Ambidextrous approach - Cengage...
Transcript of Ambidextrous approach - Cengage...
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a design approach that incorporates structures
and management processes that are
appropriate to both the creation and the implementation of
innovation.
Ambidextrous approach
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the way in which changes occur in an
organization. Change process
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departments that initiate change, such as research
and development, engineering, design,
and systems analysis.
Creative departments
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the generation of novel ideas that may meet perceived needs or
respond to opportunities.
Creativity
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change in the values, attitudes, expectations, beliefs, and behavior of
employees.
Culture change
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an organizational change perspective that
identifies the unique processes associated with administrative change compared to those associated with
technical change.
Dual-core approach
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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.
Horizontal coordination model
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organization members who provide the time and energy to make change
happen; sometimes called advocates,
intrapreneurs, and change agents.
Idea champions
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a safe harbor in which ideas from
employees throughout the organization can
be developed without interference from
company bureaucracy or politics.
Idea incubator
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an approach that 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.
Large group intervention
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a fund that provides financial resources for employees to develop
new ideas, products, or businesses.
New-venture fund
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an approach that extends the search for and commercialization
of new products beyond the boundaries
of the organization.
Open innovation
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a behavioral 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.
Organization development
(OD)
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the adoption of a new idea or behavior by an
organization.
Organizational change
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the adoption of an idea or behavior that is new
to the organization’s industry, market, or
general environment.
Organizational innovation
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change that pertains to the product or
service outputs of an organization.
Product and service change
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a separate, small, informal, highly autonomous, and often secretive group that focuses
on breakthrough ideas for the business.
Skunkworks
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change that pertains to the administrative
domain in an organization.
Strategy and structure change
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an organization creates an organic structure
when such a structure is needed for the
initiation of new ideas and reverts to a more mechanistic structure
to implement the ideas.
Switching structures
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activities that promote the idea that people
who work together can work as a team.
Team building
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change in an organization’s
production process, including its
knowledge and skill base, that enables
distinctive competence.
Technology change
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competition based on delivering products and services faster than competitors,
giving companies a competitive edge.
Time-based competition
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a technique used to foster creativity within
an organization by setting up a small team as its own company to
pursue innovations.
Venture teams