Title Page -- Contents -- Preface -- Chapter 1: We the Engineers and Them the Managers -- 1.1. Introduction -- 1.2. Identities and values: the self and the other -- 1.3. Symmetries, asymmetries and career dynamics -- 1.4. Evolving identities and professional reference groups -- 1.5. Protean or boundaryless careers -- 1.6. Dialectics, dilemmas and career choices -- 1.7. Case study, sample and data analysis -- 1.8. Results -- 1.8.1. Professional identification (comparison group) -- 1.8.2. Mediating effect of the perceived comparative status -- 1.8.3. Management training/education -- 1.8.4. Relationship between engineers and managers -- 1.9. Discussion and conclusions -- 1.10. Strengths and limits -- 1.11. Implications for future research -- 1.12. Bibliography -- Chapter 2: Strategic Capabilities for Successful Engagement in Proactive CSR in Small and Medium Enterprises: A ResourceBased View Approach -- 2.1. Introduction - CSR and SMEs -- 2.1.1. The nature of CSR -- 2.1.2. The SME context -- 2.2. The resource-based view approach to business strategy -- 2.2.1. Resources and capabilities -- 2.2.2. Competitive advantage and performance -- 2.3. Proactive CSR in SMEs -- 2.3.1. Economic dimension of proactive CSR -- 2.3.2. Social dimension of proactive CSR -- 2.3.3. Environmental dimension of proactive CSR -- 2.3.4. Interaction and its contribution to SME financial performance -- 2.4. Capabilities for proactive CSR in SMEs -- 2.4.1. Internally directed capabilities -- 2.4.2. Externally directed capabilities -- 2.5. Conceptual model for successful engagement in proactive CSR in SMEs -- 2.6. Conclusion -- 2.7. Bibliography -- Chapter 3: Innovative Management Development in the Automotive Supply Industry - A Preliminary Case Study for the Development of an Innovat Approach to Innovation Management -- 3.1. Introduction -- 3.2. Innovation -- 3.3. Case study.

3.3.1. Small event/critical juncture -- 3.3.2. Strategy -- 3.3.3. Structure (organization) -- 3.3.4. Culture -- 3.3.5. People/personnel -- 3.3.6. Communication -- 3.4. Reflection as a key to innovative management development -- 3.5. Further research issues -- 3.6. Bibliography -- Chapter 4: Innovative Product Design and Development through Online Customization -- 4.1. Introduction -- 4.2. Mass customization and reconfigurable products for E-PD -- 4.2.1. Innovative reconfigurable product development -- 4.2.2. Conceptual systematic loop of E-PD -- 4.3. The empirical research design -- 4.4. Case of Indian office furniture sector -- 4.4.1. Market segmentation -- 4.4.2. Distribution channels -- 4.4.3. Data collection -- 4.5. Data analysis -- 4.5.1. Response of questionnaires -- 4.5.2. Findings on section A1.1 (demographics): getting to know the respondents -- 4.5.3. Findings on section A1.2 (opinion): how they feel about these statements -- 4.6. Discussions and further analysis using PESTLE -- 4.6.1. Political and legal factors -- 4.6.2. Economic factors -- 4.6.3. Social factors -- 4.6.4. Technological factors -- 4.6.5. Environmental factors -- 4.6.6. Critical factors for decision-making over E-PD implementation -- 4.7. Conclusions -- 4.8. Bibliography -- 4.9. Appendix -- 4.9.1. Questionnaire -- Chapter 5: Struggling for Survival and Success: Can Brazil's Defense Industry Help Foster Innovation? -- 5.1. Introduction -- 5.2. Innovation as a driver for success and its common hurdles -- 5.2.1. A brief portrait of innovation in Brazil -- 5.3. Offset agreements: concepts and applications -- 5.3.1. The early days of offsets -- 5.3.2. Types of offsets -- 5.4. How exactly is Brazil using offsets to overcome the major obstacles to innovation? -- 5.5. Some methodological considerations and empirical results -- 5.5.1. Measuring instrument.

5.5.2. A brief description of the companies surveyed and the respondents -- 5.5.3. Some empirical evidences on the perceived role of offsets -- 5.5.4. Main research questions and results -- 5.6. Conclusion -- 5.7. Bibliography -- Chapter 6: Knowledge Management Fostering Innovation: Balancing Practices and Enabling Contexts -- 6.1. Introduction -- 6.2. Knowledge management and innovation -- 6.3. KM practices fostering innovation: what practices? -- 6.3.1. Identification practices -- 6.3.2. Creation practices -- 6.3.3. Storage practices -- 6.3.4. Sharing and using practices -- 6.4. Enabling factors/organizational context -- 6.4.1. Leadership -- 6.4.2. IT support -- 6.4.3. Culture -- 6.5. Innovation performance -- 6.6. Conclusion -- 6.7. Bibliography -- Chapter 7: Institutional Logics Promoting and Inhibiting Innovation -- 7.1. Introduction -- 7.2. Innovation from Schumpeter to Nonaka -- 7.3. Institutional logics -- 7.3.1. Bridging, spanning and synergies -- 7.4. Socio-cognitive and institutional logics -- 7.5. Big leap innovation: Fordism -- 7.5.1. Inertial operational and organizational logic -- 7.6. Small step innovation: post-Fordism -- 7.6.1. Kaizen and mutual advantage -- 7.6.2. Porter dismisses kaizen -- 7.7. Social and psychological contracts -- 7.7.1. Psychological contracts -- 7.8. Inertial organizational logic -- 7.9. Inertial operational logic -- 7.10. Conflicting operational logics -- 7.11. Operational logic and learning -- 7.11.1. Interfacing tacit and explicit knowledge -- 7.12. Conclusion -- 7.13. Future research directions -- 7.14. Bibliography -- 7.15. Further recommended reading -- Chapter 8: HRM in SMEs in Portugal: An Innovative Proposal of Characterization -- 8.1. Introduction -- 8.2. SMEs -- 8.2.1. Characteristics of SMEs -- 8.3. HRM -- 8.3.1. HRM versus personnel management -- 8.3.2. HRM in Portugal -- 8.4. HRM in SMEs.

8.5. Methodology -- 8.5.1. Sample -- 8.5.2. Data collection -- 8.5.3. Response rate -- 8.6. Results -- 8.6.1. Relationship between strategies of HRM and overall business strategy -- 8.6.2. Process term planning -- 8.6.3. Priorities with employees with low pay/qualifications -- 8.6.4. Department/employee responsible for HR -- 8.6.5. HR manager role in a company -- 8.6.6. HRM in a company -- 8.6.7. Recruitment and selection -- 8.6.8. Training and development -- 8.6.9. Performance -- 8.6.10. Incentives -- 8.7. Characterization proposal of HRM in Portuguese SMEs -- 8.7.1. HRM practices -- 8.7.2. Recruitment and selection -- 8.7.3. Training and development -- 8.7.4. Performance assessment -- 8.7.5. Incentives -- 8.7.6. HR policies -- 8.7.7. Relationship with business strategy -- 8.7.8. Long-term planning -- 8.7.9. HR manager role -- 8.8. Conclusions -- 8.9. Bibliography -- List of Authors -- Index.