Author Description

Product DescriptionOrganizations competing in todays rapidly changing technological markets are faced with the challenges of dualism, that is, operating efficiently in the present while innovating effectively for the future. Managers and leaders within these organizations not only have to focus on current market success and profitability, but must also introduce the next generation to technical advances and product or service attributes that will sustain and even augment their continuing global competitiveness. Designed for courses within MBA engineering and executive education programs, The Human Side of Managing Technological Innovation provides a variety of approaches and perspectives on issues critical to the effective leadership of technical professionals and crossfunctional teams throughout the innovation process. The articles represent the thoughts and ideas of researchers and practitioners seeking a richer understanding of the complex interplay between the specialized knowledge and skills of creative professionals and the realistic pressures and constraints required by successful business organizations. Organized into six sections comprising 13 chapters, this text consists of 15 new and 36 previously published articles that cover topics such as motivating professionals, measuring productivity, organizing and leading crossfunctional development teams, enhancing creativity, developing human resource capabilities, and using technology as a strategic resource. It can be used for advanced undergraduate or graduate courses as well as organizational workshops and seminars that focus primarily on how managers, individual professionals, project teams, and functional groups deal with problems and issues related to the management of technology-based innovation. The collection can also be used as a complementary text for any course that emphasizes product, process, organizational, or technological innovation. The Human Side of Managing Technological Innovation provides a unique collection of articles that not only increases the sensitivity and understanding of individuals who must manage innovation or change process within organizations, but also offers new ideas, tools, and insights for problem-solving both to practicing managers and staff professionals.About the AuthorRalph Katz, Professor of Management, Sloan School of Management, MIT.