation management with both change management and creativity to form an innovative guide to survival in rapidly changing market conditions. Treating creativity as the process, and innovation the result, Goodman and Dingli emphasise the importance of a strategic approach to management through fostering creative processes.

Revised and updated for a second edition, this ground-breaking book now includes:

  • A new section on contemporary themes in innovation management, such as the use of social media and sustainability.
  • More coverage of entrepreneurship, ethics, diversity issues and the legal aspects of technology and innovation management.
  • More international cases and real life examples.

The book is also supported by a range of new tutor support materials.

This textbook is an ideal accompaniment to postgraduate courses on innovation management and creativity management. The focused approach by Goodman and Dingli also makes it useful as supplementary reading on a range of courses from management of technology to strategic management.

Reviews

Creativity and Strategic Innovation Management is a useful guide for both academics and practitioners who are interested in the link between creativity and the strategic management of innovation in an organisational context.

Steven Pattinson, Senior Lecturer in Strategy, Entrepreneurship and Innovation, Course Leader Executive MBA (part-time), Sheffield Business School, UK

This text provides a practical and timely socially responsible insight into the need for and advice on how to design a strategic innovation strategy in times of discontinuous change in the business environment.

Asif Majid, Senior Lecturer, Enterprise and Strategic Management, Sheffield Business School, UK

This is a key text for anyone seriously interested in innovation management. It combines the most current thinking with excellent examples to guide the reader through the maze of innovation. The text provides a clear roadmap for innovation mangers and students on how to deal with the practical challenge of building innovative organisations in a rapidly changing environment.

Christos Tsinopoulos, Senior Lecturer in Operations & Project Management & Director of Master in Management Programmes in the Business School, Durham University, UK.

Table of Contents

Table of Contents

PART I

The challenge of changing times

1 The changing business environment

Learning objectives

Introduction

Context

What is change?

Understanding the causes of change

Socio-cultural forces

Economic forces

Technological trends

Environmental

Cause, effect and apprehension

Complexity and change

Key principles

Creating wealth

Factors of production

Creativity

What is creativity?

Consequences of the business paradigm shift

Types of change

Incremental change

Transitional change

Transformational change

Change drivers

Practice

Business paradigms

Marketing and management myopia

Least cost production paradigm

Marketing paradigm

Customer-perceived value paradigm

Service dominant logic paradigm

Post-capitalist paradigm

Action

Backwards or forward into the future?

The challenge of change

Challenges of initiating change

Challenges of sustaining momentum

Challenges of system-wide thinking

Challenge to traditional management

Summary

Discussion questions

Case exercise

Nokia 1 Early success in the mobile phone industry

References

Selected YouTubes

2 Key business decisions

Learning objectives

Introduction

Context

Time frame decisions

Information overload

Shareholder , finance and government pressure

Shortening business life-cycles

Feel or process?

Key principles

Business decision process

Rational model

Real world complications

Contingency approach

Concepts of efficiency and effectiveness

The S-curve

Three strategic approaches

Limpet strategy

Cautious strategy

Innovative strategy

Practice

Two key questions

Concept of customer-perceived value revisited

Managing bias

Action

Making decisions – blending knowledge with experience to achieve know-how

Linking creativity, entrepreneurship and innovation

Summary

Discussion questions

Case exercise

Tyrell’s – When the chips are down raise a glass!

References

Selected YouTubes

3 Management revisited

Learning objectives

Introduction

Horse sense!

Context

Global business environment

Key principles

A divertimento

Defining management

Primary management processes

Redefining management action – control or lead?

Putting the emphasis on control

Putting the emphasis on leadership

Management: quo vadis?

Practice

Essential management skills

Managing self and individuals

Managing groups

Managing an organisation

Ethical considerations

Broad management styles

Organisational development

Is there a correct style?

