University Press Scholarship Online You are looking at 1-9 of 9 items for: keywords : management innovation Management Consultancy Andrew Sturdy, Karen Handley, Timothy Clark, and Robin Fincham Published in print: 2009 Published Online: May 2009 ISBN: 9780199212644 eisbn: 9780191707339 acprof:oso/9780199212644.001.0001 Drawing on a three year, in depth, fly on the wall study of clientmanagement consultant interactions, knowledge flow in management consultancy projects is shown to be mediated by multiple and shifting boundaries or insider outsider relationships. This challenges dominant assumptions about management consultancy as being either a source of new ideas and processes or simply the legitimation of client knowledge. Rather, different actors, roles, and types of knowledge are involved in an interactive and dynamic process where various boundaries are constructed, reinforced, negotiated, and transformed. The chapters selectively explore these dynamics, revealing the importance of boundary complexity; the role of humour and challenge in often tense relationships; and the importance of shared knowledge domains such as sector knowledge. They are based upon a model of client consultant relationships developed from theories of knowledge and social boundaries. A wide range of consultancy contexts are covered, including: a US based strategy firm and a multinational client; the public and private sectors; a sole practitioner consultant; and IT implementation in financial services. These have a wider significance in terms of our understanding of project working, innovation/change, inter-organizational relations and professional and business services. Management Innovation at Toshiba: The Introduction of the Company with Committees System Hisayoshi Fuwa in Corporate Governance and Managerial Reform in Japan Published in print: 2009 Published Online: February 2010 ISBN: 9780199563630 eisbn: 9780191721359 acprof:oso/9780199563630.003.0009 Page 1 of 5
In this chapter, Hisayoshi Fuwa shows how corporate governance and management innovation were closely linked in Toshiba Corporation. Drawing on first hand experience, he shows that introduction of the company with committees system in 2003 was preceded by the introduction of a management officer system in 1998, which sought to separate supervision from management execution, and to speed up decision making. Furthermore, it helped to nurture a greater effort among the management officers. This gave Toshiba confidence in operating a management system in which supervision and execution were separate, and enabled the smooth introduction of the company with committees system. The result was improved speed and flexibility of management, which facilitated innovation. Toshiba focused on key businesses that can sustain future growth and profitability, faster innovation, and corporate social responsibility based management at the core of its business. Achieving this requires generating value for all stakeholders, and balancing their interests. Management Innovation in the UK Consulting Industry Joe O Mahoney in Managing Services: Challenges and Innovation Published in print: 2013 Published Online: January 2014 ISBN: 9780199696086 eisbn: 9780191767869 acprof:oso/9780199696086.003.0006 What enables and constrains a firm s ability to develop management innovations? This paper argues that existing answers to this question too often focus exclusively on the agency of strategic decision-makers, an approach that fails to account for the changing nature of innovative activity over time. Here, using qualitative and quantitative data from a four-year study of UK consultancies, it is shown first that management innovation in consultancies is changing and second that many of these changes are a response to the shifting socio-economic environment of the industry. Theoretically, these findings highlight the possibilities of using critical realist ontology to link together the micro-, meso- and macro-levels of analysis in developing a dynamic understanding of why management innovation changes over time. Page 2 of 5
Managing the Development and Transfer of Process Technologies in the Semiconductor Manufacturing Industry Melissa M. Appleyard, Nile W. Hatch, and David C. Mowery in The Nature and Dynamics of Organizational Capabilities Published in print: 2001 Published Online: November 2003 ISBN: 9780199248544 eisbn: 9780191596155 0199248540.003.0008 A considerable literature on firm level differences in capabilities deals with product innovation, whereas intra firm management of process innovation has received less attention. This paper analyses the management of the new process technologies in the semiconductor industry. It shows that successful development and introduction of new process technologies relies on the replication of complex routines within a firm, since in many cases a new manufacturing process is developed in an R and D facility and then transferred to a manufacturing site. Firmspecific differences in the management and organization of process innovation, as well as in the degree of coordination of new product and new process development strategies, appear to be significant and influence performance. Management Innovation William Lazonick and