Test Bank For
Managing Change, Creativity and Innovation Fifth Edition Patrick Dawson, Constantine Andriopoulos, Steven Pattinson
Chapter 1-15
Chapter 1: Setting the scene: The changing landscape of business organizations
Multiple choice questions
For each of the following questions read each question carefully then choose the answer you believe is most correct.
1. Processes of change, creativity and innovation are central to organizations operating in increasingly unpredictable environments that require organizations‟ to evaluate their competitive performance on a continuing basis. This turbulence heightens the need for companies to evaluate their:
a. marketing materials
b. branding
c. competitive performance
d. all of these
Ans: C
2. What concept draws on an understanding of the past and assessment of the present in developing new strategic directions for the future?
a. Centrality
b. Foresight
c. Strategizing
d. Hindsight
Ans: B
3. While „change for change‟s sake‟ is often a recipe for disaster, one famous historic quotation draws attention to the problem of inaction. In referring to inaction, the writer
states „Things alter for the worse spontaneously, if they be not altered for the better designedly.‟ The quotation is attributed to:
a. Francis Drake
b. Oliver Cromwell
c. Francis Bacon
d. Elizabeth I
Ans: C
4. Numerous definitions have been proposed for creativity and the creative process. Creativity is seen to combine cognitive and unconscious elements as well as being associated with thinking „outside of the box‟. This view of is attributed to:
a. Edward De Bono
b. Henry Mintzberg
c. David Bohm
d. John Thompson
Ans: A
5. The contextual processes of innovation require people (the creators of ideas) to draw on which of these resources?
a. knowledge
b. understanding
c. technologies
d. all of the above
Ans: D
6. A key aim of change management is to manage processes in a way that ensures the likelihood of:
a. resisting an initiative imposed by others
b. defining the unknowable
c. gaining new perspectives
d. attaining a preferred future
Ans: D
7. For Belussi (2012), creativity is the first step in the generation of ideas that is part of a longer journey towards:
a. managerial responsibility
b. entrepreneurship
c. future orientation
d. innovation
Ans: D
8. Innovation theory is a complex concept, and a common characterization of innovation is:
a. the translation of new ideas into commercial products, processes and services
b. that it only refers to the implementation of new technology
c. something only creative people do
d. all about generating new ideas and rather than new products
Ans: A
9. Although „gig‟ work provides freedom from the ties of full-time employment, it also lacks the support and benefits associated with:
a. part-time work
b. temporary work
c. employment contracts
d. self-employment
Ans: C
10. Bessant and Tidd draw on which inventor in emphasizing how innovation is not just about generating new ideas but also the „ process of growing them into practical use‟?
a. Dyson
b. Edison
c. Tesla
d. Morse
Ans: B
Chapter 2: The process of change, creativity and innovation
Multiple choice questions
For each of the following questions read each question carefully then choose the answer you believe is most correct.
1. Change, creativity and innovation integrates a range of theories and disciplines. Which of the following is NOT a closely associated discipline?
a. Sociology
b. Psychology
c. Economics
d. Marketing
Ans: D
2. Integral to the concept of change are notions of uncertainty. Uncertainty in this context refers to the:
a. developmental future
b. incomprehensible future
c. unknowable future
d. compromised future
Ans: C
3. The notion of change and continuity is summed up in the phrase, „Nothing endures but change‟ which is attributed to:
a. Heraclites
b. Socrates
c. Plato
d. Aristotle
Ans: A
4. Change that arises through proactive strategies that seek to fine tune organizational operations is referred to as:
a. temporal change
b. incremental change
c. delayering change
d. episodic change
Ans: B
5. Triggers for change arising within the organization are various. Key triggers of changes comprise of:
a. wider external environment, competitor context, organizational initiatives
b. wider external environment, local business context, organizational initiatives
c. wider external environment, local business context, market-led initiatives
d. internal organizational environment, local business context, organizational initiatives
Ans: B
6. Advocates of stage models of change and creativity consider change to:
a. only apply to large organizations
b. represent non-linear sequence of events
c. be closely associated with processual accounts of change
d. represent an episode in the life of an organization
Ans: D
7. The punctuated equilibrium model (Romanelli and Tushman, 1994) draws on the notion of incremental change to argue that over time, change initiatives:
a. create inertia
b. stimulate creativity and innovation
c. support environmental alignment
d. improve organizational performance
Ans: A
8. There are a number of commonly held myths about creativity. Which of the following is NOT a commonly held myth about creativity?