Japanese management approach

Japanese management culture

Japanese management techniques

Theory Z

Quality of Work life

Quality circles

Action

New skills for a new world

Summary

Discussion questions

Case exercise

SASOL

References

Selected YouTube videos

 

 

 

 

 

 

PART II

Innovation from theory to practice

1 Business creativity

Learning objectives

Introduction

Nasruddin

Context

What is creativity?

Definitions

Process

Generate ideas

Creative people

Strive for originality

Provide examples of their work

Key principles

Understanding thinking

Physiology of the brain

The working brain – a synaptic wonder

Practice

Contextual factors affecting personal creativity

Organisations and creativity

Expressing natural skills

Action

Assessing personal creative potential

Personal Creativity Audit

Personal creativity in action

Work environment and performance

Left brain and right brain thinking model

Learning skills

Introducing the Total Thinking model

Perception

Half-brained thinkers!

Creative thinking applications

Summary

Discussion questions

Exercises

Sexism

Beijing Express problem

References

Selected YouTubes

Appendices

CPS Toolbox notes

5 Applied business creativity

Learning objectives

Introduction

Context

Challenge of change

Stimulating creative thinking

Creativity and intelligence

Key principles

The Quick-Fix approach

The creative problem solving approach

Note-taking skills

Memory friendly information

Learning skills

Picture perspectives

Getting to grips with Creative Individual Problem Solving

Demonstration exercise: organising a perfect wedding

Practice

Building an introductory CPS toolkit

Action

CPS facilitation

Individual or personal CPS activity

Group CPS activity

Organisational CPS activity

Summary

Discussion questions

Case Exercise

Toymaker I

References

Selected YouTubes

Appendix

CPS toolbox notes

 

 

6 Business innovation

Learning objectives

Introduction

Context

Why innovate?

What is innovation?

Strategic innovation management

Key principles

Commitment

Getting started

Innovation champions

Levels of innovation

Incremental innovation

Radical innovation

Architectural innovation

Technological innovation

Sources of ideas

Closed sources

Open sources

The innovation process

Phase 1: initial spark of creativity

Phase 2: idea evaluation

Phase 3: invention

Phase 4: external and internal launch

Idea selection

Idea funnel

Stage-gate model

Intellectual capital

Knowledge and technology transfer

Practice

Harnessing systems thinking

Hard systems approach

Soft systems approach

Action

Private sector

Innovation in MNCs

Innovation in SMEs

Public sector

Innovation in NGOs

Innovation in charities

Innovation in state funded organisations

Innovation bottlenecks

Lack of ‘time to think’

Bureaucracy

Structure

Poor lateral communication

External talent

Financial constraints

Limiting paradigms

Inappropriate mental modes

Limitations of traditional teaching and training

 

Summary

Discussion questions

Case exercise

Nokia II: Out of the ashes of disaster grow the roses of success

References

Selected YouTubes

7 Organisational culture and climate

Learning objectives

Introduction

Context

Need for group (collective) creativity

Key principles

Management commitment

Management and creativity

Management styles

Manager’s interests

Group behaviour

Group participation

Loyalty and group participation

Working in groups

Establishing group beliefs

Empowering groups to perform

Encouraging group members to interact

Attempting to understand interactions

Preparing for group activity

Leadership role

Group rewards

Group selection and initial briefing

Managing groups

Advantages

Disadvantages

Solo or team run?

Belbin’s Team Roles

Tuckman model

The MBTI inventory/Jung’s personality typologies

The KAI inventory

Practice

Empowering people

First task of a CPS facilitator

Second task of a CPS facilitator

Third task of a CPS facilitator

Process role of a CPS facilitator

Key process skills

Conflict in groups and teams

Action

Concepts of organisational culture and climate

Organisational attitude and commitment

Organisational philosophy

Organisational climate

Key factors for developing a climate that fosters innovation

Leading individuals and teams

Vertical and lateral communications

Trust

Motivation

Rewards and recognition

Training and staff development

Sustaining an organisational climate

Can climate and culture be assessed?

