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All main topics / BWL / Human Side of Innovation

HSI - Core (53 Cards)

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Definition of creativity
“A product or response will be judged as creative to the extent that (a) it is both a novel and appropriate, useful, correct or valuable response to the task at hand and (b) the task is heuristic rather than algorithmic”

Heuristic tasks: no clear goal or no obvious path to solution

additions:
  • production of ideas that are both novel and useful
  • key precursor to innovation
  • creative ideas can relate to work procedures, products, services and organizing structures

Tags: creativity, deck 1
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Definition Champion
"… a man willing to put himself on the line for an idea of
doubtful success. He is willing to fail. But he is capable of using any and every means of informal sales and pressure in order to succeed."

“Champions are defined as individuals who informally emerge in an organization and make a decisive contribution to the innovation
by actively and enthusiastically promoting its progress through the critical organizational stages.”
Tags: champion, deck 2, Definition
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3 Contributions of a Champion
(1) Expresses Enthusiasm and Confidence
(2) Persists under Adversity
(3) Gets the Right People Involved
Tags: champion, deck 2, roles
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6 Risks of a Champion
  • Unrealistic idealization of one hero
  • Difficulty of an ex ante identification of the “right” champion
  • Problems to motivate a potential champion for “his” task
  • Dependency of the organization on a single person
  • Limited management capacity  of a single person
  • Cooperation with other key persons is not defined
Tags: champion, deck 2, roles
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2 Perspektiven der innovation blocking barriers
Barriers of Will
> Investment
> Acceptance

Barriers of Capability
> Development
> Implementation
Tags: barriers of will, deck 2, roles, witte
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Witte defines Promotors as...
  • are persons, which actively and intensively support an innovation
  • start an innovation process 
  • sustain a high activity level 
  • terminate the decision process
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7 Contributions of the Power Promotor
Zugang, Legitmierung, Schutz:

  • has access to material resources
  • acts as an investor
  • influences priorities and schedules
  • legitimizes projects
  • influences personnel decisions
  • blocks opposition
  • protects expert promotors
Tags: deck 2, promotor, roles, witte
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6 Contributions of the Expert Promotor
Knowledge, Executer, Problem-Solver
  • knows critical details
  • develops alternatives
  • evaluates external solution proposals
  • implements concepts
  • tests prototypes
  • solves problems
Tags: deck 2, roles, witte
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4 negative, 3 positive Characteristics of Opponents + 2 types of opponents
  • Resist change
  • Delay or prevent innovations
  • Create agendas for organizational opposition (e.g. committees)
  • Act in a subtle fashion

  • Point out informational needs
  • Anticipate risks and potential causes of resistance
  • Question the effectiveness of the innovation

>> Opponent by Power
>> Opponent by Know-how
Tags: deck 2, opponent, roles
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Interaction of Promotors and Opponents
Tags: deck 2, opponents, roles, witte
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2 dimensions of support of the Process Promotor
concerning persons...
  • connects with decision-makers and cares for their support
  • searches, finds, motivates and supports experts
  • advertises the innovation internally

concerning processes...
  • is aware of internal processes and restrictions
  • provides the project's progress
  • plans and controls the relevant activities
Tags: deck 2, process, roles, troika
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Definition of the Relationship Promotor
Main task Bridging Boundaries

A person
  • who actively and intensively
  • advances inter-organizational exchange processes
  • through good personal relationships to key actors  who dispose of critical resources

Power sources
  • Social competences
  • Knowledge of networks
  • A portfolio of relationships
Tags: deck 2, relationship, roles
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Inter-Organizational Barriers and Problems which a RP can overcome
  • No knowledge of appropriate partners > matching prob
  • No will to cooperate  > trust & commitment prob
  • No ability to cooperate > understanding prob
  • No permission to cooperate > third-party prob

>> Relationship Promotors help to surmount these inter-organizational barriers
Tags: deck 2, relationship, roles
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7 Contributions of a Relationship Promotor
Market Expert, Social Mediator, Flow Manager
  • has market-based influence
  • knows players and rules of a market
  • finds adequate cooperation-partners and promotes them
  • has social competence, and good external networks
  • gives contact to internal promotors
  • builds trust, solves conflicts, supports common goals between firms
  • plans, controls, moderates exchange processes, supports flow of information
Tags: deck 2, relationship, roles
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What happens to the set of roles when it comes to radical innovation? (+which three dimensions are used?)
Dimensions: Time, Quality, Budget
Haupteinfluss von RP, PoP und ProP werden geringer



Interaktionseffekte nehmen bei RP, PoP und ProP ab und beim Rest deutlich zu

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Innovator roles: With a growing degree of technological innovativeness...
inward-looking roles of expert-, process- and relationship-promotor show growing negative effects

The negative effects of the power promotor are explained by the highly innovative projects that could not be improved by increasing resources. Because of that, the common reason for positive effects of TMTs does not apply.

