Includes bibliographical references and index.

Surveying the innovation seascape -- Relics of a bygone era -- New technology for a new millennium -- Fads, fashions and misconceptions -- Systems thinking -- The social aspects of innovation -- The traditional contemporary dilemma -- Reshaping the innovation agenda -- Emerging technologies and organisational learning -- Conclusions and recommendations -- The legacy of the techno-cultural dinosaurs -- Maritime communications -- How radio waves travel -- Reliability - comparison between systems -- Legacy systems - the impedementa to progress -- Paradigm shift -- Radar -- A star to steer her by -- Conclusion -- Capitalisinfg on space age technology -- Revival of the space race -- Owning the future -- Navigation by numbers - digital devices -- Human machine integration: a conceptual model -- Conclusion -- Innovation processes - fiction and reality -- The emergence of relevant management theories -- Innovation processes -- Innovation and creativity -- Creative thinking versus innovative thinking -- Idea elicitation techniques -- Domain specific creativity -- Driving the engine of creativity -- Problem reformation -- The non-problem concept of creativity -- Domain hoping -- Driving innovation -- Conclusion -- Adopting a systematic approach to maritime innovation -- Organisational complexity -- The social construction of technology (SCOT) -- Actor-network theory (ANT) -- Practical applications and implications -- Identifying the actors -- Analysing the stakeholders -- Exploring the actor interactions -- Building an actor network model -- Dealing with irreversibility -- Recognising the drivers and barriers -- Preparing for implementation -- Conclusion -- Cultural and environmental issues -- The nuts and bolts of organisational culture -- Cultural influences on the innovation process -- Cultural typologies -- Creating a learning culture -- Creating a learning community -- Culture and the environment -- Cultural virtues that exist in innovative organisations -- Conclusion -- Organisational form -- Bureaucratic forms of organisation -- Mechanistic and organic management structures -- The fragment nature of management -- The emergence of new organisational forms -- Virtual organisations -- Network organisations -- Spin out organisations -- Ambidextrous organisations -- The front back organisation -- The sense and respond organisation -- The alignment of structure and culture -- The role of technology in the design of organisational structures -- Conclusion -- Shaping a course for innovation and change -- Defining the strategic direction -- Information overload -- The rationale for organisational learning -- conclusion -- Emerging technologies in organisational learning -- Capitalising on new and emerging technologies -- Analytical tools and scenario planning -- Designing a virtual learning organisation (VLO) --Personal mastery -- Mental models -- The ladder of inference -- Shared vision -- Team learning -- Systems thinking -- Conclusion -- Conclusions and recommendations -- Review of the main themes and ideas -- The systematic dimension of paradigm shift -- Innovation and outnovation -- Systems thinking in a maritime context -- Organisational learning through the VLO -- Domain specific creativity -- Dynamic waypoints -- The dark side of innovation -- Warding off corporate anorexia -- Risk management common features -- Risk and organisational form -- Scenario planning and capital appraisal tools -- The systems concept practucal implications -- Suggestions for further reading.