This book, edited by INSEAD Professor Philip Anderson and Columbia University Professor Michael Tushman, shows the links between innovation, organizational architecture, executive teams, and the managing of change. The 41 articles that are included in the book have been carefully chosen from the current literature, with an introductory essay by the authors in which they show how the diagnostic model is applied to the problem of managing innovation.
In the introductory essay, the editors highlight themes recurring throughout the book, such as the systems nature of technology, the importance of history and path dependence, the cross-functional nature of innovation management, the paradox between efficiency and adaptability, and the role of executive leadership in managing through turbulence. The introduction provides a helpful road map that offers a coherent rationale for studying innovation management.
All modules in the book have editorial introductions that help to reinforce the links among technology, organizational architectures, and executive and managing teams. Introductions are also included for each chapter, explaining the fundamental point each reading raises and how it is integrated within the rest of the book. Managing Strategic Innovation and Change also features readings on topics including technological evolution, technology strategy, globalization, and organizational learning, offering a complete set of readings on the management of innovation.
Oxford University Press (2nd edition), 2004