1. Which of the following would NOT qualify as a discontinuous innovation?

a. Voice over internet protocol (VOIP) telephony

b. Gene therapies for cancer treatment

c. Flat bed sleeping in business class airline cabins

d. The Internet

2. The growing success of low cost airlines in the travel market is an example of disruptive innovation.

True

False

3. Nelson & Winter develop the notion of organizational routines to help explain the behaviour and evolution of organizations. Which of the following is not a characteristic of routines:

a. Regular and predictable.

b. Collective, social and tacit.

c. Easily observable and measured.

d. Guide cognition, behaviour and performance.

3. The Kirton Adapter-Innovator (KAI) scale is a psycho-metric approach for assessing the creativity of individuals. By a series of questions it seeks to identify an individuals attitudes towards originality, attention to detail and following rules. It seeks to differentiate “adaptive” from “innovative” styles. Which of the following is not true?

a. Adaptors focus on 'doing better'.

b. Adaptors create stretch solutions.

c. Innovators create more acceptable solutions.

d. Innovators reconstruct problems and assumptions.

4. Venture capitalists assess business plans in different ways. However, which of the following would not be expected to encourage funding?

a. Personality and experience of the entrepreneurs.

b. Market and competitior assessment.

c. High-technology product or service.

d. Financial projections.

5. At each of the different stages of developing a new venture there are different significant challenges to overcome in order to make a successful transition to the next stage, what the researchers call "critical junctures". Which of the following is not normally such a critical transition?

a. Entrepreneurial commitment - persistence that bind the venture champion to the emerging business venture.

b. Venture credibility - of the venture team, key customers and other social capital and relationships.

c. Resource availability - access to the necessary financial resources.

d. Opportunity recognition - the ability to connect know-how to a commercial application.

6. Three different aspects interact to promote or constrain creativity and innovation. Which of these is not a typical example?

a. Personality and cognitive style.

b. Process of creative problem-solving.

c. Tools and techniques for creativity.

d. Climate and culture.

7. Cognitive maps are a useful methods to encourage creativity and promote innovation. Which of the following is not a benefit of using cognitive maps?

a. Help to build consensus.

b. Make assumptions explicit.

c. Involve different stakeholders.

d. Can be used individually, or in groups.

8. Schein identifies a number of surface manifestations of organizational culture, most of which influence the degree and direction of innovation. Which of the following is not such a manifestation of culture?

a. Bulidings, facilities and tools.

b. Rites and rituals.

c. Heros and role models.

d. Products and services.

9. Firms have many reasons for monitoring and learning from the development of technological, production and organizational competencies of systems of innovation in other countries, and especially from those that are growing and strong. Which of the following is not a significant reason?

a. Understanding and imitating foreign systems of innovation.

b. Firms can benefit more specifically from the technology generated in foreign systems of innovation.

c. Potential sources of improvement in the corporate management of innovation.

d. Identify and plan for firms with a potential capacity to compete through innovation.

10. A strategic goal is to get the right balance between exploitation of existing competencies and the exploitation and development of new competencies. Which of the following is not a critical issue in this respect?

a. The breadth and limits of management cognition which influence decision-making.

b. The skills and experience of employees and other human capital.

c. The internal and external relationships that influence access to information and knowledge.

d. The vision, control and power of senior managers.