Annotated Biblographies

Annotated Bibliographies

Bérard, J. (2013). Influential Leadership In Accelerating leadership development: practical solutions for building your organization’s potential (pp. 195-206). Hoboken, NJ: John Wiley & Sons, Inc.

Bérard, in this chapter from Accelerating leadership development, talks about the need for influential leadership and points out that leaders in high positions often lack the power to compel others who are not under their authority to do the work. Bérard identifies Developing awareness, Establishing credibility, Identifying key stakeholders and Building collaborative networks to the key skill sets to become an influential leader. Bérard also points out that leaders confuse authority with influence and suggests self-awareness as the solution to this problem. Bérard uses the examples of Alan Boothe at Deloitte and Don Pontefract’s “My network is my net worth: A Personal Story” to back up his findings.

Hirokawa, R. Y. & Poole, M. S. (1996). Communication and influence in group decision making In Communication and group decision making (pp. 242-268). Thousand Oaks, CA: SAGE Publications, Inc.

In this chapter from Communication and group decision making, Authors point out that individual understanding of communicative influence causes problems in group decision making and of all those problems taken-for-granted character in groups is the most destructive one. The most prominent theoretical positions on psychological input-influence-group outcome linkages are those associated with research on decision “choice shift.” Authors examine various theoretical perspectives like Social Comparison Theory (SCT), Persuasive Arguments Theory (PAT), and Social Identity Theory (SIT) to provide a unified account of why choice shifts occur and how they function in group decision making. Ironically, these theories of group influence underemphasize the role of interaction, whereas most studies of decision-making group interaction resist theoretical integration. A real theory of decision-making processes in groups has to be a theory of interaction between the members of those groups.

Prokop, D. J. (2017). Mitigating Risk and Measuring Success In Global supply chain security and management: appraising programs, preventing crimes (pp. 151-168). Cambridge, MA: Elsevier Butterworth-Heinemann.

Prokop, in this chapter from Global supply chain security and management, presents an overview of ways to estimate and mitigate risk to supply chain and to ensure success. Gathering, Analyzing and Interpreting data/facts to explore the unknown and to monitor hostile forces can help estimate and mitigate potential risks. Prokop suggests placing cross-functional teams of experts with representatives as far along the supply chain to assist with the planning process and to regain control in case of a disruption. Prokop concludes that once all the risks are mitigated success can be simply measured a simple index and security order and some key performance indicators.

Kaufman, J. C., Kennel V. L. & Reiter-Palmon, R. (2018). Moving from creativity to innovation In Individual creativity in the workplace (pp. 3-34). Cambridge, MA: Elsevier Academic Press.

In this chapter from Individual creativity in the workplace, Authors present an overview of the research on the evaluation and selection of creative ideas. The generation of creative ideas and insights is commonly thought to be an important precondition for innovation. However, the relation between these constructs is far from straightforward. Authors argue evaluation and selection of creative ideas can be quite problematic and that it depends on several individual and contextual factors. Authors use findings and insights to give Stress feasibility, Resistance preparation, Long-term focus and Commitment from multiple stakeholders as recommendations for successfully moving from creativity to innovation.

Grant, A. M. (2016). Goldilocks and the Trojan Horse In Originals: how non-conformists move the world (pp. 62-91). New York, NY: Viking Press.

Grant, in this chapter from Originals, talks about the effects of small differences, radical ideas, ambivalent relationships and familiarity on coalitions. Grant argues that common goals often drive groups apart and identifying with extreme ideas makes it harder to differentiate from moderate ideas that threaten personal values. Grant points out that sharing strategic tactics is the most overlooked thing while forming alliances and suggests that shifting the focus from why to how can help people become less radical. Grant also talks about the negative effects of ambivalent relationships and positive effects of novel templates followed by a familiarity infusion on group projects. Grant uses history of Lucy Stone, Disney’ The Lion King and few psychological experiments to back up his points.

O’Brien, J. (2017). The dynamics of innovation In Shaping knowledge: complex socio-spatial modelling for adaptive organizations (pp. 41-64). Oxford, UK: Chandos Publishing.

O’Brien, in this chapter from Shaping knowledge talks about ways in which innovation can be understood in terms of physical dynamics. ‘Social physics’ have recently gone out of favor due to problems of reductionism and is now being reassessed as a powerful model of innovative, technological and socio-spatial change. O’Brien examines models of innovation adoption based on equilibriums within the adoption landscape, probabilistic tendencies towards change and critical nature of splitting of innovative groups based on special interests. O’Brien concludes that Knowledge and Space together as a dynamic system for innovation.

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