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Don't blame the tools = the adoption and implementation of managerial innovations /

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Don't blame the tools/ Elizabeth Daniel, Andrew Myers, Keith Dixon.
Reminder of title:	the adoption and implementation of managerial innovations /
Author:	Daniel, Elizabeth,
other author:	Dixon, Keith,
Published:	Amsterdam ;Elsevier/Cima Pub., : 2009.,
Description:	1 online resource (ix, 47 p.)
Notes:	Description based on print version record.
[NT 15003449]:	Executive Summary; Introduction: Adoption and Implementation of Managerial Innovations; Research Aims and Questions; Research Method; Summary of Case Studies; Discussion of Findings; Summary of Findings; Conclusions; Implications of Research; Limitation of the Study and Suggestions for Further Research; References.
Subject:	Organizational change. -
Online resource:	http://www.netLibrary.com/urlapi.asp?action=summary&v=1&bookid=297253
Online resource:	http://www.sciencedirect.com/science/book/9781856176828
Online resource:	http://public.eblib.com/EBLPublic/PublicView.do?ptiID=452817Click here to view book
ISBN:	0080963714 (electronic bk.)

Don't blame the tools = the adoption and implementation of managerial innovations /
Daniel, Elizabeth,1962-

Don't blame the toolsthe adoption and implementation of managerial innovations /[electronic resource] :Elizabeth Daniel, Andrew Myers, Keith Dixon. - Amsterdam ;Elsevier/Cima Pub.,2009. - 1 online resource (ix, 47 p.)

Description based on print version record.

Includes bibliographical references (p. 43-44) and index.

Executive Summary; Introduction: Adoption and Implementation of Managerial Innovations; Research Aims and Questions; Research Method; Summary of Case Studies; Discussion of Findings; Summary of Findings; Conclusions; Implications of Research; Limitation of the Study and Suggestions for Further Research; References.

Those managing organisations are often criticised for being 'faddish' in their use of new management ideas or innovations, too easily falling into the trap of adopting the latest new idea or concept because it is 'flavour of the month'. This research-based report presents an in-depth account and analysis of the adoption and implementation of two popular large-scale managerial innovations in four different organisations. It provides case studies of actual adoption and implementation of the balanced scorecard and programme/project management offices. The study explores the reasons for the adoption of the innovations and how these reasons shape implementation success. The report also provides examples of good practice that practising managers use to improve the implementation of new management practices in their own organisations. . Presents an original research-based study that explores the reasons why organisations adopt new management practices (e.g. balanced scorecard and programme/project management offices) . Links the reasons for adoption with the success of implementation . Provides examples of good practice that can improve the implementation of new management practices in organisations.

ISBN: 0080963714 (electronic bk.)Subjects--Topical Terms:

516701
Organizational change.
Index Terms--Genre/Form:

542853
Electronic books.

LC Class. No.: HD58.8 / .D36 2009eb

Dewey Class. No.: 658.4063

Don't blame the tools = the adoption and implementation of managerial innovations /
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005 20101126
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020 $a 9780080963716 (electronic bk.)
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260 $a Amsterdam ; $a Boston : $c 2009. $b Elsevier/Cima Pub.,
300 $a 1 online resource (ix, 47 p.)
500 $a Description based on print version record.
504 $a Includes bibliographical references (p. 43-44) and index.
505 0 $a Executive Summary; Introduction: Adoption and Implementation of Managerial Innovations; Research Aims and Questions; Research Method; Summary of Case Studies; Discussion of Findings; Summary of Findings; Conclusions; Implications of Research; Limitation of the Study and Suggestions for Further Research; References.
520 $a Those managing organisations are often criticised for being 'faddish' in their use of new management ideas or innovations, too easily falling into the trap of adopting the latest new idea or concept because it is 'flavour of the month'. This research-based report presents an in-depth account and analysis of the adoption and implementation of two popular large-scale managerial innovations in four different organisations. It provides case studies of actual adoption and implementation of the balanced scorecard and programme/project management offices. The study explores the reasons for the adoption of the innovations and how these reasons shape implementation success. The report also provides examples of good practice that practising managers use to improve the implementation of new management practices in their own organisations. . Presents an original research-based study that explores the reasons why organisations adopt new management practices (e.g. balanced scorecard and programme/project management offices) . Links the reasons for adoption with the success of implementation . Provides examples of good practice that can improve the implementation of new management practices in organisations.
650 0 $a Organizational change. $3 516701
650 0 $a Technological innovations $x Management. $3 566644
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700 1 $a Myers, Andrew. $3 1068273
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856 4 0 $3 ScienceDirect $u http://www.sciencedirect.com/science/book/9781856176828
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