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240503 ||| eng |
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|a 9781394255566
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|a HD45
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|a Bollinger, Sophie
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|a Management control and creativity
|b challenges of managing innovation processes
|c Sophie Bollinger
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| 260 |
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|a London, UK
|b ISTE, Ltd.
|c 2023
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| 300 |
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|a 192 pages
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|a Includes bibliographical references and index
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|a Foreword -- Preface -- Introduction -- Chapter 1 Managing Innovation Processes, a Tension Between Control and Creativity -- 1.1 Innovation -- 1.1.1 The different types of innovation -- 1.1.2 Innovation, a process in several stages -- 1.2 Management tools for innovation? -- 1.2.1 Management tools -- 1.2.2 The relationship between management control and the innovation process -- Chapter 2 Management Tools of Innovation Processes -- 2.1 The role of management tools in the management of innovation processes, a reality at two levels -- 2.1.1 Data collection -- 2.1.2 Results obtained -- 2.1.3 A two-level reality -- 2.2 A quantitative analysis of the use of formal tools and informal practices -- 2.2.1 Data collected -- 2.2.2 Results obtained -- 2.2.3 A balance to be found between management control and creativity -- Chapter 3 Balance Between Formal Controls and Informal Practices -- 3.1 A qualitative analysis of the management of innovation processes -- 3.1.1 Data collected -- 3.1.2 Results obtained -- 3.2 Management under construction -- 3.2.1 Managing with full awareness -- 3.2.2 A puzzle of principles and tools -- 3.2.3 An unfinished instrumentation -- Chapter 4 Management Control in a Specific Environment, the Case of the Social and Solidarity Economy -- 4.1 The context of social economy organizations and their management -- 4.1.1 The context of social and solidarity economy organizations -- 4.1.2 The place of management control tools in the social and solidarity economy -- 4.1.3 Management between control and creativity -- 4.2 Organizational innovation as a key to resolving tensions -- 4.2.1 The influence of the measurement -- 4.2.2 The case of Apprentis d'Auteuil: the role of the organization in the construction of a new management tool -- 4.3 A new way of managing? -- 4.3.1 Management by values -- 4.3.2 The case of the Protestant Sonnenhof Foundation -- 4.3.3 Room for innovation -- Conclusion -- References -- Index
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|a Strategic planning / http://id.loc.gov/authorities/subjects/sh85128511
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| 653 |
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|a Planification stratégique
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| 653 |
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|a Technological innovations / Management
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| 653 |
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|a Innovations / Gestion
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| 653 |
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|a Créativité dans les affaires
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| 653 |
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|a Creative ability in business / http://id.loc.gov/authorities/subjects/sh85033838
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|a eng
|2 ISO 639-2
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|b OREILLY
|a O'Reilly
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|a Smart innovation set
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|a 10.1002/9781394255566
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|z 9781786308191
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|z 9781394255566
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|z 139425556X
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|u https://learning.oreilly.com/library/view/~/9781786308191/?ar
|x Verlag
|3 Volltext
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|a 153.3
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|a 658
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|a 658.4
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|a 615.5/14
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|a Innovation is an essential growth lever for organizations. Like any strategic element, it must be managed to ensure the right decision is made at the right time. When we talk about management, we naturally also consider management control. However, using management tools can be a danger to developing creativity - an essential element of innovation. This book examines the interdependencies between management control and creativity. By comparing two organizational contexts, we highlight the vital role of organizations as generators of creativity. We also underline the acceptance of an imbalance between the elements in tension, which can lead to the questioning and fostering of innovation; and the role of senior management as mediators between organizations and local actors
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