Ekvall’s Creative Climate Questionnaire

Isaksen’s Situational Outlook Questionnaire

Great Place to Work Institute

Workplace democracy

Summary

Discussion questions

Case exercise

Samsung

References

Selected YouTubes

Appendices

7.1 Management traits assessment

7.2 Group CPS Audit

7.3 Assessing group performance

 

 

8 Overcoming resistance: mindsets and paradigms

Learning objectives

Introduction

Context

The power of mindsets and paradigms

Key principles

Group mindsets

Organisational mindsets

Challenging mindsets

Psychological factor sets

Perception

Learning

Beliefs and attitudes

Creativity blockers

Perceptual

Emotional

Process skill blockages

Communication blockages

Environmental blockages

Cultural blockages

Practice

Obstacles to individual business creativity

Tiredness

Anxiety

Negativity

Fear of failure

Obstacles to group business creativity

Common problems that challenge the effectiveness of hard sytems thinking

Diagnosis

Belief in measurement

Risk spots

Faith in management techniques

Action

Working with others

Viewing management problems

Fixed vs. growth mindsets

Nudges and wise interventions

Summary

Discussion questions

Case exercise

Rose Tree Garden Centre

References

Selected YouTubes

 

 

 

 

 

 

 

 

PART III Linking creativity to strategic innovation

9 Applied business innovation

Learning objectives

Introduction

Context

Innovation idea sources

Key principles

Closed innovation

Open innovation

Open-source software (OSS)

Advantages of OSS

The impact of open-source software

Practice

Closed innovation idea sources

Idea management systems

Onsite creativity centres

Open innovation idea sources

Capturing ideas

External R&D agencies

Idea scouts & idea connectors

Key personnel, technology transfer

Contractual arrangements

Developing ideas

Co-creation

Crowdsourcing

Social networking

Risk factors

Unpredictability vs. certain success

Action

Innovation networks

Innovation and entrepreneurship

Summary

Discussion questions

Case exercises

Toyota

References

Selected YouTubes

10 Building a strategic innovation model

Learning objectives

Introduction

Context

STEP 1 Checking the now before thinking about the how

Rethinking time

Rethinking space

Rethinking mass

Linking the Einstein metaphor with strategic innovation

STEP 2 Conventional approach to strategic innovation

Content

Process

Tools

STEP 3 Basic processes of strategic innovations

Four key stages

Key principles

STEP 4 Innovation action plan

Practice

STEP 5 Reviewing the business

Challenging paradigms and mindsets

STEP 6 Reviewing the market

Deciding which customers to target

Challenging mindsets and paradigms

STEP 7 Reviewing the market offering

Approach to innovation

Challenging mindsets and paradigms

STEP 8 Creating customer-perceived value

Buyer experience cycle

The customer-perceived value map

STEP 9 Characteristics of strategically innovative organisations

Culture

Structure

Processes

Systems

People

Action

STEP 10 Purpose of strategic innovation

STEP 11 Transformation through strategic innovation

STEP 12 Holistics approach to strategic innovation management

STEP 13 Key principles

Create purpose

Make innovation happen

Sustain model development

STEP 14 Final thoughts

Summary

 

Questions for discussion

 

Case exercise

Yamaha Motor Company

References

 

Selected YouTubes

 

 

 

 

PART IV Strategic innovation in changing times

11 The importance of leadership

Learning objectives

Introduction

Context

Avoiding contextual myopia

Key principles

Leadership competencies

Difference between management and leadership

Qualities of a manager

Qualities of a leader

Comparison between managers and leaders

Theories of leadership I: Trait theories

Theories of leadership II: Behavioural theories

Theories of leadership III: Contingency theories

Theories of leadership IV: Emerging theories

Charismatic leaders

Leadership characteristics

Visionary leaders

Transactional leaders

Contemporary leadership thinking

Courageous leadership

Leadership and management – are they mutually exclusive?

