Sample Quiz

being smart

75% percent relies on conditions, 25% on process

Conditions - Motivation

1. Strategy & Leadership
2. Structure & Systems
3. Culture and People

Execution - Ability 4. Innovation projects

<p>S-curve</p> Signup and view all the answers

<p>Technical Push &amp; Market Pull</p> Signup and view all the answers

<ol> <li>Fluid Phase</li> <li>Transitional Phase</li> <li>Specific Phase</li> </ol> Signup and view all the answers

<p>Customer, Company, Costs, Competition and Context</p> Signup and view all the answers

<p>detectable, clear, inevitable and new normal</p> Signup and view all the answers

<p>Economic -&gt; No motivation Cognitive -&gt; No ability Social/Psychological -&gt; No courage</p> Signup and view all the answers

<p>Explosion of use, implosion of value</p> Signup and view all the answers

<ol> <li>Functional teams: Technical &amp; simple problems</li> <li>Light weight team: Solves problems of functional teams</li> <li>Heave teams: Adjacent innovation</li> </ol> Signup and view all the answers

<p>H3: Creators H2: Intrapreneurs: hybrid personalities H1: Managers</p> Signup and view all the answers

<p>Managing efficiency and adaptability?</p> Signup and view all the answers

<p>Old way: structural ambidexterity: separating it New way: contextual ambidexterity: balancing it in the same unit</p> Signup and view all the answers

<ol> <li>Worker &amp; trainer trust</li> <li>Decentralized structure and culture</li> <li>Shared vision and leadership development</li> </ol> Signup and view all the answers

<ol> <li>Discipline</li> <li>Stretch</li> <li>Support</li> <li>Trust</li> </ol> Signup and view all the answers

<p>See systems as a complex of interacting elements where the whole is greater than the sum</p> Signup and view all the answers

<p>Integrated, closed and open systems</p> Signup and view all the answers

<p>Existing capabilities or managerial cognition</p> Signup and view all the answers

<p>Within the frontier there is a quality and productivity boost but outside the frontier there is a quality disrupter.</p> Signup and view all the answers

<ol> <li>Centaur strategy: selectively use AI for specific tasks</li> <li>Cyborg strategy: seamlessly integrate AI assitance into almost every aspect</li> </ol> Signup and view all the answers

<p>Both could be effective but it depends on the nature of tasks and the individual's comfort and skill working with AI</p> Signup and view all the answers

<p>Over-reliance on AI, especially for outside the frontier. Thereby it could diminish the diversity of ideas in creative processes.</p> Signup and view all the answers

<p>Structural differentiation and integration</p> Signup and view all the answers

<p>organizational size and environmental dynanism</p> Signup and view all the answers

<p>innovation, venturing and strategic renewal</p> Signup and view all the answers

<p>Integration mechanisms</p> Signup and view all the answers

<ol> <li>Shared vision</li> <li>Senior Team Social Integration</li> <li>Cross functional interfaces</li> </ol> Signup and view all the answers

<ul> <li>Shared vision and cross-functional interfaces had a more positive effect on CE in larger firms.</li> <li>Senior Team Social Integration showed mixed results</li> <li>Shared vision and cross-functional interfaces were diminished in dynamic environments</li> </ul> Signup and view all the answers

<p>The informal communication and close relationships, the need of integration mechanisms is lower.</p> Signup and view all the answers

<p>Incremental innovations, because their established processes focus on efficiency and improving existing products.</p> Signup and view all the answers

<ol> <li>The DIA model</li> <li>Corporate Venture Units</li> <li>Embedded Innovation Groups</li> </ol> Signup and view all the answers

<ol> <li>Technological competency</li> <li>Market competency</li> <li>Organizational competency</li> </ol> Signup and view all the answers

<p>Firms need strong leadership and dedicated teams to overcome this</p> Signup and view all the answers

<p>You need clear governance and decision-making structures</p> Signup and view all the answers

<p>providing the necesarry resources, protecting innovation teams from internal pressures and fostering a culture of learning.</p> Signup and view all the answers

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

<ol> <li>Sequential: switching between periods of exploration and exploitation</li> <li>Structural: separate units or teams for exploration and exploitation</li> <li>Contextual: the firm fosters a culture in which employees are encourage to engage both exploitation with exploration</li> </ol> Signup and view all the answers

<ul> <li>More clarity is needed regarding the definitions of exploration and exploitation</li> <li>More research is needed to understand the role of leadership</li> <li>More research is needed regarding to timing to pursue exploitation and exploration</li> </ul> Signup and view all the answers

<p>Homophilous: with similar firms Heterophilous: With different firms such as Venture Capitals</p> Signup and view all the answers

<p>Managerial attention, they often put their attention to familiar, incremental innovations</p> Signup and view all the answers

<ol> <li>Focus on attention</li> <li>Situated attention</li> <li>Distributed attention</li> </ol> Signup and view all the answers

<p>High status firms</p> Signup and view all the answers

<p>Venture Capitals that er investing in startups</p> Signup and view all the answers

