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| a characteristic of an organization that can behave in both an organic and a mechanistic way |
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| the way in which planned changes occur in an organization |
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| organizational departments that initiate change, such as research and development, engineering, design, and systems analysis |
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| the generation of novel ideas that may meet perceived needs or respond to opportunities |
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| changes in the values, attitudes, expectations, beliefs, abilities, and behaviour of employees |
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| an organizational change perspective that identifies the unique processes associated with administrative change compared to those associated with technical change |
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| horizontal coordination model |
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| a model of the three components of organizational design needed to achieve new product innovation: departmental specialization, boundary spanning, and horizontal linkages |
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| organizational members who provide the time and energy to make things happen; sometimes called advocates, entrepreneurs, and change agents |
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| safe harbour where ideas from employees throughout the organization can be developed without interference from bureaucracy or politics |
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| a series of continual progressions that maintains as organization's general equilibrium and often affects only one organizational part |
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| an approach that brings together participants from all parts of the organization (and may include stakeholders as well) to discuss problems or opportunities and plan for change |
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| a manager who acts as a supporter and sponsor of a technical champion to shield and promote an idea within the organization |
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| a fund that provides financial resources to employees to develop new ideas, products, or businesses |
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| a behavioural science field devoted to improving performance 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 |
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| the adoption of a new idea or behaviour by an organization |
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| organizational innovation |
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| the adoption of an idea or behaviour that is new to an organization's industry, market, or general environment |
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| changes in an organization's product or service outputs |
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| a breaking of the frame of reference for an organization, often creating a new equilibrium because the entire organization is transformed |
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| separate, small, informal highly autonomous, and often secretive group that focuses on breakthrough ideas for the business |
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| strategy and structure changes |
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| changes in the administrative domain of an organization, including structure, policies, reward systems, labour relations, coordination devices, management information control systems, and accounting and budgeting |
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| an organization creates an organic structure when such a structure is needed for the initiation of new ideas |
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| activities that promote the idea that people who work together can work together as a team |
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| a person who generates or adopts and develops an idea for a technological innovation and is devoted to it, even to the extent of risking position or prestige; also called product champion |
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| changes in an organization's production process, including its knowledge and skills base, that enable distinctive competence |
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| delivering products and services faster than competitors, giving companies a competitive edge |
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| a technique to foster creativity within organizations in which a small team is set up as its own company to pursue innovations |
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