John Storey is Professor of Management at the Open University Business School and a consultant to leading corporations. He has authored and edited sixteen books on business, management and organizations. He is a non-executive director on two management boards. Graeme Salaman is Professor of Organizational Studies at the Open University Business School. He has worked as a consultant in eight countries for clients such as Sun Microsystems, Willis, BAT, the government of Ethiopia, Fujitsu, Allianz, Ernst and Young, Rolls Royce, and Morgan Stanley.

• List of Figures and Tables. Preface.About the Authors.Part I: Introduction.1. Innovation: Problems and Possibilities.2. The Current State of Knowledge about Innovation.Part II: Managers' Accounts of Innovation.3. From Tight Control to the Edge of Anarchy: Managing Innovation in Telecommunications.4. Managing Creative Workers in an Innovative Way.5. Contrasting Approaches to Innovation in Engineered Manufactured Goods.6. Innovation in the Voluntary Sector.Part III: Synthesis.7. Conclusions.Appendix: Research Methods.Bibliography.Index

"This is a rich and significant book on one of the most important issues facing managers today. Innovation is the key driver for the future of businesses and societies. There is an excellent balance of theory, empirical insight and implications for practice. Students, academics and business people will find this a major source of insights into the complexities of managing the innovation process."Ken Starkey, Nottingham University " By focusing on managers' own theories, Storey and Salaman break fresh ground in our understanding of the processes of organizational innovation, a topic that has national and practical, as well as theoretical, significance." David A. Buchanan, Leicester Business School "Important book. The authors highlight the utter centrality of managerial mindsets and orientations to organizational innovativeness. All the other factors that are crucial to organizational innovation hinge on the right managerial perspective." Deborah Dougherty, Rutgers University "Primarily designed as a student text, for those concerned with the subject, but would also be useful to help re-educated a large number of 'de-innovating' managers." Long Range Planning