Explore the vast range of titles available.

A step-by-step approach to applying high-impact innovation principles in any organization Innovation is an important force in creating and sustaining organizational growth. Effective innovation can mean the difference between leading with a particular product, process, or service--and simply following the pack. Innovation transforms mediocre companies into world leaders and ordinary organizations into stimulating environments for employees. Applying Innovation combines the key ingredients from areas including innovation management, strategic planning, performance measurement, creativity, project portfolio management, performance appraisal, knowledge management, and teams to offer an easily applied recipe for enterprise growth. Authors David O′Sullivan and Lawrence Dooley map out the main concepts of the innovation process into a clear, understandable framework--the innovation funnel. Unlike other texts for this course, Applying Innovation goes beyond methodologies and checklists to offer an invaluable step-by-step approach to actually applying high-impact innovation in any organization using a knowledge management systems, whether for a boutique firm or one comprised of thousands of individuals. Key Features: Adopts a practical approach to overseeing innovation that focuses on useful tools and techniques rather than on theory and methodologies Offers student activities within the text for immediate application of key concepts, reinforcing retention and comprehension Teaches students to build and apply effective innovation management systems for any organization successfully, regardless of the firm′s size or structure Intended Audience: Applying Innovation is designed for undergraduate and graduate courses such as Innovation Management, Project Management, Strategic Planning, and Performance Management in fields of business, science, and engineering. This book appeals to instructors who want to reduce the \"chalk and talk\" and increase the hands-on practicality of their courses in innovation management.

This field study investigated the relationship between strategic human resource management, internal environmental concern, organizational citizenship behavior for the environment, and environmental performance. The originality of the present research was to link human resource management and environmental management in the Chinese context. Data consisted of 151 matched questionnaires from top management team members, chief executive officers, and frontline workers. The main results indicate that organizational citizenship behavior for the environment fully mediates the relationship between strategic human resource management and environmental performance, and that internal environmental concern moderates the effect of strategic human resource management on organizational citizenship behavior for the environment.

This volume explores and presents challenges that \"traditional\" organisations experience once they take off towards self-managing organisations - what Laloux (2014) called Teal Organisations. It offers a new roadmap for leaders who are responsible for the implementation of self-managing teams in organisations.

Today, the East African state of Tanzania is renowned for wildlife preserves such as the Serengeti National Park, the Ngorongoro Conservation Area, and the Selous Game Reserve. Yet few know that most of these initiatives emerged from decades of German colonial rule. This book gives the first full account of Tanzanian wildlife conservation up until World War I, focusing upon elephant hunting and the ivory trade as vital factors in a shift from exploitation to preservation that increasingly excluded indigenous Africans. Analyzing the formative interactions between colonial governance and the natural world,The Nature of German Imperialism situates East African wildlife policies within the global emergence of conservationist sensibilities around 1900.

This comprehensive overview of global emergency management provides practitioners and students alike with an understanding of the disaster management profession by using a global perspective, including the different sources of risk and vulnerability, the systems that exist to manage hazard risk, and the many stakeholders involved. This update examines the impact of recent large-scale and catastrophic disaster events on countries and communities, as well as their influence on disaster risk reduction efforts worldwide. It expands coverage of small-island developing states and explores the achievements of the United Nations Hyogo Framework for Action (2005-2015) and the priorities for action in the Post-2015 Framework for Disaster Risk Reduction currently under development.

Balancing environmental, social, and economic performance is today considered a key responsibility that firms have toward society. As a result, academics, practitioners, and political decision makers are increasingly paying attention to environmental management systems improving a full spectrum of environmental performance. In that regard, even if recent literature suggests that environmental management should be deployed through a cross-functional approach, extant literature mostly focuses on independent functional systems. This paper addresses this gap investigating how the deployment of environmental management in the human resource function—adopting green human resource management (GHRM) practices—and the supply chain function—adopting green supply chain management (GSCM) practices—impact on environmental and financial performance. We draw from a multiple-respondent survey of human resource and supply chain managers in multiple industries in Italy. The study suggests that GHRM and GSCM impact on both environmental and financial performance and shows that GHRM and GSCM exert those impacts in a joint fashion. Indeed, our results show that GSCM plays a mediating role in the relationship between GHRM and performance. Overall, our results provide researchers and managers with relevant insights into the cross-functional deployment of the environmental values and principles across functions.

In order to be effective, managers at all levels of the firm must engage in resource management activities, and these efforts are synchronized and orchestrated by top management. Using a specific type of strategic resource, commitment-based human resource systems, we examine the effect of CEO resource orchestration in a multi-industry sample of 190 Korean firms. Our results demonstrate that CEO emphasis on strategic HRM is a significant antecedent to commitmentbased HR systems. Furthermore, our results also suggest that CEO emphasis on strategic HRM has its primary effects on firm performance through commitment-based HR systems. This finding underscores the importance of middle managers in ope rationalizing top management's strategic emphasis, lending empirical support to a fundamental tenet of resource orchestration arguments.

One of the most significant and yet largely overlooked factors influencing performance and workplace problem solving in many large organizations is that of national culture. Managers, and the organizations for which they work, need to be able to understand the influence of cultural values and beliefs on performance in order to identify appropriate solutions; strategies appropriate in one part of the world may be ineffective or even counter-productive in another. Bryan Hopkins' ground breaking book relates the concept of cultural dimensions, as developed by writers such as Hofstede and Trompenaars, to the performance engineering approaches of Gilbert and Mager and Pipe, to show how strategies for solving workplace performance problems need to consider the cultural composition of the workforce. It then provides a practical structure for problem solving within the context of an international, multi-cultural environment. This is a book for both managers working in an international setting or for those in national organizations who are dealing with the challenge of culturally diverse workforces. It's also a book for governments seeking to understand the potential implications of national culture on civilian or even military interventions.

Top management structures in large U.S. firms have changed significantly since the mid-1980s. The size of the executive team-the group of managers reporting directly to the CEO-doubled during this period. This growth was driven primarily by an increase in functional managers rather than general managers, a phenomenon we term \"functional centralization.\" Using panel data on senior management positions, we show that changes in the structure of the executive team are tightly linked to changes in firm diversification and information technology investments. These relationships depend crucially on the function involved; those closer to the product (\"product\" functions, e.g., marketing and R&D) behave differently from functions further from the product (\"administrative\" functions, e.g., finance, law, and human resources). We argue that this distinction is driven by differences in the information-processing activities associated with each function and apply this insight to refine and extend existing theories of centralization. We also discuss the implications of our results for organizational forms beyond the executive team. This paper was accepted by Bruno Cassiman, business strategy.

We argue that female representation in top management brings informational and social diversity benefits to the top management team, enriches the behaviors exhibited by managers throughout the firm, and motivates women in middle management. The result should be improved managerial task performance and thus better firm performance. We test our theory using 15 years of panel data on the top management teams of the S&P 1,500 firms. We find that female representation in top management improves firm performance but only to the extent that a firm's strategy is focused on innovation, in which context the informational and social benefits of gender diversity and the behaviors associated with women in management are likely to be especially important for managerial task performance.