Readings 3 and 4

Open University Business School MBA B822 Creativity, Innovation and Change

• Readings 3
• Part 1 Innovation
• Section 1 Innovation Life Cycle
• A manual of strategies for discovering, R.S. Root-Bernstein
• Towards the fifth-generation innovation process, R. Rothwell
• Section 2 Scanning
• Practice "Creative Swiping", T. Peters
• The wrong kind of chaos? The early days of an NHS Trust, S. Harrison, N. Small and M. Baker
• Section 3 Structure
• The human side of management, W. Hewlett
• Section 4 Systems
• America's most successful export to Japan: continuous improvement programmes, D. M. Schroeder and A. G. Robinson
• From lean production to lean enterprise, J. P. Womack and D. T. Jones
• Japanese-style partnerships: giving companies a competitive edge, J. H. Dyer and W. G. Ouchi
• The way forward — partnership sourcing, K. L. Lewis and S. Lytton
• ABB and Ford: creating value through co-operation, S. C. Frey, Jr. and M. M. Schlosser
• Building a visionary company, J. C. Collins and J. I. Porras
• Implementing the new product development process, J. Bessant and D. Francis
• Section 5 Success Factors
• Restoring people to the heart of the organization of the future, R. Moss Kanter
• Why the last shall be the first and the first shall fade away, J. Kay
• Building the innovative organization, J. Tidd, J. Bessant, K. Pavitt
• Small business growth and owners' motivation, C. Gray
• Part 2 Climate
• Section 1 Entrepreneurship
• William Gates III, E. Zuckerman
• On Margaret Thatcher's downfall, A. Raphael
• Section 2 Climate
• Trust and the virtual organization, C. Handy
• Managing change in the Employment Service, M. E. G. Fogden
• Strategy and culture in practice, T. J. Watson
• Managing culture: fact or fiction?, K. Legge
• Competitive advantage through people, J. Pfeffer
• Part 3 Transforming Organizations
• Section 1 Quality
• In search of TQM, S. Hill and H. Wilkinson
• Bridging the total quality/continuous improvement gap at Lucas car diesel systems, R. Harding
• Section 2 Reengineering
• Reengineering work: don't automate, obliterate, M. Hammer
• Reengineering: business change of mythic proportions?, T. Davenport and D. Stoddard
• Section 3 Knowledge Management
• The knowledge-creating company, I. Nonaka
• Section 4 Empowerment
• Empowerment or else, R. Frey
• The empowerment of service workers: what, why, how, and when, D. E. Bowen and E. E. Lawler III
• Section 5 The Learning Organization
• Building a learning organization, D. A. Garvin
• Rebuilding behavioural context: turn reengineering into people rejuvenation, C. A. Bartlett and S. Ghoshal
• Readings 4
• Trust, F. Fukuyama
• The Chinese family business enterprise, M. Weidenbaum
• Privatisation policy and performance, P. Cook and C. Kirkpatrick
• Institution building: Examining the fit between bureaucracies and indigenous systems, T. Nicholson
• Indigenous management and the management of indigenous knowledge, D. Marsden

MBA material, what do you expect?