David J. Teece (eds) Published in print: 2012 Published Online: May 2012 ISBN: 9780199695683 eisbn: 9780191738265 acprof:oso/9780199695683.001.0001 Alfred D. Chandler, Jr. was, by general consensus, the pre-eminent business historian of the twentieth century. Through a prodigious body of work, Chandler made the study of the evolution of business enterprise integral to the study of the evolution of economy and society. His work combined detailed historical investigations with grand sociological syntheses. As a result, Chandler's study of the modern business enterprise invited social scientists and business academics as well as historians to contribute to our understanding of a central institution of our time. Chandler revealed how managerial activity was central to the functioning of successful industrial corporations, and hence to the performance of the economy as a whole. This book gathers together contributions from management scholars fundamentally influenced by the work of Chandler to discuss management innovation, the ways in which people who exercise strategic control over the allocation of resources put in place organizational structures that can Page 3 of 5
enable an enterprise to prosper and grow. The volume offers a range of perspectives to examine the challenges that corporate management encounters. Surfing the New Wave of Open Innovation Research Wim Vanhaverbeke, Henry Chesbrough, and Joel West (eds) in New Frontiers in Open Innovation Published in print: 2014 Published Online: December 2014 ISBN: 9780199682461 eisbn: 9780191762895 acprof:oso/9780199682461.003.0015 This chapter integrates the conclusions of the different chapters into a coherent picture. The chapters outlined how open innovation research should evolve in their particular research area. The chapter integrate these ideas and crosslink them to each other, but it also focuses on topics that have not been covered and, in its opinion, still deserve more attention in the future. The Rise of Emerging Market Multinationals Afonso Fleury, Silas Costa Ferreira Junior, and José Henrique Dell Osso Cordeiro in Emerging Indian Multinationals: Strategic Players in a Multipolar World Published in print: 2016 Published Online: June 2016 ISBN: 9780199466467 eisbn: 9780199086832 acprof:oso/9780199466467.003.0010 The rise of multinationals from emerging countries (EEMNEs) sparkled a debate in regards to the need of new theories to explain that phenomenon. Early explanations of EEMNEs competing abroad focused on fortuitous access to country specific advantages; no theories for that spurious event were needed. Then some EMNEs became global leaders creating support for those who voiced for new theories. The debate settled down when a third group proposed to study EMNEs to extend existing theories. That is the approach undertaken in this chapter. To make a complete and reliable picture of the implications to international management would be difficult and risky because there are methodological difficulties yet to be tackled and the evolution of the subject is very rapid. However, recent findings in international management became accepted by academia. In this chapter, contributions to production and operations management, innovation management, and strategic management are highlighted. Page 4 of 5
Open Innovation Arthur B. Markman (ed.) Published in print: 2016 Published Online: June 2016 ISBN: 9780199374441 eisbn: 9780190609023 acprof:oso/9780199374441.001.0001 Many firms want to innovate, but have a hard time overcoming their corporate culture to allow them to develop and commercialize innovative ideas. This book brings together contributions from academics and people in the business community to explore methods for opening up the innovation process to make it more successful. The book starts by defining the concept of open innovation. Then, it examines ways to bring more people into the innovation process at all stages including idea development, evaluation, and commercialization. This work provides a current perspective on the state-of-the-art in open innovation. Applying the Value-Driven Perspective to Service Innovation Peder Inge Furseth and Richard Cuthbertson in Innovation in an Advanced Consumer Society: Value-Driven Service Innovation Published in print: 2016 Published Online: March 2016 ISBN: 9780198705116 eisbn: 9780191774218 acprof:oso/9780198705116.003.0009 Chapter 9 reflects on the original goal of this book to provide an integrated view of service innovation that reflects the global, digital, service-dominant, consumer society of today. This chapter discusses the complexity of creating value through innovation in a consumer society, the role of leadership, the firm s values, strategy and mission. The Service Innovation Triangle aims to be a comprehensive model, covering both theory and practice, supporting the ideation and the commercialization of service innovation. This universal model can be applied in any sector, and has been applied in sectors as different as grocery retailing, tech and social care. As in real life, innovation can start anywhere in the model; it is a framework, not a prescription. However, a systematic approach is also proposed when there is no obvious starting point. Page 5 of 5