Question 1

Which of these is not an aspect of absorptive capacity in organizations as seen by Zahra and George's model?&#10;A) Recognising&#10;B) Acquiring&#10;C) Modernizing&#10;D) Assimilating&#10;E) Deploying

Accepted Answer

EAbsorptive capacity, as defined by Zahra and George, includes four dimensions: acquiring, assimilating, transforming, and exploiting knowledge. "Modernizing" and "Deploying" are not part of their model.

Question 2

Open innovation is a two way process in which an organization's knowledge base is made available to others while at the same time the firm can find new sources of potentially useful knowledge from outside.

True

Accepted Answer

Open innovation is indeed a two-way process that involves both sharing an organization's internal knowledge with external parties and integrating external knowledge into the organization's innovation processes.

Question 3

Which of these is not a search pattern associated with emergence and reframing?&#10;A) Working with &#34;extreme users&#34;&#10;B) Working with markets and users at &#34;the bottom of the pyramid&#34;&#10;C) Working with your existing best group of loyal customers&#10;D) Working with new geographical markets

Accepted Answer

Emergence and reframing often involve looking beyond the current core or loyal customer base to find new insights or opportunities. This can include exploring needs of extreme users, underserved markets (like those at the bottom of the pyramid), or new geographical areas, rather than focusing on the existing, well-understood loyal customer group.

Question 4

Which of these is not an aspect of knowledge flow for innovation?&#10;A) Knowledge brokers&#10;B) Communities of practice&#10;C) Gatekeepers&#10;D) Absorptive capacity&#10;E) Knowledge supermarkets

Accepted Answer

Knowledge supermarkets are not a recognized term or concept in the context of knowledge flow for innovation. The other options (knowledge brokers, communities of practice, gatekeepers, and absorptive capacity) are all well-established concepts that play significant roles in the flow and management of knowledge within organizations and innovation processes.

Question 5

For successful innovation the ratio between &#34;exploit&#34; and &#34;explore&#34; search behavior should be 80%/20%.

Accepted Answer

The ideal ratio between "exploit" and "explore" can vary significantly depending on the organization's context, goals, and environment. There is no universally correct ratio such as 80%/20%; it needs to be adapted to the specific circumstances of each organization.

Question 6

Which of the following are advantages which might emerge from a process of shared learning? (Several choices may be correct.)&#10;A) challenge and structured critical reflection from different perspectives&#10;B) different perspectives can bring in new concepts (or old concepts which are new to the learner)&#10;C) shared experimentation can reduce perceived and actual costs risks in trying new things&#10;D) less audio-visual material is needed&#10;E) there is more chance of getting the right answer&#10;F) shared experiences can provide support and open new lines of inquiry or exploration

Accepted Answer

Shared learning allows for diverse perspectives, fostering critical reflection and introducing new concepts. It also enables shared experimentation, reducing risks, and provides support and new exploration opportunities.

Question 7

The adoption of an innovation depends on its relative advantage. Which of the following is not generally considered to be a relative advantage?&#10;A) High attribute gap between the innovation and expectations.&#10;B) High degree of primary benefits.&#10;C) High degree of secondary attributes.&#10;D) High degree of non-economic factors.

Accepted Answer

Relative advantage refers to the degree to which an innovation is perceived as better than the idea it supersedes. It does not refer to a high attribute gap between the innovation and expectations, but rather to the perceived improvements it offers in terms of benefits, attributes, and factors, including economic ones.

Question 8

Studies of new product development suggest four main types of team structure. which of the following is not a valid description?&#10;A) Functional structure - a traditional hierarchical structure where communication between functional areas is largely handled by function managers and according to standard and codified procedures.&#10;B) Heavyweight product manager structure - essentially a matrix structure led by a product (project) manager with extensive influence over the functional personnel involved but also in strategic directions of the contributing areas critical to the project. By its nature this structure carries considerable organisational authority.&#10;C) Lightweight product manager structure - a project-based structure but where a project manager provides an over-arching functional expertise.&#10;D) Project execution teams - a full-time project team where functional staff leave their areas to work on the project, under project leader direction.

Accepted Answer

The correct description for a "Lightweight product manager structure" involves a project manager who coordinates the project but does not have extensive authority or control over the functional personnel, unlike the heavyweight product manager structure. The description provided in option C incorrectly suggests that the project manager provides overarching functional expertise, which is not the primary role in a lightweight structure.

Deck 5: Search Strategies for Innovation, Innovation Networks, Creating New Products and Services