change interventions -- Pt. 6. Key roles in planned organization change -- Pt. 7. Building knowledge of

Innovation / Vittorio Chiesa and Federico Frattini -- 6. Exploring Knowledge Flows and Losses in the 'Open

postmodernism -- 4. Spirit and soul -- 5. Complexity theory and managing change -- 6. What is change? : a new

change -- 5. Relational capabilities : drivers and implications -- 6. Acquisition-based dynamic

thinking -- 5. Creating value through new leadership behaviors -- 6. Predicting value creation and

strategy making process -- 6. Designed strategy making in practice : a case study -- 7. The impact of

PROCESS IN PLACE; CHAPTER 6 FOCUSING ON WHAT MATTERS MOST; CHAPTER 7 GETTING MORE AND BETTER IDEAS

organization theory -- 6. What is a high performance? -- 7. Change theory -- 8. Organizational culture -- 9

. Occupational subcultures -- 5. Ethnic and racial subcultures -- 6. Gender and generational subcultures -- 7

-- 5. Paths : exploiting technological trajectories -- 6. Processes : integration for strategic

-front -- 5. Clarity of purpose : working on the enterprise -- 6. Assessing the enterprise as a living system

-- 5. The corporate dialogue : activating the agenda -- 6. The executive dialogue centre : installing