3 Contributions of a Champion
(1) Expresses Enthusiasm and Confidence
(2) Persists under Adversity
(3) Gets the Right People Involved
(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
> Investment
> Acceptance
Barriers of Capability
> Development
> Implementation
Tags: barriers of will, deck 2, roles, witte
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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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2 dimensions of support of the Process Promotor
concerning persons...
concerning processes...
- 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
Power sources
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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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.
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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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
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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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
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