a. The smarter you are, the more creative you are
b. Creative people are high rollers
c. Creativity exists in the sciences
d. Creativity derives only from eccentric personalities
Ans: C
9. Arguably, the most prominent definition of creativity comes from Weick, who states that creativity is:
a. encouraging creative individuals to be creative
b. putting old things in new combinations and new things in old combinations
c. putting technology at the heart of creativity
d. encouraging creative organizations to develop ideas
Ans: B
10. Innovation is a complex subject matter. There are numerous forms and levels of innovation. Which of the following is NOT a recognized form on innovation?
a. social innovation
b. incremental innovation
c. disruptive innovation
d. layered innovation
Ans: D
Chapter 3: A brief history of management thought in the development of concepts, theories and business practice
Multiple choice questions
For each of the following questions read each question carefully then choose the answer you believe is most correct.
1. The Industrial Revolution saw the growth in international trade and the emergence of contemporary business organizations The Industrial Revolution is accepted to fall within the following dates:
a. 1930–1970
b. 1940–1980
c. 1850–1940
d. 1730–1850
Ans: D
2. Many scholars make a distinction between early management thought associated with scientific management. The principles of scientific management provided a blueprint on how best to organize work efficiently. Who was the author of scientific management concept?
a. Bessant
b. Taylor
c. Witzel
d. Johnson
Ans: B
3. A strong economy is important to industrial economies. What product was considered indicate of a healthy manufacturing sector in industrial economies of the twentieth century?
a. aeroplanes
b. automobiles
c. arms manufacturing
d. ship building
Ans: B
4. Mass production supported the development of the industrial organization and was key to:
a. standardized affordable products
b. worker alienation
c. producing bespoke products
d. employee motivation
Ans: A
5. After the Second World War, with the advent of relatively full employment, people were able to switch jobs more easily. The result was:
a. reduced worker mobility
b. increased employer mobility
c. increased worker mobility
d. decreased employer mobility
Ans: C
6. The classic Hawthorn Studies by Roethlisberger and Dickson (1939) highlighted the importance of social processes in the workplace. The study showed the benefits of:
a. democratic leadership
b. bureaucratic leadership
c. autocratic leadership
d. transformational leadership
Ans: A
7. During the 1950s, the Tavistock Institute of Human Relations in the UK embarked on a series of studies into:
a. the use of technology in the home
b. technology and innovation in schools
c. coal mining techniques
d. technology and innovation at work
Ans: D
8. Trist and Bamforth (1951) note that prior to mechanization, the technical process of coalgetting had the following cycle of stages:
a. advancing, preparation, getting
b. preparation, advancing, getting
c. preparation, getting, advancing
d. preparation, supporting, getting
Ans: C
9. This theory, originating in the 1960s, sought to look beyond the organization in accommodating the need for companies to adapt to changing business environments:
a. theory of the planned economy
b. contingency theory
c. structuration theory
d. development theory
Ans: B
10. From her studies, Woodward (1980) noted how more advanced forms of organization were likely to exhibit the following characteristics:
a. manual tasks, semi-skilled workers, harmonious employee relations
b. automated tasks, unskilled workers, harmonious employee relations
c. automated tasks, multi-skilled workers, harmonious employee relations
d. manual tasks, multi-skilled workers, harmonious employee relations
Ans: C
Chapter 4: Classifying theories of organizational change: A brief overview
Multiple choice questions
For each of the following questions read each question carefully then choose the answer you believe is most correct.
1. The need for good research, concepts and theory is important. In 1943 who used the maxim, “There is Nothing so Practical as a Good Theory”?
a. Elton Mayo
b. Kurt Lewin
c. Karl Marx
d. Stafford Beer
Ans: B
2. Debates on knowledge are ongoing and contested. Positivist theories are those that assume:
a. reality is subjective
b. reality is an illusion
c. reality is shaped by people
d. reality is objective
Ans: D
3. Interpretivist theories of knowledge are those that assume:
a. reality is only verifiable through observation
b. reality is subjective
c. quantitative research methods are most appropriate
d. reality is objective
Ans: B
4. In considering the paradox of continuity and change, who said, “The mark of an educated person is the capacity to hold two contradictory ideas simultaneously without rejecting either”?
