Innovation Management

Nelson & Winter develop the notion of organizational routines to help explain the behaviour and evolution of organizations. Which of the following is not a characteristic of routines: A. Guide cognition, behaviour and performance. B. Regular and predictable. C. Easily observable and measured. D. Collective, social and tacit.

C. Easily observable and measured.

Cognitive maps are a useful methods to encourage creativity and promote innovation. Which of the following is not a benefit of using cognitive maps? A. Make assumptions explicit. B. Involve different stakeholders. C. Help to build consensus. D. Can be used individually, or in groups.

C. Help to build consensus.

The Kirton Adapter-Innovator (KAI) scale is a psycho-metric approach for assessing the creativity of individuals. By a series of questions it seeks to identify an individuals attitudes towards originality, attention to detail and following rules. It seeks to differentiate "adaptive" from "innovative" styles. Which of the following is not true? A. Innovators reconstruct problems and assumptions. B. Adaptors create stretch solutions. C. Innovators create more acceptable solutions. D. Adaptors focus on 'doing better'.

C. Innovators create more acceptable solutions.

Which of these would not normally be considered an incremental innovation? A. An electric car B. Chicken and onion flavoured potato snacks C. Faster train journeys through better signalling D. A low fat hamburger

A. An electric car

Which of the following is NOT an example of product innovation? A. Computer-control of manufacturing operations B. A new car design C. A new toothpaste D. A new version of the iPod

A. Computer-control of manufacturing operations

Which of the following would NOT qualify as a discontinuous innovation? A. Flat bed sleeping in business class airline cabins B. Gene therapies for cancer treatment C. Voice over internet protocol (VOIP) telephony D. The Internet

A. Flat bed sleeping in business class airline cabins

Which of the following would not normally be considered a radical innovation? A. The jet turbine engine B. Increased colour choice on the Volkswagen 'Beetle' car C. Antibiotic drugs D. Integrated circuits

B. Increased colour choice on the Volkswagen 'Beetle' car

Which of the following is a potential disadvantage of Open Innovation? A. Reduces the costs of internal R&D B. Increases the reliance on complementary capabilities C. Increases the pool of knowledge D. Reduces the technological uncertainty of development

B. Increases the reliance on complementary capabilities

De Bono introduced the term _______ to describe alternatives to logical thought, and has a long and distinguished career promoting applied creative thinking. A. Brainstorming. B. Lead user generation. C. Lateral thinking. D. Metaphors.

C. Lateral thinking.

Which of the following is not a common reason why do organizations collaborate? A. To increase potential markets for new products. B. To reduce the cost of technological development or market entry. C. To increase control of new product development. D. To reduce the risk of development or market entry.

C. To increase control of new product development.

The triple bottom line is .... A. a book-keeping convention to minimise accounting mistakes B. an accounting system suitable for joint ventures between firms C. a company reporting framework designed to take into account not just financial outcomes but also environmental and social performance D. markings on a ship to show how heavily laden it is

C. a company reporting framework designed to take into account not just financial outcomes but also environmental and social performance

What is an advantage of transitory alliances over joint venture? A. Commitment depends upon trust. B. Partner choice is based on reputation. C. Careful planning and development of partnerships. D. Focus reduces complexity relationships.

D. Focus reduces complexity relationships.

Technological leadership in firms does not necessarily translate itself into economic benefits. The capacity of the firm to appropriate the benefits of its investment in technology depends on its position. Which of the following is not relevant? A. Innovation 'leadership'—where firms aim at being first to market, based on technological leadership. B. The learning curve in production generates both lower costs, and a particular and powerful form of accumulated and largely tacit knowledge. C. Complementary assets or capabilities in marketing and distribution. D. Capacity to defend its advantage against imitators, for example, through standards or intellectual property.

A. Innovation 'leadership'—where firms aim at being first to market, based on technological leadership.

Learning through collaboration is difficult. Which of the following can constrain learning in an alliance? A. Levels of tacit or systemic knowledge. B. Diversity of product markets. C. Different industry or sector. D. Common organizational cultures.

A. Levels of tacit or systemic knowledge.

Which of the following are strategies for picking up weak signals about discontinuities? (Several choices may be correct.) A. Work with the 'fuzzy front end' B. Market research across existing customer groups C. Diversity - enabling odd connections to be made D. Use futures techniques - scenarios, forecasting, etc. E. Probe and learn/ prototyping F. Competitor analysis and benchmarking of their products

A. Work with the 'fuzzy front end' C. Diversity - enabling odd connections to be made D. Use futures techniques - scenarios, forecasting, etc. E. Probe and learn/ prototyping

Communities of practice A. share experiences that can provide support and open new lines of inquiry or exploration B. bring together people who form a community because they have so much in common C. share experimentation to reduce risks of trying new things D. help challenge and structure critical reflection from different perspectives E. increase the risk of getting the wrong answers to problems

A. share experiences that can provide support and open new lines of inquiry or exploration C. share experimentation to reduce risks of trying new things D. help challenge and structure critical reflection from different perspectives

David Teece and Gary Pisano integrate the various dimensions of innovation strategy into what they call the 'dynamic capabilities' approach. This emphasizes the need to: A. Adopt a strategic position as market leader. B. Manage strategically to adapt and re-configure capabilities. C. Strategically anticipate future technologies and markets. D. Make significant investments in emerging technological trajectories.

