Managing Innovation Integrating Technological Market And Organizational Change 6th Edition Joe Tidd, John R. Bessant - Solutions

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What is OD?
You have just taken over as the top executive of an organization and found things are not in shape.You have planned a major restructuring of the organization. Explain why people might resist the change effort.
Refer to the organization with which you are associated. Describe the change/s that has/have occurred during the recent past. Analyse that in terms of the concepts that you have picked up from this chapter.
How can you, in your role of the change agent, make people willing to change in the organization?Explain your strategy with the help of appropriate examples.
In the context of organizational change, what are the things that are typically changed? List down the forces that lead to change.
How can an employer best recruit and retain a diverse workforce?
What are the keys to developing a successful diversity programme?
What is the significance of diversity in the present age of globalization?
How can the stereotypes of senior workers be changed? What are the essentials of awareness training?
Describe the typical characteristics of an empowered organization.
Identify the steps of employee empowerment.
What are the benefits of employee empowerment? What are its potential problems?
Do you think employee empowerment is necessary for the organization? Support your views.
What is meant by employee empowerment?
Describe and discuss the influence tactics that are usually employed in an organization.
Based on your experience in being part of a teaching organization, describe a situation when a student had the power to influence the professor and his fellow students. Identify the sources of power bases.
Performance appraisal process is often believed to create political behaviour in an organization.Suggest ways to minimize politics in this instance.
Think of two situations from your personal experience: (a) when you had power to influence the behaviour of your junior colleague; (b) when he has the power to influence you. In each case, list down the probable source power for both the individuals.
Define power in the context of an organization. Identify the different sources of power. Suggest an effective use of power in a service industry.
Describe leader–member exchange theory. What are its implications for leadership practices?
What is managerial grid? Contrast its approach to leadership with the approaches of Ohio State and Michigan groups.
Describe the strengths and weaknesses in the traits approach of leadership.
Define leadership. Distinguish it from management. Why do you think leadership is important for the organization’s well-being?
Distinguish formal groups from informal groups. Describe various types of formal and informal groups that are found to exist in organizational setup.
What are the reasons behind people’s joining a group? Discuss with examples from your personal experience.
What do you understand by group cohesiveness? Identify the factors that increase group cohesiveness.
What do you understand by the term ‘group norms’? Distinguish between externally and internally imposed group norms. In which category would you place a production target?
Define a group. Give examples of different groups.
Think of the conflict your group had with the other group in your workplace. How did your group respond? Analyse the strategy.
Is competition for better marks among the students functional or dysfunctional? Explain.
How can a manager diagnose intergroup conflicts?
‘Conflict is necessary to bring in change’. Do you agree?
Give examples of intra-individual conflict from your personal experience.
Compare and contrast the cultures of two of the organizations you have been a member of.
Differentiate organizational climate from organizational culture. Describe how national culture might affect organizational culture.
How does the culture of an organization start? Describe ways to sustain the organizational culture.When does the culture become a liability?
What do you understand by the term ‘socialization processes’ in an organization? Describe the steps a new member goes through before being accepted by the organizational culture. Distinguish between pivotal and peripheral norms of an organizational culture.
What is organizational culture? Distinguish between a strong and a weak culture. Identify the characteristics of a healthy organizational culture.
What are the major sources of resistance to change? What are some of the ways to overcome these resistances?
Distinguish between planned and unplanned changes. Which type of change is better from the view point of an organization? Why are unplanned changes sometimes inevitable in an organization?
Define change. Why is the understanding of organizational change important for today’s managers?
What do you understand by the term ‘organizational effectiveness’? Why is the concept of effectiveness important? Discuss different perspectives of organizational effectiveness.
If you want to start a readymade garment business, what considerations will you keep in mind and how would you plan the entire thing?
Briefly describes the two dimensions of organizations and the various parameters.
Why do you think organizations have mission statement? What purposes are served by an organization’s mission statement?
What do you understand by the term ‘learning organization’? What are the typical characteristics of a learning organization?
What is an organization? Compare and contrast among the following organizations—an IT firm, a multi-facility medical care and hospital and a management institute.
