Chapter 6 Flashcards
Organizational innovation
The successful implementation of creative ideas in organization
Creativity
The production of novel and useful ideas
Organizational change
A difference in the form, quality, or condition of an organization over time
Technology cycle
A cycle that begins with the birth of a new technology and ends when that technology reaches its limits and is replaced by a newer technology
S-curve pattern of innovation
A pattern of technological innovation characterized by slow initial progress, then rapid progress and then slow progress again as a technology matures and reaches its limits
Innovation streams
Patterns of innovation over time that can create sustainable competitive advantage
Technological discontinuity
Unique combo of existing technologies creates a significant breakthrough in performance
Discontinuous change
The phase of a technology cycle characterized by technological substitution
Technological substitution
The purchase of new technologies to replace older ones
Technological lockout
When a new dominant design prevents a company from competitively selling its products
Incremental change
When companies innovate by lowering costs and improving the functioning and performance of the dominant technological design
Creative work environemtns
Workplace cultures in which workers perceive that new ideas are welcomed, valued or encouraged
Flow
A psychological state of effortlessness in which you become completely absorbed in what you’re doing
Experimental approach to innovation
Assumes a highly uncertain environment and uses flexibility and hands on experience to accelerate learning
Design iteration
Cycle of repetition which a company tests something new
Product phototype
Working model that is being tested
Testing
Comparison of different product designs
Milestones
Formal project review to assess performance
Multi functional teams
Work teams composed of people from different departments
Powerful leaders
Experienced, high status and high responsibility
Generational change
Change based on improvements
Organizational decline
Large decrease in organizational performance
Resistance forces
Forces that support the existing state of conditions in organizations
Unfreezing
Getting the people affected by change to believe change is needed
