Managing Innovation and Change

Front Cover
SAGE Publications, May 24, 2002 - Business & Economics - 294 pages
Praise for the First Edition:

`An excellent range of subjects... this book challenges us to face ourselves and our own addictive patterns and to question how we may be colluding with the addictions of our client organizations.′ - Management Education and Development

Following on from its successful predecessor, Managing Innovation and Change explores procedures for managing innovation, opening organizational cultures and developing organizational systems and staff.

The readings present key writings by well-known international contributors who collectively present an accessible account of ways to develop and sustain an innovative organisation. The book is split into six sections which introduce the reader to the changed business context, new ways of managing people, policies and practices for managing innovation, the role of partnerships and networks, some contrasting ways of restructuring organisations and the impact of technology.

Managing Innovation and Change illustrates the variety of thinking about innovation in organisations and describes strategies and practical procedures for dealing with innovation and change. It offers a timely overview of the management of innovation in a changing environment.

The book is a Reader for The Open University Business School MBA course Creativity, Innovation and Change.

Jane Henry and David Mayle Co-Chair The Open University Creativity, Innovation and Change masters course. Jane is an applied psychologist and David a physicist by background. Both have been writing for, training and consulting to public, private and voluntary organisations for over twenty years.

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About the author (2002)

Jane Henry is a senior lecturer and applied psychologist at the Open University. She is the editor of the Creative Management and Managing Innovation and Change Readers, also published by SAGE and now in their second edition.