Practice

Assessing individual leadership skills audit

Action

Seizing the initiative

Leadership challenges

Leaders and Innovation

Changing role of leadership

Summary

 

Discussion questions

 

Case exercise

African leaders

 

References

 

Selected YouTubes

 

Appendix

Assessing individual leadership skills audit interpretation

12 Business social responsibility

Learning objectives

Introduction

Context

Business socialisation

Revival

Leading issues

Key principles

Definition of Business Social Responsibility (BSR)

Business ethics

Value of high ethical standards

Corporate social responsibility (CSR)

Carroll’s pyramid

Generating and sharing social value

Well-being

Practice

Exploring the bottom line

People issues

Planet issues

Environmental responsibility

Resource sustainability

Circular economy

Profit issues

Executive pay

Rank and file pay

Business profiteering

Effects of MNC profit strategies on SMEs

Action

Business solidarity: implementing CSR

Community

Workplace

Market place

Environment

Global recognition of Business Social responsibility (BSR)

Organisational approaches to CSR

Global or local?

A matter of attitude

Summary

 

Discussion questions

 

Case Exercise

Malinos Rio de la Plata

References

Selected YouTubes

 

13 Organisational renewal for strategic innovation management

Learning objectives

Introduction

Context

View from the boardroom

Key principles

Business game components

Benefactors

The risk paradox and casino market games

Bets, sweats and debts

Investment

Business game players

Multinational corporations (MNCs)

MNCs are gaining strength in Africa, Asia and South America

The importance of small medium sized enterprises (SMEs)

Corporate game players

Profit quest

Growth quest

Corporate game strategies

Operating paradigms

The Three-way Stretch model

Practice

Assessing organisational culture

Selecting organisational style

Inside or outside track?

Theory Z revisited

Theory WB approach

Managing change to boost well-being, creativity and innovation

Well-being

Managing change to boost well-being, creativity and innovation

A new workplace democracy model

Disadvantages of workplace democracy

Action

Conventional planning practice

Reasons for pre-planning

Understand the people

Encourage well-being

Understand the task

Understand the organisation

Develop plans

Pre-planning a culture change programme

Strategic approaches of Theory Y and Theory WB organisations

Importance of gaining and retaining trust

Summary

 

Discussion questions

 

Case Exercise

Semco

References

 

Selected YouTubes

 

Appendix

13.1 Organisational creativity audit interpretation

 

 

14 Reflections

Learning objectives

Introduction

Context

Business trends

African trends

Instant availability

Responsible consumption

Transaction convenience

Gender equality

Improved online services

Asian trends

Network connections

Corporate social responsibility

Heritage appeal

Responsible business

The informal economy meets smartphone culture

European trends

The Euro: means not an end in itself

Connecting customers

Targeting Millennials

Importance of SMEs

Need for product and service information

Call for strategic innovation

South American trends

Immigration and integration

Urbanisation

Marketing to the time poor

Co-creating customer-perceived value

Digital opportunities for SMEs

Key principles

Management and organisation

Key trends

Organisational culture

Theory WB model

Determinants of organisational culture

Leadership

Emergence of multiple layered leadership

Key trends

Creativity and innovation

Growing importance of creativity and innovation

Group creativity and self-management

The pursuit of happiness

Practice

Revisiting the practices of wealth creators

Economic system

The trumpet sounds

Environment

The trumpet sounds

Society

The trumpet sounds

Action

Time for a rethink

Summary

 

Discussion questions

 

Case Exercise

Semco

References

 

Selected YouTubes

 

Appendix

13.1 Organisational creativity audit interpretation

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

About the Authors

Malcolm Goodman is Senior Teaching Fellow at Durham University, UK.

Sandra M. Dingli is Associate Professor at The Edward de Bono Institute for the Design & Development of Thinking, University of Malta, Malta.

Subject Categories

BISAC Subject Codes/Headings:
BUS000000
BUSINESS & ECONOMICS / General
BUS042000
BUSINESS & ECONOMICS / Management Science
BUS063000
BUSINESS & ECONOMICS / Strategic Planning

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