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Definition
| A series of continual progressions that maintain the organization's general equilibrium and often affect only one organizational part. |
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| Breaks the frame of reference for the organization, often transforming the entire organization. |
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| Changes in an organization's production process, including its knowledge and skill base, that enable distinctive competence. |
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| Product and Service Changes |
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| Pertain to the product or service outputs of an organization. |
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| Strategy and Structure Changes |
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Definition
| Pertain to the administrative domain in an organization. |
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Definition
| Refer to changes in values, attitudes, expectations, beliefs, abilities, and behavior of employees. |
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| The adoption of a new idea or behavior by an organization. |
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| Organizational Innovation |
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Definition
| The adoption of an idea or behavior that is new to the organization's industry, market, or general environment. |
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Definition
| Within an organization tends to be identical whether a change is early or late with respect to other organizations in the environment. |
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| The generation of novel ideas that may meet perceived needs or respond to opportunities. |
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| To incoporate structures and management processes that are appropriate to both the creation and the implementation of innovation. |
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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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Definition
| In many large organizations the initiation of innovations is assigned into different staff departments, such as research and development (R&D), engineering, design, and systems analysis, create changes for adoption in other departments. |
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| An increasingly popular way to facilitate the development of new ideas within the organization. It provides a safe harbor where ideas from employees throught the organization can be developed without interference from company bureaucracy or politics. |
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| A technique used to give free rein to creativity within organizations. Venture teams are often given a separate location and facilities so they are not constrained by organizational procedures. |
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Definition
| A separate, small, informal, highly autonomous, and often secretive group that focuses on breakthrough ideas for the business. |
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| Provides financial resources for employees to develop new ideas, products, or businesses. |
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Definition
| Facilitate corporate entrepreneurship. Idea champions provide the time and energy to make things happen. They fight to overcome the natural resistance to change and to convince others of the merit of a new idea. |
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| (Also called product champion) The 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. |
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Definition
| Acts as a supporter and a sponsor to shield and promote an idea within the organization. |
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Term
| Horizontal Coordination Model |
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Definition
| The organization design for achieving new product innovation involves three components - departmental specialization, boundary spanning, and horizontal coordination. |
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Definition
| Means delivering products and services faster than competitors, giving companies a competitive edge. |
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| An approach to organizational change compares administrative and technical changes. |
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Definition
| An approach brings together participants from all parts of the organization - often including key stakeholders from outside the organization as well - in an off-site setting to discuss problems or opportunities and plan for change. |
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| Promotes the idea that people who work together can work as a team. |
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| (OD) Focuses on the human and social aspects of the organization as a way to improve the organization's ability to adapt and solve problems. |
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