Which of the following would you NOT expect to hear people saying about an innovative organization?A. Our organization structure does not stifle innovation but helps it to happen.B. There is a strong commitment to training and development of people.C. Our reward and recognition system supports
Which of the following would you NOT expect to hear in an innovative organization?A. We don't believe in talking to customers—they only make our life difficult.B. We are good at understanding the needs of our customers/end users.C. We work well with universities and other research centers to help
Which of the following would you expect to hear in a successful innovating company? (Several choices may be correct.)A. We have good “win-win” relationships with our suppliers and we pick up a steady stream of ideas from them.B. We have a policy of renewing our car fleet every 2 years.C. We
Which of these statements might you expect people to make in an innovative organization?(Several choices may be correct.)A. We have a supportive climate for new ideas—people don't have to leave the organization to make them happen.B. We work well in teams.C. Our reward and recognition system
Which of the following would you NOT expect to hear people saying in an innovative organization?A. There is top management commitment and support for innovation.B. There is a clear link between the innovation projects we carry out and the overall strategy of the business.C. If innovation happens
Which of the following is often associated with innovation success? (Several choices may be correct.)A. Understanding user needs B. A high share price C. Good project management skills D. Early involvement of key players representing different functions E. Regular review of progress against clear
Which of the following would NOT be a good measure of innovation performance?A. Number of new ideas (product/ service/ process) generated at start of innovation system B. Number or percentage of overruns on development time and cost budgets C. Level of employer contribution to employee pension D.
Which of these is not a recognized route for sustainability led innovation?A. Developing environmentally friendly products B. Labelling products in green colours C. Modifying processes to be more energy efficient or less environmentally harmful D. Rethinking supply chains to offer more recycling
Which of these is NOT a difference between social entrepreneurs and commercial entrepreneurs?A. Social entrepreneurs are less concerned with independence and wealth, and more on social means and ends.B. Social entrepreneurs are older than commercial entrepreneurs.C. Social entrepreneurs place less
Which of the following is NOT a question for managing social entrepreneurship?A. How we find opportunities that deliver social as well as economic benefits.B. How we identify and engage a wide range of stakeholders—and understand and meet their very diverse expectations.C. How we mobilize
Which of the following statements about the “bottom of the pyramid” market is not open to challenge?A. The poor—4 billion of them—earn less than $2/day.B. The poor have no purchasing power and do not represent a viable market.C. The poor are not brand conscious.D. The poor are unable to use
There is no way to resolve the conflict between commercial business goals and those of social innovation.True False
Social entrepreneurship does not concern itself with commercial questions.True False
A disadvantage of using patents as an indicator of innovation is:A. Obtaining a patent is time consuming and expensive.B. Not all innovations are or can be patented.C. Patents can be broken down by technical fields.D. Patents represent the output of the inventive process
Which of the following is a potential benefit of licensing intellectual property to another organization?A. Increase managerial control B. Earn monopoly profits C. Reduce legal costs D. Reach a larger market.
Which of the following is NOT a legal requirement to register a patent?A. Commercial value B. Inventive step C. Novelty D. Complete disclosure
Which of the following is NOT a widely accepted method for sharing knowledge across communities of practice?A. Boundary objects, that is tasks, processes or projects shared by different groups B. Brokers, with weak relationships between many different groups C. Gatekeepers, who control access to
Which of the following effects of innovation is supported empirically?A. The impact of the generation of innovations is greater than their application.B. Process R&D is generally more productive than product R&D.C. Company spending on R&D results in more patents.D. Company patent-intensity drives
What environmental factor may limit the scope for growth of a new venture?A. Attacker’s advantage—where the incumbent’s complementary assets contribute little value B. Complementary assets—where complementary assets of the venture contribute to the value proposition.C.
What is the biggest difference between the type of innovation by high-and low-performing SMEs?A. Incremental administrative innovation B. Incremental technical process innovation C. Incremental product or service innovation D. Radical innovation
High-growth and low-growth ventures have different characteristics. Which of the following is NOT a significant difference between the high-and low-growth firms?A. Focus on profitability B. Focus on research and development (R&D)C. Age of founders D. Focus on new products
Which of these is NOT a typical motive for internal corporate venturing?A. Exploit underutilized resources B. Diversify the business C. Retain talent D. Simplify product portfolio
Which of the following factors does NOT necessarily influence the success of a new venture?A. Founders’ entrepreneurial experience B. Size of founding team C. Founders’ industry experience D. Value chain management
Which of the following is a potential disadvantage of open innovation?A. Reduces the technological uncertainty of development B. Reduces the costs of internal R&D C. Increases the reliance on complementary capabilities D. Increases the pool of knowledge
Which of the following is a major feature of open innovation?A. Creating value B. Capturing value C. Creating intellectual property D. Generation of ideas
Which of these technology factors do not generally influence the form of collaboration?A. Choice of partner B. Competitive significance C. Complexity D. Codifiability
Which of the following is a common problem with innovation alliances?A. Achievement of economies of scale B. Sharing of knowledge C. Spreading costs and risks D. Agreement of product strategy
Which of these is NOT a typical motivation for a strategic alliance?A. Build critical mass through cooption B. Differentiate existing products and services C. Enter new markets through cospecialized resources D. Learn new competencies from partners
The lean start-up approach to development typically does not feature:A. Build-measure‐learn B. Feature-based segmentation C. Minimum viable product D. Pivoting
For developing novel products and services, which of the following tools is least useful?A. Lead users B. Focus groups C. Market experimentation D. Market segmentation
In service innovation a major success factor to manage is the difference between expectations and perceived performance. Which of the following does NOT necessarily contribute to the perception of service performance?A. Tangible aspects—appearance of facilities, equipment and staff B.
