Mgmt Chapter 7

Birth, old, dies, replaced, newer

Death, new, emerges, renewed, older

Birth, new, dies, replaced, newer

Death, old, emerges, renewed, older

Bell curve

U - curve

M - curve

S - curve

Patterns of innovation over time can create sustainable competitive advantage.

Technological innovation can enable competitors to duplicate the benefits obtained from a company’s distinctive advantage, and can also quickly turn a company’s competitive advantage into a competitive disadvantage.

Companies that want to sustain a competitive advantage must understand and protect themselves from the strategic threats of innovation.

All of the above

None of the above

A new technological design or process becomes the accepted market standard

the phase characterized by technological substitution and design competition

A scientific advantage or a unique combination of existing technologies creates a significant breakthrough in performance or function

None of the above

Technological discontinuity

Discontinuous change

Emergence of a dominant design

None of the above

A scientific advantage or a unique combination of existing technologies creates a significant breakthrough in performance or function

A new technological design or process becomes the accepted market standard

the phase characterized by technological substitution and design competition

None of the above

Emergence of a dominant design

Technological discontinuity

Discontinuous change

None of the above

The phase characterized by technological substitution and design competition

A scientific advantage or a unique combination of existing technologies creates a significant breakthrough in performance or function

A new technological design or process becomes the accepted market standard

None of the above

Emergence of dominant design

Technological discontinuity

Discontinuous change

None of the above

Freedom, lack of organization, supervisory work, work group encouragement, organizational encouragement

Work group encouragement, organizational freedom, lack of supervisory work, organizational encouragement, supervisory encouragement, lack of organizational impediments

Lack of freedom, lack of organizational impediments, lack of challenging work, organizational encouragement, supervisory encouragement, work group encouragement

Freedom, lack of organizational impediments, challenging work, organizational encouragement, supervisory encouragement, work group encouragement

None of the above

A sense of autonomy over one’s work and a sense of ownership over one’s ideas

When supervisors provide clear goals and support creative ideas

When mgmt. encourages new ideas, and rewards creativity

Internal conflict, power struggles, etc. discourage creativity

None of the above

True

False

When supervisors provide clear goals and support creative ideas

When mgmt. encourages new ideas, and rewards creativity

When the group fosters openness to ideas & shared commitment

When the group fosters openness to ideas & shared commitment and provide clear goals through strict, rigid, mechanistic designs

When supervisors provide clear goals and support creative ideas

When mgmt. encourages new ideas, and rewards creativity

When the group fosters openness to ideas & shared commitment

When one has a sense of autonomy over one's work and a sense of ownership over one's ideas

Focus, effort, perceived, necessary

Effort, focus, perceived, important

Effort, focus, perceived, necessary

Focus, effort, perceived, important

When the group fosters openness to ideas & shared commitment

When supervisors provide clear goals and support creative ideas

When mgmt. encourages new ideas, and rewards creativity

When mgmt. encourages new ideas, and rewards profit gains

True

False

True

False

True

False

Assumes that innovation is a predictable process, that incremental innovation can be planned using a series of steps, and that compressing the time it takes to complete those steps can speed up innovation.

Assumes that innovation is a unpredictable process, that incremental innovation can be planned using a series of steps, and that compressing the time it takes to complete those steps can slow up innovation.

Assumes a highly uncertain environment and uses intuition, flexible options, and hands-on experience to reduce uncertainty and accelerate learning and understanding

Assumes a highly certain environment and uses intuition, flexible options, and hands-on experience to increase certainty and accelerate learning and understanding

Assumes that innovation is a predictable process, that incremental innovation can be planned using a series of steps, and that compressing the time it takes to complete those steps can speed up innovation.

Assumes that innovation is a unpredictable process, that incremental innovation can be planned using a series of steps, and that compressing the time it takes to complete those steps can slow up innovation.

Assumes a highly uncertain environment and uses intuition, flexible options, and hands-on experience to reduce uncertainty and accelerate learning and understanding

Assumes a highly certain environment and uses intuition, flexible options, and hands-on experience to increase certainty and accelerate learning and understanding

Planning, supplier involvement, shortening the time of individual steps, overlapping steps, and multifunctional teams.

Planning, supplier involvement, lengthening the time of individual steps, overlapping steps, and multifunctional cross trained teams.

Design iterations, testing, milestones, multifunctional teams, and powerful leaders.

Design iterations, testing, milestones, multifunctional teams, and powerful leaders, overlapping steps, and shortening time of individual steps

Status quo

Innovation

Change

Friction

Self-interest

Distrust of change agents

Low tolerance for change

Dis-interest in change

Misunderstanding of change agents

Change, re-freezing, unfreezing

Solidifying change, corporate melting, organizational integration

Unfreezing, refreezing, post-freeze analysis

None of the above

Participation and Education/Communication

Negotiation

Middle-Management Support

Top-Management Support

Coercion

Not establishing a great enough sense of urgency/ Lacking a vision

Not creating a powerful enough “guiding coalition” / Declaring a victory too soon

Not creating a powerful enough “guiding coalition”/ Not removing obstacles to the new vision

Not anchoring changes in the corporation's culture/ Under communicating the vision by a "Factor of 10"

Not establishing a great enough sense of urgency/ Not creating a powerful enough “guiding coalition”

Lacking a vision/ Not removing obstacles to the new vision

Declaring victory too soon/ Not anchoring changes in the corporation culture

Not systematically planning for/ creating short-term "wins"

Not establishing a great enough sense of urgency/ Not creating a powerful enough “guiding coalition”

Lacking a vision/Undercommunicating the vision by “a factor of 10”/Not removing obstacles to the new vision/Not systematically planning for and creating short-term “wins”

Declaring victory too soon/Not anchoring changes in the corporations culture/Not establishing a great enough sense of urgency/Not creating a powerful enough “guiding coalition"

None of the above

All of the above

Results-Driven Change

General Electric Workout

Transition Management Teams

Organizational Development

Results-Driven Change

General Electric Workout

Transition Management Teams

Organizational Development

Results-Driven Change

General Electric Workout

Transition Management Teams

Organizational Development