Par: mir12 • 4 année de cela
Quelques exemples de cette série de questions pratiques
1.
3 advantages entering BOP (Prahalad (2002). Serving the world\'s poor, profitably. )
Réponse: - New source of revenue/growth - Efficient - innovation
2.
Melcafe\'s law
Réponse: The usefulness of a network = number of users²
3.
3 misconception BOP countries (Prahalad (2002). Serving the world\'s poor, profitably. )
Réponse: - no money for luxe - product too cheap - exploitation
4.
11 strategies to serve BOP market. Name a vew. (Prahalad (2002). Serving the world\'s poor, profitably. )
Réponse: 1. remove prejudges 2. Education 3. talking to poorest customer 4. Business located local 5. money --> entr. in BOP market 6. Busniess development --> BOP market 7. guide entrepreneurs 8. Focus on woman for product acceptence 9. Partnerships (share costs) 10. invest in synergies 11. IT & connectivity --> economic growth
5.
2 characteristics Social entrepreneurship according to Mair (2006)
Réponse: Characteristics of social entrepreneurship: - Social focus - Limited potential to capture the value created
6.
The concept of embeddedness, (Granovetter, 1985), discussed by Mair (2006).
Réponse: IN economic action we always have to take the structue of social relations in account (always two people).
7.
Institutional entrepreneurs (Mair (2006). Social entrepreneurship research: A source of explanation, prediction, and delight.)
Réponse: actors who have an interest in modifying institutional structures or in creating new ones.
8.
Paradox of embedded agency (Mair (2006). Social entrepreneurship research: A source of explanation, prediction, and delight. )
Réponse: Highly embedded actors are conditioned by institutions (shared norms) & have more access then less embedded actors. So less likely and more capable of change
9.
3 dimensions of social capital (Mair (2006). Social entrepreneurship research: A source of explanation, prediction, and delight. )
Réponse: 1. Structure capital 2. Relational capital 3. Cognitive capital
10.
What are 4 reasons for the portfolio shift from NPD (new product development) to incremental innovations Cooper (2003). Your NPD portfolio may be harmful to your business’s health.
Réponse: 1. reduced cycle times 2. Reacting to customer and sales urgent requests 3. making the quarters mentality 4. Wrong project selection criteria (low risk, smaller)
Quelques exemples de cette série de questions pratiques
1.
Different leadership behaviours help idea generation and application. Name two for both and three for combined
Réponse: idea generation: - intelect stimulation - Stimulating knowledge diffusion - Task assignment Application - organizing feedback - rewards - providing resources Both: - providing vision - consulting - innovative role modeling - recognizing - monitoring
2.
4 barriers to innovation Hansen, M. T., & Nohria, N. (2004). How to build collaborative advantage.
Réponse: - Not invented here - Hoarding - Search barrier (distance, poor network, info overload) - Transfer barrier (tacit, weak ties etc.)
3.
3 solutions to the 4 barriers of innovation Hansen, M. T., & Nohria, N. (2004). How to build collaborative advantage.
Réponse: - Unify people and foster framework - Cultivate T-shaped managers - Build networks
4.
The dynamic component model of creativity and innovation in organizations has 3 components for organizational and individual (creativity) innovation. What are these? Amabile & Pratt (2016). The dynamic componential model of creativity and innovation in organizations: Making progress, making meaning.
Réponse: Organizational innovation: - Motivation to innovate - Resources available for innovation - Skills in innovation management Individual innovation (creativity): - Intrinsic motivation to the task - Creative thinking / self-efficacy - Skills in the task domain (expertise
5.
Progress loop Amabile & Pratt (2016). The dynamic componential model of creativity and innovation in organizations: Making progress, making meaning
Réponse: - Making progress in meaningful work is most prominent event/motivator in people’s daily work Making process intrinsic motivation Making process intrinsic motivation etc
6.
3 key principles lean start up Blank (2013) Why the lean start-up changes everything.
Réponse: - busines model canvas - agile - get out of the building
7.
1 and 2 view of schumpeter
Réponse: 1: focus on funciton of entrepreneur 2: Capitalism, Socialism and democracy Dynamic capitalism is doomed to fail.
8.
5 types of innovation according to schumpeter
Réponse: 1. New product or service 2. Application of a new method (make it cheaper etc., process innovation) 3. Opening of a new market (where brand was not yet) 4. Acquiring of new sources of supply, cheaper plastic etc. 5. New industry structure: creation or destruction of a monopoly, such a public transport sector
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