1. The innovation funnel:
a. Sketches the role of management in the innovation process
b. Ends up before the launch stage
c. Is a rough sketch of the development process
d. Is mainly based on the pharmaceutical industry
2. Technology:
a. Mainly concerns equipment of a firm, such as machines or instruments
b. Is in its purest essence knowledge
c. Concerns the processes of a firm
d. Is the residual of the change in gross domestic product over the years
3. What trait(s) do most successful inventors not possess?
a. More interested in problems than solutions
b. Seeking local solutions instead of global ones
c. Not specialized solely in one field
d. Questioning assumptions made in previous work in the field
4. An example of agglomeration economics is:
a. Concentration of pollution
b. An increased likelihood of the firm’s competitors to gain access to the firm’s knowledge
c. Traffic congestion
d. Attract new labor to the area
5. The two dimensions of a technology S-curve are:
a. Effort and time
b. Performance and time
c. Performance and effort
d. Performance and diffusion
6. The most suitable group of opinion leaders with respect to an innovation is:
a. Innovators
b. Early adopters
c. Early majority
d. Late majority
7. Network externalities refer to an increased value due to:
a. Complementary goods
b. Installed base and complementary goods
c. Absorptive capacity
d. Path dependency
8. The users’ comparison of a new and an existing technology is based on:
a. Objective information about actual technological benefits
b. Objective information, subjective information and expectations for the future
c. Perceived technological benefits and the perceived installed base
d. Expectation with respect to technological benefits, installed base , and the availability of complementary goods
9. According to Porter’s value chain, placing a purchasing order is part of:
a. Inbound logistics
b. Procurement
c. Outbound logistics
d. Operations
10. Core competences are in general:
a. Distinct from elemental abilities
b. Business-unit related
c. Linked to one end product
d. Equal to core technologies
11. A firm’s alliance strategy can be categorized among two dimensions:
a. The extent of capability complementation and the extent of capability transfer
b. The extent of capability complementation and the extent new capabilities are jointly developed
c. Capability complementation versus transfer and an individual versus a network of alliances
d. The extent to which skills and resources can be combined and the extent of knowledge transfer
12. Licensing is a type of:
a. Alliance
b. Outsourcing
c. Contract manufacturing
d. Joint venture
13. Standardization within the firm primarily refers to:
a. A uniform way to perform activities
b. The behavior of the firm members
c. Managerial oversight over the firm
d. Decision-making authority in the firm
14. Organic structures are characterized by:
a. A network of organizations
b. Modular organizations
c. A high level of organization
d. A low level of standardization and formalization
15. What statement about project/ product champions is not correct?
a. Champions are more likely to be involved with radical innovation projects
b. Champions are more likely to be from R&D or marketing
c. Champions may arise from any level in the organization
d. As of 2001 the majority of North American firms use senior managers to champion new product development projects
16. What statement is correct about the stage-gate process?
a. Gates are activity-based, stages decision-based
b. Idea generation usually is part of the actual stage-gate process for development
c. Building a business case is usually part of the stage-gate process
d. The stage-gate process consists of five steps
17. What statement is correct about functional development teams?
a. These teams have a junior or middle manager as a project manager
b. There is high potential for conflict between team and functions
c. Team members may have little commitment to the development project
d. These teams have dedicated liaison personnel facilitating communication and coordination among functions
18. A contract book defines:
a. The project’s mission
b. Measurable goals for the project
c. The basic plan to realize the project goals
d. Who is on the development team
19. To examine the impact of informal coordination on the unit’s level of ambidexterity, Jansen et al (2006) focus on:
a. Social relationships between units in the firm
b. Social relationships within the unit of the firm
c. Power relations between units of the firm
d. Power relations within the units of the firm
20. In the Cardinal (2001) study formalization is part of:
a. Input control
b. Behavioral control
c. Output control
d. None of these answers is correct
21. In the Song et al (2007) study:
a. The use of CMC technologies is more important than the level of co-location for the sharing of technological knowledge
b. The level of co-location is more important than the use of CMC technologies for the sharing of technological knowledge
c. Both measures mentioned are equally important for the sharing of technological knowledge
d. Both measures mentioned have no influence on the sharing of technological knowledge
22. What statement about the Gassmann and von Zedtwitz (2003) study is correct:
a. The more incremental the innovation the more successful a centralized venture team
b. The more systemic the nature of the project the more successful a decentralized venture team
c. The more tacit the knowledge the more successful a centralized venture team
d. The more overlap of competences the more successful a centralized venture team
23. Increasing the number of stages in the stage gate (Cooper, 2008) is an example of:
a. Information flexibility
b. Time rigidity
c. Organizational rigidity
d. Organizational flexibility
24. If products are novel then (Sethi & Iqbal 2008):
a. Learning failure is negatively related to market performance
b. Learning failure is positively related to market performance
c. Project inflexibility is negatively related to learning failure
Ambidexterity in Innovation Management means:
The management of both exploration and exploitation
The management of both radical and incremental innovation
The management of the initiation and implementation stage in an innovation project
The management of both certainty and uncertainty in the firm
The existence of virtual global development teams leads to
Knowledge sharing problems within the subteams
Knowledge sharing problems among the subteams
An increased spontaneity of encounters
None of these answers is correct
Having many iterations in the development process using customer feedback to improve, is an example of:
Organizational rigidity
Time flexibility
Informational flexibility
Informational rigidity
