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33 terms

MGMT chapter 7

STUDY
PLAY
organizational innovation
the successful implementation of creative ideas in organizations
creativity
the production of novel and useful ideas
organizational change
a difference in the form, quality, or condition of an organization over time
s curve innovation
a pattern of technological innovation characterized by slow initial progress, then rapid progress, and then slow progress
innovation streams
patterns of innovation over time that can create sustainable competitive advantage
technological discontinuity
a scientific advance or breakthrough
discontinuous change
the phase of a technology cycle characterized by technological competition and design substitution
technological substitution
the purchase of new technologies to replace older ones
design competition
competition between new and old technologies to establish a new technological standard or dominant design
technological lockout
when a new dominant design prevents a company from competitively selling its products or makes it difficult to do so
incremental change
the phase of a technology cycle in which companies innovate by lowering costs and improving the functioning and performance of the dominant technological design
creative work environments
workplace cultures in which workers perceive that new ideas are welcomed, valued, and encouraged.
flow
a psychological state of effortlessness in which you become completely absorbed in what you're doing and time seems to pass quickly
experiential approach to innovation
an approach to innovation that assumes a highly uncertain environment and uses intuition, flexible options, and hands on experience to reduce uncertainty and accelerate learning and understanding
design iteration
a cycle of repetition in which a company tests a prototype of a new product or service, improves on that design, and then builds and tests the improved prototype
product prototype
a full scale working model that is being tested for design, function, and reliability
testing
the systematic comparison of different product designs or design iterations
milestones
formal project review points used to assess progress and performance
multifunctional teams
work teams composed of people from different departments
compression approach to innovation
an approach to innovation that assumes that incremental innovation can be planned using a series of steps and that compressing those steps can speed up innovation
generational change
change based on incremental improvements to a dominant technological design such that the improved technology is fully backward compatible with the older technology
organizational decline
a large decrease in organizational performance that occurs when companies don't anticipate, recognize, neutralize, or adapt to the internal or external pressures that threaten their survival
change forces
forces that produce differences in the form, quality, or condition of an organization over time
resistance forces
forces that support the existing state of conditions in organizations
resistance to change
opposition to change resulting from self interest, misunderstanding and distrust, and a general intolerance for change
unfreezing
getting the people affected by a change to believe that change is needed
change intervention
the process used to get workers and managers to change their behavior and work processes
refreezing
supporting and reinforcing new changes so that they stick
coercion
using formal power and authority to force others to change
results driven change
change created quickly by focusing on the measurement and improvement of results
general electric workout
a three day meeting in which managers and employees from different levels and parts of an organization quickly generate and act on solutions to specific business problems
organizational development
a philosophy and collection of planned change interventions designed to improve an organizations long term health and performance
change agent
the person formally in charge of guiding a change effort