Chapter 11

Front 1

ambidextrous approach

Back 1

a design approach that incorporates structures and management processes that are appropriate to both the creation and the implementation of innovation.

Front 2

change process

Back 2

a way in which changes occur in an organization.

Front 3

creativity departments

Back 3

departments that initiate change, such as research and development, engineering, design, and system analysis.

Front 4

culture changes

Back 4

change in the values, attitudes, expectations, beliefs, and behavior of employees.

Front 5

dual-core approach

Back 5

an organizational change perspective that identifies the unique processes associated with administrative change compared to those associated with technical change.

Front 6

horizontal coordination model

Back 6

a model of the three components of organizational design needed to achieve new product innovation: departmental specialization, boundary spanning, and horizontal linkages.

Front 7

idea champion

Back 7

organization members who provide the time and energy to make change happen; sometimes called advocates, entrepreneurs, and change agents.

Front 8

idea incubator

Back 8

a safe harbor in which ideas from employees throughout the organization can be developed without interference from company bureaucracy or politics.

Front 9

large group intervention

Back 9

an approach that brings together participants from all parts of the organization often including key stakeholders form outside the organization as well, in an off-site setting to discuss problems or opportunities and plan for change.

Front 10

new-venture fund

Back 10

a fund that provides financial resources for employees to develop new ideas, produces, or businesses.

Front 11

open innovation

Back 11

an approach that extends the search for and commercialization of new products beyond the boundaries of the organization.

Front 12

organization development

Back 12

a behavioral science field devoted to improving perfomance through trust, open confrontation of problems, employee empowerment and participation, the design of meaningful work, cooperation between groups, and the full use of human potential.

Front 13

organizational change

Back 13

the adoption of a new idea or behavior by an organization.

Front 14

organizational innovation

Back 14

the adoption of an idea or behavior that is new to the organization's industry, market, or general environment.

Front 15

product and service changes

Back 15

change that pertains to the product or service outputs of an organization.

Front 16

skunkworks

Back 16

a separate, small, informal, highly autonomous, and often secretive group that focuses on break through ideas for the business.

Front 17

strategy and structure changes

Back 17

change that pertains to the administrative domain in an organization.

Front 18

switching structures

Back 18

an organization creates an organic structure when such a structure is needed for the initiation of new ideas and reverts to a more mechanistic structure to implement the ideas.

Front 19

team building

Back 19

activities that promote the idea that people who work together can work as a team.

Front 20

technology changes

Back 20

change in an organization's production process, including its knowledge and skill base, that enables distinctive competence.

Front 21

time-based competition

Back 21

competition based on delivering products and services faster than competitors, giving companies a competitive edge.

Front 22

venture teams

Back 22

a technique used to foster creativity within an organization by setting up a small team as its own company to pursue innovations.