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| Adoption of a new idea or behavior by an organization. |
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| Innovations in products, services or processes that radically change an industry's rule of the game or producers and consumers. |
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| incorporating structures and processes that are appropriate for both the creative impulse and for the systematic implementation of innovations. |
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| change in the organizations product or service outputs. |
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| change in organizations production process -- how the organization does its work. |
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| designing the organization to encourage creativity and the initiation of new ideas. |
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| managers put in place processes and structures to ensure that new ideas are carried forward for acceptance and implentation. |
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| generation of novel ideas that might meet perceived needs or respond to opportunities for the organization. |
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| safe harbor where ideas from employees throughout the company can be developed without interference from company bureaucracy or politics. |
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| Model that shows that research, manufacturing, and sales and marketing departments within an organization simultaneously contribute to new products and technologies. |
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| Multifunctional and sometimes multinational, team that works under stringent timelines and is provided with high levels of resources and empowerment to accomplish an accelerated product development project. |
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| extending the search for and commercialization of new ideas beyond the boundaries of the organization and even beyond the boundaries of the industry. |
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| Open innovation approach used by Threadless and other companies, taps into ideas from around the world and lets thousands or hundreds of thousands of people participate in the innovation process, usually via the internet. |
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| person who sees the need for and champions productive change within the organization. |
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| comes up with a new idea and understands its technical value but has neither the ability nor the interest to promote it for acceptance within the organization. |
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| believes in the idea, confronts the organizational reabilites of costs and benefits, and gains the political and financial support needed to bring it to reality. |
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| High-level manager who approves the idea, protects the idea, and removes major organizational barriers to acceptance. |
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| counterbalances the zeal of the champion by challenging the concept and providing a reality test against hard-nose criteria. |
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| unit seperate from the rest of the organization that is responsible for developing and initiating a major innovation. |
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| seperate small, informal, highly autonomous, and often secretive group that focuses on breakthrough ideas for the business. |
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| provides resources from which individuals and groups can draw to develop new ideas, products or businesses. |
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