The higher the degree of innovation – the more heavily the top
management will be overstrained
  – the more it should count on
lower and middle management, whose professional task it is to
deal with challenging projects. 

outward-looking roles of technological gatekeeper, relationship-
promotor and project leader show growing positive effects.

Explaination:
With a new technology not only the technological knowledge of the
innovating company changes, but also of their competitors, customers, suppliers and research partners. 

That is why the company also has to keep up with this newly arising
external knowledge and its new applications.

Tags: deck 2, radical innovation, roles
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4 motivational bases of promotors
Tags: deck 2, motivation, promotor
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Definition of Technological Gatekeeper (TGK)
Technological Gatekeepers are key persons in innovation-related communication processes who supply scientists and engineers in the industrial R&D divisions informally with relevant information through external sources.
Translated from Gerpott/Fleischer/Domsch, 1987,  p. 703

„individuals who maintain consistent, ongoing contact outside their organizations, who know the way in which outsiders differ in their perspective from their own organizational colleagues, and who are able to translate between the two systems.“
Allen/Tushman/Lee, 1987, p. 703

„those key individuals who are both strongly connected to internal colleagues and strongly linked to external domains.“
Tushmann/Katz, 1980, p. 1071
Tags: deck 2, gatekeeper, roles
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7 Contributions of Technological Gatekeepers
intern und extern vernetzt, Kontakter, expert selector
  • Good Position in Knowledge Networks („Research Communities“ and/or „Communities of Practice“)
  • Search for technical information; funneling, assessment,
  • consolidation and storage of information
  • Promotion of socialization processes within the work group
  • Helps to develop personal contact to external information partners
  • Social Competence and Personal Credibility > Opinion Leader
  • Selection of technical information; translation, preparation,
  • interpretation and dissemination of information
  • Expert Knowledge, particularly from outside the organization
Tags: deck 2, roles, technological gatekeeper
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Amabile's 3 main creativity facilitators (components)
  • domain-relevant skills: factual knowledge, skills and experience in a specific field
  • creativity-relevant skills: innovative cognitive style, knowledge of techniques to produce creative ideas
  • task motivation intrinsic motivation: interest in and enjoyment of the actual work task
Tags: creativity, deck 1
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The 5 phases of creativity are...
1) problem or task presentation
external stimulus or internal stimulus

2) preparation
Building up and/or reactivating store of relevant information and response algorithms

3) response generation
Search memory and immediate environment to generate response possibility

4) response validation
test response possibility against factual knowledge and other criteria

5) outcome
complete attainment of goal (success) or no reasonable response possibilities generated (failure) or some progress towards goal.
Tags: creativity, deck 1
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Intrinsic and Extrinsic Motivation Principle
Intrinsic motivation is conducive to creativity

controlling (=nonsynergistic) extrinsic motivation is detrimental to creativity

informational/enabling (=synergistic) extrinsic motivation can be conducive to creativity
Tags: creativity, deck 1
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Amabile's theory of creativity: Environment & Motivation
Tags: creativity, deck 1
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Three oportunities to enhance creativity...
  • by increasing intrinsic motivation
  • (optimal challenge, freedom & autonomy, tasks matched to interests)
  • by increasing informational/enabling (=synergistic) extrinsic motivation
  • (recognition confirming competence, clear strategic direction, resources enabling interesting work)
  • by reducing controlling (=nonsynergistic) extrinsic motivation
  • (less surveillance, no expectation of critical evaluation, no unrealistic deadlines)

Tags: creativity, deck 1
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Amabile's KEYS scale
1. Organizational encouragement (encouragement of creativity)
An organizational culture that encourages creativity through the fair,
constructive judgment of ideas, reward and recognition for creative
work, mechanisms for developing new ideas, an active flow of ideas and a shared vision of what the organization is trying to do


2. Supervisory encouragement (encouragement of creativity)
A supervisor who serves as a good work model, sets goals appropriately, supports the work group, values individual contributions, and shows confidence in the work group

