Includes bibliographical references (pages 185-190) and index.
"Drawing on 350 in-depth interviews with senior managers, the book presents an original theory about the characteristics of managers in 'good innovative organizations' and 'poor innovative organizations'. It pays close attention to the attitudes, understandings, assumptions and interpretations of managers, who are often the ultimate decision makers when it comes to innovation. The text is supported by real-life, internationally known cases such as Hewlett-Packard, Zeneca and the BBC, as well as voluntary sector cases such as Oxfam. It is also enriched by substantial and highly revealing quotations from senior managers themselves."--Jacket.