\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

This handbook looks to provide academics and students with a comprehensive and holistic understanding of the phenomenon of innovation. Innovation spans a number of fields within the social sciences and humanities: Management, Economics, Geography, Sociology, Politics, Psychology, and History. Consequently, the rapidly increasing body of literature on innovation is characterized by a multitude of perspectives based on, or cutting across, existing disciplines and specializations. Scholars of innovation can come from such diverse starting points that much of this literature can be missed, and so constructive dialogues missed. The editors of The Oxford Handbook of Innovation have carefully selected and designed twenty-one contributions from leading academic experts within their particular field, each focusing on a specific aspect of innovation. These have been organized into four main sections, the first of which looks at the creation of innovations, with particular focus on firms and networks. Section Two provides an account of the wider systematic setting influencing innovation and the role of institutions and organizations in this context. Section Three explores some of the diversity in the working of innovation over time and across different sectors of the economy, and Section Four focuses on the consequences of innovation with respect to economic growth, international competitiveness, and employment. An introductory overview, concluding remarks, and guide to further reading for each chapter, make this handbook a key introduction and vital reference work for researchers, academics, and advanced students of innovation. Contributors to this volume - Jan Fagerberg, University of Oslo William Lazonick, INSEAD Walter W. Powell, Stanford University Keith Pavitt, SPRU Alice Lam, Brunel University Keith Smith, INTECH Charles Edquist, Linkoping David Mowery, University of California, Berkeley Mary O'Sullivan, INSEAD Ove Granstrand, Chalmers Bjorn Asheim, University of Lund Rajneesh Narula, Copenhagen Business School Antonello Zanfei, Urbino Kristine Bruland, University of Oslo Franco Malerba, University of Bocconi Nick Von Tunzelmann, SPRU Ian Miles, University of Manchester Bronwyn Hall, University of California, Berkeley Bart Verspagen , ECIS Francisco Louca, ISEG Manuel M. Godinho, ISEG Richard R. Nelson, Mario Pianta, Urbino Bengt-Ake Lundvall, Aalborg

The Oxford Handbook of Innovation

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Public Management Reform. A Comparative Analysis

The Child in America: Behavior Problems and Programs

Social media strategies: Understanding the differences between North American police departments

Alignment 2.0: Strategic Use of New Internet Technologies in Government.

Urban technological innovation—the innovative use of technologies to tackle urban problems—has become increasingly popular under the label smart city. Our understanding of this sociotechnical process is limited, and therefore, this article develops a framework on the basis of the literature on social and technological innovation. This framework identifies four perspectives—a technological, an instrumental, a collaborative, and a symbolic perspective—to generate a comprehensive account of urban technological innovation. The value of the framework is tested by using it to analyze the Living Lab Stratumseind in Eindhoven (the Netherlands). The case highlights the value of the framework and demonstrates the interactions between the social and technological dimensions. The case study suggests that, for successful urban technological innovation, it is crucial to link initial enthusiasm based on technological and symbolic value to the long-term dynamics of institutionalized collaboration and instrumental value.

Urban Technological Innovation: Developing and Testing a Sociotechnical Framework for Studying Smart City Projects:

In public administration science and practice, the debate on e-government concentrates on service delivery, information and technology. This article argues that we need a broad public administration approach towards e-government that surpasses this technocratic emphasis. Public administration theory helps us to escape from the conceptual prison of the information management ideology that currently dominates e-government. Both the locus of e-government (the parts of public administration that are being touched by it) and its focus (its approach towards governance) can be used to broaden the concept. If we do not enrich e-government, many of its possibilities will remain unexploited. Also, if we stick to the information management approach, e-government will endanger the very foundations of the legitimacy of public administration.

http://unpan1.un.org/intradoc/groups/public/documents/apcity/unpan045350.pdf

E-Government: Towards a Public Administration Approach

In this article we will explore the relation between ICT-innovations and the culture of public administration We will demonstrate that the traditional bureaucratic organizational culture within the public sector often hinders innovation However, putting this aside, numerous innovations take place within government organizations every day This paradox leads us to two related questions: How can it be that public innovation takes place even though the culture of public administration makes it unlikely? And, is it possible to develop a more innovative culture within public administration? Based on our exploration we will provide some answers to both of these questions We then draw the conclusion that the relation between innovation and organizational culture within the public sector is even more complicated than already expected There seems to be a specific reciprocity between organizational culture and (ICT-) innovation On the one hand, cultural change is to foster an innovative climate and to bring about successful innovations On the other hand, successful innovation seems to lead to cultural changes in local organizations So in practice there is a kind of interplay, an iterative process of mutual influence between innovation and cultural change that points at innovations being successful if they co-evolve with the specific environment in which they come about With this conclusion we subscribe to Orlikowski's viewpoint of the 'dialectic nature' of the interaction of technology with organizations

Marcel Thaens

Papers

Social media strategies: Understanding the differences between North American police departments

Alignment 2.0: Strategic Use of New Internet Technologies in Government.

Urban Technological Innovation: Developing and Testing a Sociotechnical Framework for Studying Smart City Projects:

E-Government: Towards a Public Administration Approach

ICT-driven innovation and the culture of public administration: A contradiction in terms?