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The implementation of creative ideas in an organization.
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People who notice opportunities and take responsibility for mobilizing the resources necessary to produce new and improved goods and services.
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Individuals who pursue initiatives and opportunities and mobilize resources to address social problems and needs in order to improve society and well-being through creative solutions.
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Developing new ways of solving social problems.
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The mobilization of resources to take advantage of an opportunity to provide customers with new or improved goods and services.
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A manager who takes “ownership” of a project and provides the leadership and vision that take a product from the idea stage to the final customer.
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A group of intrapreneurs who are deliberately separated from the normal operation of an organization to encourage them to devote all their attention to developing new products.
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The shared set of beliefs, expectations, values, norms, and work routines that influence how members of an organization relate to one another and work together to achieve organizational goals.
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Stable, long-lasting beliefs about what is important.
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Unwritten rules or guidelines for appropriate behaviour in particular situations.
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A person’s ability to discover original and novel ideas that lead to innovation.
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Aspects of an organization’s culture that one sees, hears, and feels.
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The understandings of how objects and ideas relate to each other.
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The taken-for-granted notions of how something should be in an organization.
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The process by which newcomers learn an organization’s values and norms and acquire the work behaviours necessary to perform jobs effectively.
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The movement of an organization away from its present state and toward some desired future state to increase its efficiency and effectiveness.
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Planned new institutional arrangements made to gain a competitive advantage.
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New institutional arrangements made to comply with regulations.
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Connecting suppliers, customers, employees, and other stakeholders using the internet and intranet applications to facilitate commerce.
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Any change in the design and management of an organization.
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Changes that relate to an organization’s operational processes.
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A change in the products and services offered by the organization.
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A shift in the shared set of beliefs, expectations, values, norms, and work routines that influence how members of an organization relate to one another and work together to achieve organizational goals.
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A disparity between desired and actual performance levels.
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Change that is introduced quickly throughout an organization by upper-level managers.
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Change that is introduced gradually and involves managers and employees at all levels of an organization.
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Comparing performance on specific dimensions with the performance of high-performing organizations.
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Forces that direct behaviour away from the status quo.
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Forces that prevent movement away from the status quo.
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Organizations respond best to change if they are not perfectly aligned with their environment.
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