Chapter 11: Managing Innovation and Change

Vocabulary practice flashcards covering organizational innovation, the ambidextrous organization, product and process change strategies, organization development, Lewin's change stages, and implementation tactics from Chapter 11 of Daft's Management (15th Edition).

Organizational innovation

The creation of a new idea, solution, or behavior by an organization.

Ambidextrous organization

An organization that incorporates structures and processes that are appropriate both for the creative impulse and for the systematic implementation of innovations.

Exploration

The capability in an ambidextrous organization focused on encouraging creativity, risk-taking, experimentation, and developing new ideas through loose, flexible structures.

Exploitation

The capability in an ambidextrous organization focused on implementing new ideas with established capabilities, standardization, and tightly structured routines.

Product innovation

A change in the organization's product or service outputs.

Process innovation

A change in the organization's production processes.

Discovery

The innovation strategy stage where ideas for new products and technologies are born.

Creativity

The generation of novel ideas that might meet perceived needs or respond to opportunities for the organization.

Bottom-up approach

An approach to innovation that encourages the flow of ideas from lower organizational levels to upper management.

Horizontal linkage model

A model where research, manufacturing, and marketing departments simultaneously contribute to developing new products and technologies while linking with external partners, technologies, and customers.

Open innovation

The search for and commercialization of new ideas beyond the boundaries of the organization and industry.

Crowdsourcing

An approach to open innovation that involves obtaining information, ideas, or opinions from a large group of people.

Innovation by acquisition

An innovation approach that involves purchasing start-up companies to obtain their products, services, or technologies.

Corporate intrapreneurship

The development of an internal entrepreneurial spirit, philosophy, and structure to encourage employees to act like entrepreneurs.

Idea champion

A person who sees the need for and enthusiastically supports productive change within the organization.

Idea incubator

An organizational program that provides a safe harbor where employees can generate and develop ideas without interference from company bureaucracy or politics.

New-venture team

A unit separate from the rest of the organization that is responsible for developing and initiating a major innovation.

People change

Changes directed toward altering the mind-set of a few employees.

Culture change

Changes directed toward shifting the mind-set of the organization as a whole.

Organization development (OD)

A planned, systematic process of change that uses behavioral science techniques to create a positive corporate culture and improve the way people and departments relate to one another.

Team building

An organization development activity that enhances the cohesiveness and success of organizational groups and teams.

Survey feedback

An OD technique that begins with an employee questionnaire, followed by a consultant providing feedback to employees regarding responses and identified problems.

Cultural assessment and change

An OD technique involving the assessment of cultural problems, promoting openness and trust, and creating opportunities for personal growth and development.

Change

The adoption of a new idea by an organization.

Unfreezing

The first stage of change implementation, involving diagnosing problems, recognizing the need for change, and motivating individuals to accept change.

Movement

The second stage of change implementation, during which individuals plan the change, communicate it, train in new skills, experiment with new behaviors, and implement the change.

Refreezing

The final stage of change implementation, in which people are rewarded for new values and behaviors, successes are celebrated, and changes are integrated into the normal way of doing things.

Need for change

A disparity between existing and desired performance levels.

Top management support

An implementation tactic used when a change involves multiple departments, requires resource reallocation, or when users doubt the legitimacy of the change.

Communication and education

An implementation tactic used when a change is technical and users need accurate information and analysis to understand it.

Participation

An implementation tactic used when users need to feel involved, design requires information from others, or users possess the power to resist.

Negotiation

An implementation tactic used when a specific group has power over implementation or will lose out as a result of the change.

Coercion

An implementation tactic used when a crisis exists, initiators clearly hold the power, and other implementation techniques have failed.