Mana 3335 - Mgmt 8 - Ch. 7 Innovation & Change - Uh - Blakeney

Front 1

the successful implementation of creative ideas in organizations

Back 1

Organizational innovation

Front 2

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, substantially better technology

Back 2

Technology cycle

Front 3

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

Back 3

S-curve pattern of innovation

Front 4

patterns of innovation over time that can create sustainable competitive advantage

Back 4

Innovation streams

Front 5

the phase of an innovation stream in which a scientific advance or unique combination of existing technologies creates a significant breakthrough in performance or function

Back 5

Technological discontinuity

Front 6

the phase of a technology cycle characterized by technological substitution and design competition

Back 6

Discontinuous change

Front 7

the purchase of new technologies to replace older ones

Back 7

Technological substitution

Front 8

competition between old and new technologies to establish a new technological standard or dominant design

Back 8

Design competition

Front 9

a new technological design or process that becomes the accepted market standard

Back 9

Dominant design

Front 10

the inability of a company to competitively sell its products because it relies on old technology or a nondominant design

Back 10

Technological lockout

Front 11

the phase of a technology cycle in which companies innovate by lowering costs and improving the functioning and performance of the dominant technological design

Back 11

Incremental change

Front 12

workplace cultures in which workers perceive that new ideas are welcomed, valued, and encouraged

Back 12

Creative work environments

Front 13

a psychological state of effortlessness, in which you become completely absorbed in what you’re doing and time seems to pass quickly

Back 13

Flow

Front 14

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

Back 14

Experiential approach to innovation

Front 15

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

Back 15

Design iteration

Front 16

a full-scale, working model that is being tested for design, function, and reliability

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Product prototype

Front 17

the systematic comparison of different product designs or design iterations

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Testing

Front 18

formal project review points used to assess progress and performance

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Milestones

Front 19

work teams composed of people from different departments

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Multifunctional teams

Front 20

an approach to innovation that assumes that incremental innovation can be planned using a series of steps and that compressing those steps can speed innovation

Back 20

Compression approach to innovation

Front 21

change based on incremental improvements to a dominant technological design such that the improved technology is fully backward compatible with the older technology

Back 21

Generational change

Front 22

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

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Organizational decline

Front 23

forces that produce differences in the form, quality, or condition of an organization over time

Back 23

Change forces

Front 24

forces that support the existing conditions in organizations

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Resistance forces

Front 25

getting the people affected by change to believe that change is needed

Back 25

Unfreezing

Front 26

the process used to get workers and managers to change their behaviors and work practices

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Change intervention

Front 27

supporting and reinforcing new changes so that they stick

Back 27

Refreezing

Front 28

the use of formal power and authority to force others to change

Back 28

Coercion

Front 29

change created quickly by focusing on the measurement and improvement of results

Back 29

Results-driven change

Front 30

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

Back 30

General Electric workout

Front 31

a philosophy and collection of planned change interventions designed to improve an organization’s long-term health and performance

Back 31

Organizational development

Front 32

the person formally in charge of guiding a change effort

Back 32

Change agent