a. Fitzgerald
b. Tsoukas
c. Burnes
d. Van de Ven
Ans: A
5. There are many theories of change. Which of the following is NOT a change theory?
a. Contingency Theory
b. Evolutionary Theory
c. Chaos Theory
d. Effectuation Theory
Ans: D
6. By (2005) focuses on three main characteristics of change. They are:
a. the rate of occurrence, how it comes about, the scale of change
b. the rate of occurrence, change methods, the scale of change
c. the rate of occurrence, how it comes about, the consequences of change
d. the type of change, how it comes about, the scale of change
Ans: A
7. Van de Ven and Poole (1995) argue that there are four foundational theories that underpin our understanding of processes of change in organizations. These theories comprise of:
a. Life cycle, Discontinuous change, Dialectics and Evolution
b. Life cycle, Teleology, Strategy-as-practice and Evolution
c. Life cycle, Teleology, Dialectics and Evolution
d. Life cycle, Teleology, Stakeholder theory and Evolution
Ans: C
8. Which theory views stability as the normal state of play but recognizes that industries and organizations can experience major shocks within their business environments that necessitate major change?
a. Conflict theory
b. Punctuated equilibrium theory
c. Dialectical materialism
d. Symbolic interaction theory
Ans: B
9. The use of metaphor is pervasive in organization theory. Which of the following is NOT an organization metaphor offered by Morgan (1997)?
a. organization as an instrument of domination
b. organization as a political system
c. organization as a dance floor
d. organization as an organism
Ans: C
10. Palmer et al.‟s (2017) multiple perspective framework centres around six managingchange images made up of:
a. Director, Pilot, Coach, Caretaker, Interpreter, Nurturer
b. Director, Navigator, Coach, Teacher, Interpreter, Nurturer
c. Director, Navigator, Coach, Caretaker, Interpreter, Nurturer
d. Leader, Navigator, Coach, Caretaker, Interpreter, Nurturer
Ans: C
Chapter 5: Change management practice: Choices, lessons learned and key considerations
Multiple choice questions
For each of the following questions read each question carefully then choose the answer you believe is most correct.
1. Triggers for change are all part of an ongoing flow of forces that continuously shape strategies, implementation plans and the decisions of business leaders and can be:
a. small-scale, large-scale, pre-emptive, reactive
b. emergent, external, internal, large-scale
c. continuous, proactive, reinforcing, internal
d. small-scale, large-scale, proactive, reactive
Ans: D
2. Planned unpredictability is an oxymoron of:
a. Technological innovation
b. Political ideology
c. Managing change
d. Environmental policy
Ans: C
3. Hughes (2010) uses the extended mnemonic PESTLE to identify additional external triggers to change that include:
a. labour and employers
b. location and equilibrium
c. lifestyle and expectations
d. legal and environmental
Ans: D
4. There is a range of different mnemonics used to capture the main drivers of change. The mnemonic PACT refers to triggers for change that arise within organizations, namely:
a. Products, Administrative structures, Core business, Technology
b. People, Administrative structures, Core business, Technology
c. Products, Services, Core business, Technology
d. People, Administrative structures, Core business, Reward systems
Ans: B
5. ADKAR is a goal-oriented model for change developed by Jeff Hiatt. The mnemonic ADKAR stands for:
a. Awareness, Desire, Knowledge, Activity, Reinforcement
b. Agency, Desire, Knowledge, Ability, Reinforcement
c. Awareness, Desire, Knowledge, Ability, Reinforcement
d. Awareness, Desire, Knowledge, Ability, Resurgence
Ans: C
6. The USAID change management best practice guide suggests that the first stage of implementing a change strategy is:
a. measure progress
b. create infrastructure to support adoption
c. engage stakeholders
d. establish a vision
Ans: D
7. Determinism is represented by those who advocate that change is determined by:
a. individual action
b. learning from the past
c. collective action
d. environment
Ans: D
8. Pressures for innovation and change can be heightened through the business media, where the focus is often on:
a. a short-term reactive view
b. a long-term reactive view
c. a short-term proactive view
d. a long-term proactive view
Ans: A
9. Socio-cultural elements of change include factors such as:
a. world poverty, pollution, ethical considerations, infectious diseases and pandemics
b. societal values, expectations and religion
c. taxation, exchange rates and labour market costs
d. ICT developments, technological innovations
Ans: B
10. In assessing the degree of choice in explanations about why organizations change, Hughes (2010) argues for a distinction between determinist and voluntarist approaches. Determinism refers to change is determined by:
a. governments
b. individuals
c. the environment
d. change agents
Ans: C
Chapter 6: Human dimensions: Readiness, communication, sensemaking and culture
Multiple choice questions
For each of the following questions read each question carefully then choose the answer you believe is most correct.