3. work group supports (encouragement of creativity)
A diversely skilled work group in which people communicate well, are open to new ideas, constructively challenge each other‘s work, trust and help each other, and feel committed to the work they do

4. Sufficient resources (resources)
Access to appropriate resources, including funds, materials, facilities, and information

5. Challenging work (pressures)
A sense of having to work hard on challenging tasks and important projects

6. Freedom (autonomy or freedom)
Freedom in deciding what work to do or how to do it; a sense of
control over one‘s work


7. Organizational impediments (Organizational impediments to creativity)
An organizational culture that impedes creativity through internal
political problems, harsh criticism of new ideas, destructive internal
competition, an avoidance of risk, and an overemphasis on the status quo


8. Workload pressure (pressures)
Extreme time pressures, unrealistic expectations for productivity, and distractions from creative work
Tags: creativity, deck 1
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Creativity: 2 individual facilitators
Impact of employee personality measured by
  • CPS
  • Personality trait "openness to experience
  • Innovative cognitive style

Impact of employee affect (mood/emotions) on creativity:
main hypothesis: Positive affect will enhance creativity by facilitating cognitive variation, e.g. it increases the breadth of material availablefor association by inducing a defocused scope of attention



Tags: creativity, deck 1, individual facilitators
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Creativity: 6 situational facilitators
task complexity
high levels of challenge, autonomy and skill variety

interpersonal support
supportive and non-controlling leadership valuing creativity; supportive coworkers, even support from non-work sources

time pressure
high level tends to be detrimental to creativity, unless employees are protected from distractions and fragmentation of work

psychological safety
an environment in which employees believe that others will respond positively when they speak up, report problems or propose new ideas

goal setting
important to create role expectations by setting creativity goals or making creative activity a job requirement

feedback
constructive and developmental performance feedback positive for creativity, critical evaluation negative
Tags: creativity, deck 1
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4 brainstorming rules according to Osborn
1. no criticism
do not criticize ideas. group members should not evaöuate ideas in any way during the generation phase.

2. freewheeling welcome
group members should express any idea that comes to mind, no matter how strange, weird, or fanciful. Group members are encouraged not to be constrained nor timid.

quantity desired
group members should generate as many ideas as possible. groups should strive for quantity.

combining/improving ideas encouraged
because all of the ideas belong to the group, members should try to modify and extend the ideas suggested by other members whenever possible.
Tags: brainstorming, deck 1
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4 brainstorming threats
  • production blocking
  • no uninterreputed flow of thought possible; only one person can speak at one time.
  • social loafing
  • participants may not work as hard as they would alone.
  • evaluation anxiety and conformity
  • > fear that others may negatively evaluate one's ideas. members may communicate traditional or similar ideas to "fit in".
  • downward norm setting
  • > brainstorming participants sometimes tend to match their performance to that of the least productive members.
Tags: brainstorming, deck 1
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6 brainstorming solutions
  • brainwriting - silently writing down ideas / taking breaks
  • nominal group technique - sharing and discussing ideas after independently writing them down
  • electronic brainstorming - type in ideas digitally while all or a sample of all ideas are viewable
  • diversification & membership change
  • trained facilitators
  • free-association exercises
  • IGI
Tags: brainstorming, deck 1
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Definition of a team
A team can be defined as a social system of three or more people, which is embedded in an organization (context), whose members have a common identity, and who collaborate on a common task (teamwork).

für Gemünden gilt team=group
Tags: deck 2, teams
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4 development stages of a team
1. forming orientation stage
> get to know each other

2. storming differentiation stage
> stage of power and coalition games

3. norming integration stage
> looking for harmony

4. Performing
> concentration on the goal
Tags: deck 2, team
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5 team basics
1. small number of people

2. complementary team members' skills

3. specific goals and meaningful purpose
> goals are defined
> goals are output-oriented and "SMART"

4. common approach

5. mutual and individual accountability
Tags: deck 2, team
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teamwork model mcGrath
Viel zu einfach sagt Gemünden!
Input
  • individual-level factors - skills, attitudes, personalities
  • group-level factors - structure, level of cohesiveness, size
  • environment-level factors - task characteristics, reward structure, level of stress

GROUP INTERACTION PROCESS

Output
  • Performance outcome - quality, speed to solution, number of errors
  • other outcomes - satisfaction, cohesiveness, attitude change--