According to research on new product development, which of the following is NOT necessarily associated with success?A. Technical novelty B. Risk assessment C. Clear product definition and target market D. Project resources and organization
What is the main difference between the development funnel and the stage-gate approach to new product development?A. Formal review process for product development B. Assumption of resource constraints C. Use of explicit criteria to filter projects D. Support decision-making at different stages
Which of these is an assumption of the Bass model of diffusion?A. The population consists of two different groups, adopters and imitators.B. The population is homogeneous.C. The population has perfect knowledge of the innovation.D. Information is spread by contact and observation.
The design of a Delphi study for forecasting the future should follow all but which of the following guidelines?A. Identify a broad community of experts B. Consist of a number of iterations C. Feature interviews and workshops D. Include questions of timing and probability
To be effective, scenario planning must satisfy a number of conditions. Which of the following is NOT essential?A. Compelling problems B. Inclusive participation C. Normative goals D. Plausible outcomes
Which characteristics are NOT necessarily positively associated with the rapid diffusion and widespread adoption of an innovation?A. Observability B. Complexity C. Trialability D. Compatibility
The choice of forecasting method should NOT depend on:A. Rate of technological and market change B. Availability and accuracy of information C. The company’s planning horizon D. The sophistication of the technique
An organization might use a “stage gate” system for innovation development in order to:(Several choices may be correct.)A. Provide common rules of the game for product development B. Make clear decisions at the right moment C. Clarify responsibility for different aspects of the project D.
“Not invented here” describes:A. An entry in a company’s product catalogue B. An attitude in the organization towards novel ideas that accepts their technical and market potential but does not see the need to adopt them C. A lack of R&D resources
Which of these can result from a lack of portfolio management? (Several choices may be correct.)A. No limits to the number of innovation projects taken on B. Reluctance to “kill” projects under development C. High failure rates in terms of cost and time overruns D. Low technical performance on
Financial measures are the only way to judge innovation projects.True False
Uncertainty increases during the life of an innovation project.True False
Which of the following is not a benefit that could emerge from an innovation network?A. Getting access to different and complementary knowledge sets B. Reducing risks by sharing them C. Accessing new markets and technologies D. Priority access to major contracts
Which of the following statements about innovation networks is wrong? (Several choices may be correct.)A. Bigger is always better—the more players in the network the more effective it is.B. They can only be set up with firms in the same geographical area.C. They must always be large organizations
Which of the following is NOT a characteristic of a learning network?A. They have a primary learning target—some specific learning/knowledge that the network is going to enable.B. They have a structure for operation, with boundaries defining participation.C. Processes that can be mapped on to the
Which of the following are advantages that might emerge from a process of shared learning?(Several choices may be correct.)A. Challenge and structured critical reflection from different perspectives.B. Different perspectives can bring in new concepts (or old concepts that are new to the learner).C.
Communities of practice are facilities where sports skills can be developed more effectively.True False
Open innovation is A. A model for organizing the process where firms seek to source ideas from inside and outside B. An approach to risk management in innovation C. A board-level commitment to unlimited funds for innovation activities D. An innovation project with no limit on the number of staff
Rothwell's “fifth generation” model suggests that innovation:A. Needs five or more players in the network B. Is increasingly about linkages within and across enterprises C. Requires five times the original investment of the founder to succeed D. Works best in old family businesses
Which of these is not an aspect of absorptive capacity in organizations as seen by Zahra and George’s model?A. Recognising B. Acquiring C. Modernizing D. Assimilating E. Deploying
Opsen innovation is a two way process in which an organization’s knowledge base is made available to others while at the same time the firm can find new sources of potentially useful knowledge from outside.True False
Which of these is not a search pattern associated with emergence and reframing?A. Working with “extreme users”B. Working with markets and users at “the bottom of the pyramid”C. Working with your existing best group of loyal customers D. Working with new geographical markets

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Managing Innovation Integrating Technological Market And Organizational Change 6th Edition Joe Tidd, John R. Bessant - Solutions

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