QUESTIONS FOR CLASS DISCUSSION
by Cynthia Wagner Weick, Harry C. Triandis, Ravi K. Jain
Managing Research, Development, and Innovation: Managing the Unmanageable, Third Edition
- Copyright
- Dedication
- Preface
- R&D ORGANIZATIONS AND RESEARCH CATEGORIES
- ELEMENTS NEEDED FOR AN R&D ORGANIZATION
- PEOPLE
- SPECIALIZATION
- STAFFING
- IDEAS
- DEFECTS IN HUMAN INFORMATION PROCESSING
- FADS IN SCIENCE
- COMMUNICATION NETWORKS
- THE INNOVATION PROCESS
- FUNDS
- A CULTURE FOR R&D ORGANIZATIONS
- NOT-INVENTED-HERE SYNDROME
- FIT OF PERSON AND JOB
- CREATIVE TENSIONS: MANAGING ANTITHESIS AND AMBIGUITY
- DEVELOP A CLIMATE OF PARTICIPATION
- SUMMARY
- Questions for Class Discussion
- CREATING A PRODUCTIVE AND EFFECTIVE R&D ORGANIZATION
- ORGANIZATION EFFECTIVENESS
- WHO ARE THE INVENTORS AND INNOVATORS?
- ODD CHARACTERISTICS OF INVENTORS AND INNOVATORS
- RESEARCHER'S RELATIONSHIP WITH MANAGEMENT AND PEERS
- FORMATION OF TEAMS
- GENERATING NEW IDEAS
- EMPHASES ON ASPECTS OF ORGANIZATIONAL CULTURE
- ETHOS OF A SCIENTIFIC COMMUNITY
- SUMMARY
- QUESTIONS FOR CLASS DISCUSSION
- JOB DESIGN AND ORGANIZATIONAL EFFECTIVENESS
- INFLUENCING PEOPLE
- MOTIVATION IN R&D ORGANIZATIONS
- DEALING WITH DIVERSITY IN R&D ORGANIZATIONS
- ASSIMILATION AND MULTICULTURALISM
- UNDERSTANDING CULTURE
- CULTURAL DIFFERENCES
- WHAT HAPPENS WHEN PEOPLE FROM DIFFERENT CULTURES WORK TOGETHER?
- CULTURAL DISTANCE
- CULTURAL INTELLIGENCE AND RELATED CONCEPTS
- A MODEL FOR DIVERSITY IN GROUPS
- THE STATUS OF MINORITIES IN WORK GROUPS
- DEALING WITH PEOPLE FROM DIFFERENT DISCIPLINES, ORGANIZATIONAL LEVELS, AND FUNCTIONS
- INTERCULTURAL TRAINING
- SUMMARY
- QUESTIONS FOR CLASS DISCUSSION
- LEADERSHIP IN R&D ORGANIZATIONS
- MANAGING CONFLICT IN R&D ORGANIZATIONS
- PERFORMANCE APPRAISAL—EMPLOYEE CONTRIBUTION—IN R&D ORGANIZATIONS
- SOME NEGATIVE CONNOTATIONS OF PERFORMANCE APPRAISAL
- DIFFICULTIES WITH EMPLOYEE APPRAISAL
- PERFORMANCE APPRAISAL AND THE MANAGEMENT SYSTEM
- PERFORMANCE APPRAISAL AND ORGANIZATIONAL STAGES
- PERFORMANCE APPRAISAL AND ORGANIZATION PRODUCTIVITY
- GOALS OF ENGINEERS VERSUS SCIENTISTS
- PERFORMANCE APPRAISAL AND MONETARY REWARDS
- PERFORMANCE APPRAISAL IN PRACTICE
- A UNIVERSITY DEPARTMENT CASE
- IMPLEMENTATION STRATEGY WITH EMPHASIS ON EMPLOYEE CONTRIBUTION
- SUMMARY
- QUESTIONS FOR CLASS DISCUSSION
- Appendix: Argonne National Laboratory Performance Review Information*
- TECHNOLOGY TRANSFER
- TECHNOLOGY TRANSFER HYPOTHESES
- STAGES OF TECHNOLOGY TRANSFER
- APPROACHES AND FACTORS AFFECTING TECHNOLOGY TRANSFER
- ROLE OF THE USER
- CHARACTERISTICS OF INNOVATION AND ITS DIFFUSION
- ROLE OF PEOPLE
- BOUNDARY SPANNING
- ORGANIZATIONAL ISSUES IN TECHNOLOGY TRANSFER
- THE AGRICULTURAL EXTENSION MODEL
- NASA TECHNOLOGY TRANSFER PROGRAMS
- IBM TECHNOLOGY TRANSFER CASES
- TECHNOLOGY TRANSFER STRATEGY
- SUMMARY
- QUESTIONS FOR CLASS DISCUSSION
- MODELS FOR IMPLEMENTING INCREMENTAL AND RADICAL INNOVATION
- ORGANIZATIONAL CHANGE IN R&D SETTINGS
- MANAGING THE NETWORK OF TECHNOLOGICAL INNOVATION
- OVERALL TRENDS WITHIN AND BETWEEN SECTORS
- TRENDS IN RESEARCH, DEVELOPMENT, AND INNOVATION IN THE COMMERCIAL REALM
- TRENDS IN RESEARCH, DEVELOPMENT AND INNOVATION IN THE FEDERAL GOVERNMENT
- TRENDS IN RESEARCH, DEVELOPMENT, AND INNOVATION IN UNIVERSITIES
- OPEN INNOVATION, REGIONAL ECONOMIC DEVELOPMENT, AND THE GLOBAL INNOVATION NETWORK
- SUMMARY
- QUESTIONS FOR CLASS DISCUSSION
- UNIVERSITIES AND BASIC RESEARCH
- R&D ORGANIZATIONS AND STRATEGY
- RESEARCH, DEVELOPMENT, AND SCIENCE POLICY
- References
12.7. QUESTIONS FOR CLASS DISCUSSION
Use the tool provided in the summary to diagnose innovation in an organization of your choice. Specifically, how might weak areas be improved?
Think of a specific example of innovation that is radical/disruptive. Discuss how the innovation would likely be treated if it were addressed via the sequential model and then the iterative model. Then think of a specific example of innovation that is incremental and do the same.
What other approaches—beyond those recommended in this chapter—would encourage innovation in an organization?
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