Tags: deck 2, teams
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5 parts of Hackman's teamwork model
Organizational context
a context that supports and reinforces competent task work (reward, education, information)

group design
design that prompts and facilitates competent work on the task
(Structure of the task, Composition of the group, Group norms about performance processes)

group synergy mediator
assistance to the group by interacting to minimize losses and create synergies

process criteria of effectiveness
level of effort, knowledge and skill, appropriateness of task performance strategies

material resources mediator

group effectiveness
task out acceptable to those who receive or review it
capability of member to work together is strengthened
Members' needs are more satisfied than frustrated
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Hoegl's TWQ Model (3 columns, 5 boxes)
Team design
  • Team Composition
  • Team Leadership

Process
Teamwork Quality

Outcomes
  • Team Performance
  • Personal Success

Tags: deck 2, hoegl, teams
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Six dimensions of Teamwork Quality
(1) Communication
(2) Coordination
(3) Balance of Member Contributions
(4) Mutual Support
(5) Effort
(6) Cohesion
Tags: deck 2, hoegl, teams
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Theoretical Framework for Within-Team and Between-Team Collaboration
  • What constitutes collaboration within teams and between teams and how can it be measured?
  • Is the quality of collaboration related to the performance of individual teams within multi-team projects?
  • What is a more important predictor for the success of teams?
  • Within-team collaboration or between-team collaboration?

Tags: between teams, deck 2, teams, twq
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3 Parts of the "Between-Team Collaboration" Construct
  • (Workflow) Integration
  • > Negotiation and synchonization of technical issues, goals, priorities> informal and formal mechanisms
  • Commitment to Project (social integration)
  • >Responsibility for the overall project goals, project cohesion
  • Dysfunctional Conflicts (poltical integration)
  • > interpersonal, affective conflicts due to incompatible team goals, communication barriers, competition for resources
Tags: btc, deck 2, inter-team, twq
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Practical implications of TWQ and BTC
Actively manage collaboration within and between teams to achieve high overall performance

Increase TWQ by appropriate team design (social skills) and
participative leadership style

Foster BTC by encouraging horizontal information flow, clarifying
interfaces between teams, setting integrative goals
Tags: btc, deck 2, results, twq
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What is innovation according to West & Sacramento?
Innovation encompasses the two major stages

(1) creativity (development of new ideas)
(Creativity, we propose, requires individuals with creative characteristics, who feel free from threat and pressure, and work in a supportive environment.)

(2) innovation implementation (introduction and practical application of new and improved products, services and ways of doing things at work)
(Innovation requires diversity (of knowledge particularly), integration of people’s knowledge and efforts, external challenge or demand, and practical support for innovation.)



Tags: deck 4, innovation
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Definition of climate
“Perceptions of the events, practices, and procedures and
the kinds of behavior that are rewarded, supported, and expected in a setting”

Climate refers to shared perceptions of the work environment (how
organizational members experience organizations and attach common meanings to their perceptions of the environment)
Tags: climate, deck 4, innovation
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4 Factors of the team climate inventory
  • 1. Vision
  • 2. Participative safety
  • 3. Task orientation
  • 4. Support for Innovation
Tags: deck 4, tci
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3 practical implications of the TCI results:
(Klausur!)
What implications for practice and management in organizations arise from our series of findings?

Interventions should focus on providing the group with
  • high norms for innovation
  • and creating a climate that is open to change
  • and error friendly
 
Team members as well as team leaders and higher management
have to find a balance
  • in truly supporting each other in developing and implementing new ideas
  • and at the same time monitoring and critically appraising each other

Supervisors and team leaders should strive to provide the team with clearly stated, shared and visionary goals.
Tags: deck 4, tci
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What is the additional climate factor "Bureaucratic climate" (2 factors)?
2 bureaucratic context factors:

Centralization: how power is distributed in a hierarchy and whether employees are encouraged to participate in decision making (high if decisions must be referred up the chain of command; low if employees have opportunities to act according to their inclinations);    
e.g., team leader ‘uses my work group‘s suggestions to make decisions that affect us‘

Formalization: extent to which rules are clearly specified and procedures standardized (if high, employee freedom and ability to engage in discretionary behavior is reduced);         
e.g., ‘our work involves a great deal of paperwork and administration‘
Tags: additional, climate
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What is the additional climate factor "implementation climate"?
(3 Factors + 2 effects) (Klausur!)
Innovation
>>technology or practice “being used for the first time by members of an organization, whether or not other organizations have used it previously“ 
>> Focus on innovations requiring the active and coordinated use of multiple members to benefit the organization


