COPY: Open vragen Strategic - Artikelen

1. Sense of seperateness
2. Idialism
3. Extreme self-efficacy

It will increase an inidividual's abilitiy to develop, pursue and succeed in bringing transformative ideas to life.

A sense of separateness, this allows them to think differently and pursue original ideas but it also may come with social isolation, reduced acces to resources and psychic distress.

<p>Extreme self-efficacy. This helps innovator overcome challenges that would deter others, giving them the perseverance to see their projects to completion.</p> Signup and view all the answers

<p>Idealism, this provides innovators with a deep intrinsic drive to change the world.</p> Signup and view all the answers

<p>While these traits do not guarantee innovation. Understanding these traits could help unlock the latent creativity and innovation potential within individuals who might not otherwise pursue extraordinary ideas.</p> Signup and view all the answers

<p>the ability to balance exploitation and exploration at the same time.</p> Signup and view all the answers

<ol> <li>Innovation</li> <li>Firm growth</li> <li>Survival</li> </ol> Signup and view all the answers

<ol> <li>Sequential ambidexterity: involves switching between periods of exploitation and exploration.</li> <li>Structural ambidexterity: organizations create separate units or teams for exploration and exploitation</li> <li>Contextual ambidexterity: the firm fosters a culture i which employees are encouraged to engage in both exploitative and explorative activities/</li> </ol> Signup and view all the answers

<ol> <li>Firms struggle balance both, because the systems that work for one can inhibit the other</li> <li>Organizational resistance</li> </ol> Signup and view all the answers

<ol> <li>Definitional clarity: What is meant by exploration and exploitation</li> <li>Leadership and ambidexterity: What is the role of leadership</li> <li>Timing and context: The timing of when to pursue exploration and exploitation is also an open question</li> </ol> Signup and view all the answers

<p>To maintain adaptability and competitiveness.</p> Signup and view all the answers

<ol> <li>Structural inertia: this inertia makes it difficult for organizations to pivot towards exploration.</li> <li>Cognitive bias: where managers tend to favor exploitation over exploration because the former offers more immediate and tangible returns.</li> <li>Risk aversion: managers are often more comfortable supporting projects that ensure short-term gains.</li> </ol> Signup and view all the answers

<ol> <li>Differentiation: the process requires recognizing the distinct needs, strategies and organizational structures associated with exploration and exploitation</li> <li>Integration: focuses on finding synergies between them</li> </ol> Signup and view all the answers

<ul> <li>Leadercentric Teams: the primary responsibility for balancing exploration and exploitation rests with the leader. The leader acts as the integrator.</li> <li>Teamcentric Teams: the responsibility for balancing exploration and exploitation is shared among all team members.</li> </ul> Signup and view all the answers

<ul> <li>organization's context</li> <li>the nature of the challenges it face</li> <li>leadership</li> </ul> Signup and view all the answers

<p>in the future they should explore how different organizational contexts and leadership styles impact the effectiveness of these models in managing strategic contradictions.</p> Signup and view all the answers