Traces engineers' struggle to win intellectual, financial and organizational recognition within the National Science Foundation. This book analyzes the tools and arguments, how they altered over time, and how budgetary and philosophical debates were played out through organizational manipulation.

When The Knowledge-Creating Company (OUP; nearly 40,000 copies sold) appeared, it was hailed as a landmark work in the field of knowledge management. Now, Enabling Knowledge Creation ventures even further into this all-important territory, showing how firms can generate and nurture ideas by using the concepts introduced in the first book. Weaving together lessons from such international leaders as Siemens, Unilever, Skandia, and Sony, along with their own first-hand consulting experiences, the authors introduce knowledge enabling--the overall set of organizational activities that promote knowledge creation--and demonstrate its power to transform an organization's knowledge into value-creating actions. They describe the five key "knowledge enablers" and outline what it takes to instill a knowledge vision, manage conversations, mobilize knowledge activists, create the right context for knowledge creation, and globalize local knowledge. The authors stress that knowledge creation must be more than the exclusive purview of one individual--or designated "knowledge" officer. Indeed, it demands new roles and responsibilities for everyone in the organization--from the elite in the executive suite to the frontline workers on the shop floor. Whether an activist, a caring expert, or a corporate epistemologist who focuses on the theory of knowledge itself, everyone in an organization has a vital role to play in making "care" an integral part of the everyday experience; in supporting, nurturing, and encouraging microcommunities of innovation and fun; and in creating a shared space where knowledge is created, exchanged, and used for sustained, competitive advantage. This much-anticipated sequel puts practical tools into the hands of managers and executives who are struggling to unleash the power of knowledge in their organization.

Pres. Obama’s Innovation Strategy builds on over $100 billion of Recovery Act funds that support innovation, support for educ., infrastructure and others and novel regulatory and exec. order initiatives. It seeks to harness the ingenuity of the Amer. people and a dynamic private sector to ensure that the next expansion is more solid, broad-based, and beneficial than previous ones. The strategy focuses on critical areas where balanced gov’t. policies can lay the foundation for innovation that leads to quality jobs and shared prosperity: (1) Invest in the Building Blocks of Amer. Innovation; (2) Promote Competitive Markets that Spur Productive Entrepreneurship; (3) Catalyze Breakthroughs for National Priorities. Illus. This is a print on demand publication.

The seemingly unlimited reach of powerful biotechnologies and the attendant growth of the multibillion-dollar industry have raised difficult questions about the scientific discoveries, political assumptions, and cultural patterns that gave rise to for-profit biological research. Given such extraordinary stakes, a history of the commercial biotechnology industry must inquire far beyond the predictable attention to scientists, discovery, and corporate sales. It must pursue how something so complex as the biotechnology industry was born, poised to become both a vanguard for contemporary world capitalism and a focal point for polemic ethical debate. In Biotech, Eric J. Vettel chronicles the story behind genetic engineering, recombinant DNA, cloning, and stem-cell research. It is a story about the meteoric rise of government support for scientific research during the Cold War, about activists and student protesters in the Vietnam era pressing for a new purpose in science, about politicians creating policy that alters the course of science, and also about the release of powerful entrepreneurial energies in universities and in venture capital that few realized existed. Most of all, it is a story about people—not just biologists but also followers and opponents who knew nothing about the biological sciences yet cared deeply about how biological research was done and how the resulting knowledge was used. Vettel weaves together these stories to illustrate how the biotechnology industry was born in the San Francisco Bay area, examining the anomalies, ironies, and paradoxes that contributed to its rise. Culled from oral histories, university records, and private corporate archives, including Cetus, the world's first biotechnology company, this compelling history shows how a cultural and political revolution in the 1960s resulted in a new scientific order: the practical application of biological knowledge supported by private investors expecting profitable returns eclipsed basic research supported by government agencies.

American creativity has steadily declined since 1990. That disturbing trend recently came to light through the work of leading educational psychologist KH Kim, a recognized expert in creativity assessment. In this insightful and inspiring book, Kim discovers the causes of the decrease in creativity and proposes methods of recapturing American creativity in education, in industry, and throughout every sector of society. Through the life stories of innovators, Kim debunks the assumption that creative people must be born with innate talents. She shows how parents, educational methods, and cultures shaped innovators' creative expression. As her research clearly indicates, cultural climates and attitudes (including over-reliance on standardized testing) often work against innovation unless creativity is deliberately grown and developed. Culminating over twenty years of extensive research, Kim has devised original models to identify creativity in people and organizations and help it to blossom. Gardening metaphors illustrate simple but powerful steps to transform creative potential into innovation. She emphasizes practical steps to cultivate creative climates (environment) in schools, in homes, and at work; nurture creative attitudes (personality) toward learning, work, and life; and apply creative thinking skills. Kim's models for creativity are complemented with evidence-based methods to learn and practice creative skills in everyday life.

Innovation is everywhere. In the world of goods (technology), but also in the world of words: innovation is discussed in the scientific and technical literature, but also in the social sciences and humanities. Innovation is also a central idea in the popular imaginary, in the media and in public policy. Innovation has become the emblem of the modern society and a panacea for resolving many problems. Today, innovation is spontaneously understood as technological innovation because of its contribution to economic "progress". Yet for 2,500 years, innovation had nothing to do with economics in a positive sense. Innovation was pejorative and political. It was a contested idea in philosophy, religion, politics and social affairs. Innovation only got de-contested in the last century. This occurred gradually beginning after the French revolution. Innovation shifted from a vice to a virtue. Innovation became an instrument for achieving political and social goals. In this book, Benoît Godin lucidly examines the representations and meaning(s) of innovation over time, its diverse uses, and the contexts in which the concept emerged and changed. This history is organized around three periods or episteme: the prohibition episteme, the instrument episteme, and the value episteme.