Organizing For Innovation

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Question 1
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According to Joseph Schumpeter,small firms are likely to have better-developed complementary activities such as marketing or financial planning that enable them to be more effective innovators than larger firms.

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Question 2
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Coalitions of small firms typically have a well-defined system of authority and control.

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Question 3
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A firm's prior success in the market increases its ability to respond to new technological generations.This is known as an Icarus Paradox.

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Question 4
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If a firm codifies all of its activities with detailed procedures,it may stifle employee creativity.

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Question 5
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Formalization increases the need for direct managerial oversight.

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Question 6
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In the context of innovation productivity,a firm's overall size is not an easy-to-manipulate attribute.

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Question 7
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It is possible for organizations to have a highly decentralized mechanistic structure.

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Question 8
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High degrees of formalization and standardization in firms results in organic structures.

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Question 9
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As a firm grows it becomes more difficult to exercise direct managerial oversight.

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Question 10
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Quasiformal structures foster interactions based on hierarchy rather than on interests.

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Question 11
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Modular products become more valuable when customers have heterogeneous demands.

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Question 12
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In a loosely coupled structure,development and production activities achieve coordination through tight integration.

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Question 13
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With advances in information technology,loosely coupled organizational structures are losing their popularity.

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Question 14
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A loosely coupled structure is better suited for activities that involve exchange of tacit knowledge.

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Question 15
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Loose coupling helps organizations reap significant synergies by being tightly integrated.

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Question 16
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The customization of products and processes to a local market makes them particularly difficult to transfer to divisions serving different markets.

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Question 17
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Managers choose a local-for-local approach to innovation when they have a strong desire to control the evolution of a technology.

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Question 18
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In globally linked strategies to innovation,R&D divisions are centralized.

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Question 19
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The transnational approach to R&D leverages resources and capabilities that exist anywhere within the firm and deploys them when and where an opportunity to do so exists.

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Question 20
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According to Bartlett and Ghoshal,for the transnational approach to R&D to work,reciprocal interdependence among the divisions of a firm must be discouraged.

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