Implementation
>> transition period during which targeted users ideally become skillful, consistent and committed in their innovation use
>> gateway between adoption decision and routine innovation use


Targeted users
organizational members who are expected either to use the innovation directly or to support the innovation‘s use

Implementation effectiveness
consistency and quality of targeted users‘ use of a specific innovation

Innovation effectiveness
the benefits and organization receives as a result of the
implementation of a given innovation


+ Innovation-values fit
extent to which targeted users perceive that innovation use will foster (or inhibit) fulfillment of their values (i.e., beliefs about desirable models of conduct or end-states)
Tags: climate, deck 4, implementation
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Phase model of leadership behavior in innovation processes
1. Initiation phase > Nurturing
encouraging safety and ideas, being supportive, being open-minded, ensuring a non-judgemental climate

2. Discussion phase > Developing
obtaining opinions, evaluating proposals, agreeing implementation plans, pushing plans forward

3. Implementation phase > Championing
selling the proposal to all groups affected, gaining commitment, ensuring participation in implementation

4. Routinization phase > Validating/modifying
checking effectiveness, identifying weak links, modifying and improving the innovation
Tags: deck 4, leadership
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48
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How look the current model of "transformational and transactional leadership"?
Augmentation effect: Increase in subordinate performance if supervisors exhibit transformational leadership in addition to transactional leadership

Tags: deck 4, leadership
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9 Factors of transactional leadership (3 F.), transformational leadership (5 F.) / laissez-faire
Transactional leadership
1. Contingent reward
2. active management-by-exception
3. passive management-by-exception

4. laissez-faire

Transformational leadership
5. Idealised influence (behavioural)
6. idealised influence (attributed)
7. inspirational motivation
8. Intellectual stimulation
9. Individualised consideration
Tags: deck 4
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4 factors of authentic leadership?
1. Self-awareness
Understand own strengths and weaknesses and one’s influence on others 

2. Relational transparency
Show one’s ‘true self’ and reveal one’s real thoughts and feelings

3. Balanced processing
Ask for opinions that challenge own assumptions and analyze all
relevant input before making decisions

4. Moral perspective
Show behavior in accordance to one’s personal values rather than
external pressures
Tags: authentic, deck 5, leadership
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51
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Definition diversity
“Diversity refers to differences between individuals on any personal
attributes that determine how people perceive one another”


Demographic differences (“background diversity”):
e.g., gender, age, nationality

Job-related differences (“job-relevant diversity”):
e.g. function, education 
Tags: deck 5, diversity
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52
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10 examples of diversity management techniques
1. Diagnose current situation, set aims, involve top managers
2. Multicultural workshops improving communication
3. Core groups confronting biases and stereotypes
4. Support groups and mentoring for minorities
5. Minority advisory councils reporting to management
6. Positive action programs (e.g. special training) for minorities
7. Appraise and reward managers who develop members of minority groups
8. Use, train and reward diversity champions
9. Measure business benefits (e.g. improved customer relations)
10. Spread ownership (involve not just HR, but all managers)
Tags: deck5, diversity
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Diversity-Need-for-Cognition-Study by Kearney + results
Age and education diversity were significantly positively related to the dependent variables only when need for cognition was high.

Tags: diversity, kearney, results
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Flashcard set info:
Author: Florian
Main topic: BWL
Topic: Human Side of Innovation
School / Univ.: TU Berlin
City: Berlin
Published: 13.07.2013
Tags: Innovation
 
Card tags:
All cards (53)
additional (1)
authentic (1)
barriers of will (1)
between teams (1)
brainstorming (3)
btc (2)
champion (3)
climate (3)
creativity (9)
deck 1 (12)
deck 2 (25)
deck 4 (8)
deck 5 (2)
deck5 (1)
Definition (1)
diversity (3)
gatekeeper (1)
hoegl (2)
implementation (1)
individual facilitators (1)
innovation (2)
inter-team (1)
kearney (1)
leadership (3)
motivation (1)
opponent (1)
opponents (1)
process (1)
promotor (2)
radical innovation (1)
relationship (3)
results (2)
roles (14)
tci (2)
team (2)
teams (5)
technological gatekeeper (1)
troika (1)
twq (3)
witte (4)
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