<p>Top managers will pay attention to the technological changes identified by these Venture Capitals</p> Signup and view all the answers

<p>Heterophilous relationships (especially involving high-status) venture capitals have a big impact on the timely recognition of technological discontinuities. Homophilous relationships, delay managerial attention to disruptive changes.</p> Signup and view all the answers

<p>Paradoxical cognition</p> Signup and view all the answers

<p>Firms that focus too much on exploitation, risk becoming to stagnant, unable to adapt to technological change. Firms that focus too much on exploration might fail to achieve operational efficiency.</p> Signup and view all the answers

<ol> <li>Structural inertia</li> <li>Cognitive bias</li> <li>Risk aversion</li> </ol> Signup and view all the answers

<ol> <li>Differentiation: distincts the requirements of exploration and exploitation</li> <li>Integration: focuses on finding the synergies between them</li> </ol> Signup and view all the answers

<ol> <li>Team-centric</li> <li>Leader-centric</li> </ol> Signup and view all the answers

<p>Specific teammembers are assigned distinctive roles, there are quality leader-member interactions but limited member-member interaction, leader coaching to reinforce differentiation, the leader acts as the integrator</p> Signup and view all the answers

<p>More research in how different organizational context and leadership styles impact the effectiveness.</p> Signup and view all the answers

<ol> <li>Demographic faultlines</li> <li>Relationship-related faultlines</li> <li>Task-related faultlines</li> </ol> Signup and view all the answers

<p>Environmental dynanism</p> Signup and view all the answers

<p>Relationship-faultlines have a negative impact on strategic change. Task-related faultlines were found to have a positive effect on strategic change</p> Signup and view all the answers

<p>Dynamic environments have a negative relationship, and a positive effect on the education and task-related</p> Signup and view all the answers

<p>The purpose is to improve decision-making by preparing for a range of possibilities, this creating more flexible and adaptive strategies</p> Signup and view all the answers

<p>Cognitive bias is a systametic error in thinking that occurs when on processing and interpreting information in the world around them</p> Signup and view all the answers

<ul> <li>Framing bias</li> <li>Overconfidence bias</li> <li>Confirmation bias</li> </ul> Signup and view all the answers

<ol> <li>The anchoring trap</li> <li>The status-quo trap</li> <li>The sunk-cost trap</li> <li>The confirming-evidence trap 5, The framing trap</li> </ol> Signup and view all the answers

<ol> <li>Representativeness</li> <li>Availability</li> <li>Adjustment and anchoring</li> </ol> Signup and view all the answers

<p>government, labor, capital and culture</p> Signup and view all the answers

<p>Corporate Culture</p> Signup and view all the answers

<ol> <li>The willingness to cannibalize existing products and assets</li> <li>Future market orientation</li> <li>Tolerance of Risk</li> </ol> Signup and view all the answers

<p>Corporate culture is the strongest driver of innovation. Thereby doe the national factors have minimal effect.</p> Signup and view all the answers

<ol> <li>Sense of seperateness</li> <li>Extreme self-efficacy</li> <li>Idealism</li> </ol> Signup and view all the answers

<p>the combination creates a powerful dynamic that enhances an individual's capacity for RI. hereby these traits reinforce each other</p> Signup and view all the answers

<p>A company's identity shapes how it filters technological opportunities and respond to them</p> Signup and view all the answers

<ol> <li>Self-reinforcing dynamic: identity aligns with its actions</li> <li>Identity ambiguity: with new technology emerges, the identity becomes a constraint</li> <li>Convergence on a new identity: extremed pressure, drive the organization toward a new identity</li> </ol> Signup and view all the answers

<p>focuses on the firm's membership within a specific category</p> Signup and view all the answers

<p>the influence within category</p> Signup and view all the answers

<ol> <li>Shaper (leading and setting industry trends)</li> <li>Follower(responding to external changes)</li> </ol> Signup and view all the answers

<p>It is a tool managers use to remind employees what the company stands for beyond just its products or services.</p> Signup and view all the answers

<ol> <li>Stimulating no-local search</li> <li>Coordinating knowledge integration</li> </ol> Signup and view all the answers

<ol> <li>Transformational Leadership</li> <li>Centralization</li> <li>Formalization</li> </ol> Signup and view all the answers

<p>They help develop and transform capabilities</p> Signup and view all the answers

<p>new products, patents, personal capabilities and organizational capabilities</p> Signup and view all the answers

<p>transforming the team, ideas, products and capabilities</p> Signup and view all the answers

<p>By providing legitimacy</p> Signup and view all the answers

<p>Younger corporate children give their children more freedom, making them better able to compete. Older companies often give their companies more rigid structures that limit their children's ability to succeed. Stand-alone startups often do better in industries around RI</p> Signup and view all the answers

<p>Choose a model :</p> <ul> <li>Structural seperation</li> <li>Behavioral integration</li> <li>Sequential alternation</li> </ul> <p>And develop capabilities aligned with each</p> Signup and view all the answers