B. Manage strategically to adapt and re-configure capabilities.

Which of the following are factors often associated with successful innovating organizations? (Several choices may be correct.) A. Large market share B. Mechanisms for strategic selection of innovation options C. Supportive organizational climate with structures and incentives for innovation D. Rich external linkages and networks E. Large size F. Age of the firm - the older the better

B. Mechanisms for strategic selection of innovation options C. Supportive organizational climate with structures and incentives for innovation D. Rich external linkages and networks

Which of the following statements would you expect to hear people saying in an organization which is well-prepared to deal with discontinuous innovation? (Several choices may be correct.) A. We have the largest R&D building in the country B. We have alternative and parallel mechanisms for implementing and developing radical innovation projects which sit outside the 'normal' rules and procedures C. We have mechanisms to bring in fresh perspectives - for example, recruiting from outside the industry D. We use some form of technology scanning/intelligence gathering - we have well developed technology antennae E. We always employ graduates from the same set of universities F. We have mechanisms for managing ideas that don't fit our current business - for example we license them out or spin them off

B. We have alternative and parallel mechanisms for implementing and developing radical innovation projects which sit outside the 'normal' rules and procedures C. We have mechanisms to bring in fresh perspectives - for example, recruiting from outside the industry D. We use some form of technology scanning/intelligence gathering - we have well developed technology antennae F. We have mechanisms for managing ideas that don't fit our current business - for example we license them out or spin them off

Open innovation is A. a board-level commitment to unlimited funds for innovation activities B. a model for organising the process where firms seek to source ideas from inside and outside C. an approach to risk management in innovation D. an innovation project with no limit on the number of staff employed

B. a model for organising the process where firms seek to source ideas from inside and outside

Which of these innovations is a typical example of 'technology' or 'knowledge' push? (Several choices may be correct.) A. YouTube and related video sharing internet sites B. Car safety belts C. Online banking D. Radar E. The Pilkington Float Glass process F. The Walkman personal hifi

C. Online banking D. Radar E. The Pilkington Float Glass process F. The Walkman personal hifi

Firms have many reasons for monitoring and learning from the development of technological, production and organizational competencies of systems of innovation in other countries, and especially from those that are growing and strong. Which of the following is not a significant reason? A. Potential sources of improvement in the corporate management of innovation. B. Firms can benefit more specifically from the technology generated in foreign systems of innovation. C. Understanding and imitating foreign systems of innovation. D. Identify and plan for firms with a potential capacity to compete through innovation.

C. Understanding and imitating foreign systems of innovation.

Which of the following is the least common method used by firms to learn about competitors' innovations? A. Reverse engineering. B. Licensing. C. Publications. D. Patent analysis.

D. Patent analysis.

Which of these innovations would not qualify as a dominant design? A. Direct online insurance via the Internet B. The petrol driven internal combustion engine C. The two-wheeled diamond frame bicycle D. The 5-string bass guitar

D. The 5-string bass guitar

The characteristics of a creative mind include: A. A fast, patterned response. B. Strong technical problem-solving capability. C. Highly selective to data. D. Willingness to suspend judgement.

D. Willingness to suspend judgement.

Open innovation means: A. an approach to risk management in innovation. B. a board-level commitment to unlimited funds for innovation activities. C. an innovation project with no limit on the number of staff employed. D. a model for organizing the process where firms seek to source ideas from inside and outside.

D. a model for organizing the process where firms seek to source ideas from inside and outside.

Which of the following is the most discontinuous innovation? A. Moving from four to six-cylinder car engines B. Moving from regular retail to self-service automated supermarkets C. Moving from sugar to artificial sweeteners in food products D. Moving from CD to DVD music and entertainment systems

B. Moving from regular retail to self-service automated supermarkets

At each of the different stages of developing a new venture there are different significant challenges to overcome in order to make a successful transition to the next stage, what the researchers call "critical junctures". Which of the following is not normally such a critical transition? A. Opportunity recognition - the ability to connect know-how to a commercial application. B. Venture credibility - of the venture team, key customers and other social capital and relationships. C. Entrepreneurial commitment - persistence that bind the venture champion to the emerging business venture. D. Resource availability - access to the necessary financial resources.

A. Opportunity recognition - the ability to connect know-how to a commercial application.

Which of the following are advantages which might emerge from a process of shared learning? (Several choices may be correct.) A. shared experimentation can reduce perceived and actual costs risks in trying new things B. challenge and structured critical reflection from different perspectives C. shared experiences can provide support and open new lines of inquiry or exploration D. different perspectives can bring in new concepts (or old concepts which are new to the learner) E. less audiovisual material is needed F. there is more chance of getting the right answer

A. shared experimentation can reduce perceived and actual costs risks in trying new things B. challenge and structured critical reflection from different perspectives C. shared experiences can provide support and open new lines of inquiry or exploration D. different perspectives can bring in new concepts (or old concepts which are new to the learner)

Lead users have a number of important defining characteristics. Which of the following is not typical of a lead user? A. Positioned to benefit more from innovations. B. Technologically more advanced than competitors. C. Perceived to be innovative by their peers. D. Recognize future market requirements early.

B. Technologically more advanced than competitors.