1. Hodges (2016) argues that human processes of change raise a number of interrelated issues, including:
a. readiness, communication, sensemaking, culture
b. robustness, communication, sensemaking, culture
c. readiness, complexity, sensemaking, culture
d. readiness, communication, sensemaking, collaboration
Ans: A
2. Which of the following is NOT one of Austin et al.‟s (2020) six key factors that hinder or enhance readiness among managers and front-line providers?
a. discrepancy
b. appropriateness
c. readiness
d. self-efficacy
Ans: C
3. Miake-Lye et al. (2020) identify several problems that continue to dog research in relation to readiness for change. Most notably, they argue, is the continuing problem of conceptual profusion. They refer to this as:
a. jungle fallacy
b. jangle fallacy
c. jingle fallacy
d. none of the above
Ans: B
4. Harikkala-Laihinen (2022) claims that effective communication is:
a. informative, educational and motivating
b. a poor substitute for strong leadership
c. demotivating
d. creates inappropriate management behaviour
Ans: A
5. Russ (2008) refers to „programmatic change communication strategies‟, where implementers hold the power to gain the compliance of recipients to the message of change as:
a. storying
b. tone and pitch
c. telling and selling
d. resistance and conflict
Ans: C
6. Non-verbal communication occurs in all human interaction and is very important if often understated in the change management literature. Non-verbal communication does NOT include:
a. facial expressions
b. eye contact
c. posture
d. speeches
Ans: D
7. In her book Managing and Leading People through Organizational Change, Hodges (2016) argues that there is a decision to be made on whether to engage in more participative approaches rather than advocating:
a. compliance-based approaches
b. compliant strategies
c. ethical approaches
d. emotional approaches
Ans: A
8. Isabella‟s (1990) research suggests that a different focus on the provision of information is required at different stages during the process of change and identifies four main stages of change:
a. anticipation, congregation, culmination, confirmation
b. anticipation, confirmation, culmination, aftermath
c. anticipation, congregation, culmination, aftermath
d. anticipation, confirmation, culmination, context
Ans: B
9. Making sense of experience is an important element in developing understanding. Whereas the conventional Weikian backward-glance conception of sensemaking is located in the here-and-now, Weibe (2010) suggests:
a. a more historical approach to making sense
b. more prospective ways of making sense
c. more practice-based ways of making sense
d. more future-oriented ways of making sense
Ans: D
10. An important aspect of organizational culture is how we learn in groups. According to this author, culture is a „shared product of shared learning‟:
a. Schein
b. Weibe
c. Jaques
d. Lewin
Ans: A
Chapter 7: People and change: Power, politics, resistance and temporal frames
Multiple choice questions
For each of the following questions read each question carefully then choose the answer you believe is most correct.
1. Mainstream texts on management and organizational behaviour frequently use the classic work of French and Raven (1993) that sets out to clarify processes of power. Which of the following is NOT one of the processes of power identified by French and Raven (1993)?
a. reward power
b. illegitimate power
c. coercive power
d. expert power
Ans: B
2. In their book Power, Politics, and Organizational Change, Buchanan and Badham (2020) identify three elements of political behaviour. Which of the following is NOT on if the elements they identify?
a. political will
b. political skill
c. political power
d. political astuteness
Ans: C
3. Concepts of „resistance to change‟ conjures up stubbornness, obduracy, lack of commitment and of people just stubbornly saying no. Which of the following is NOT one of the reasons identified by Eccles (1994) as a reason or causes for people to resist change?
a. a feeling that the proposed solution will not work
b. the willingness to change is high
c. the rewards from change are not sufficient
d. the change has unacceptable personal costs
Ans: B
4. Carnall and By (2014) highlight how work restructuring can have a negative effect on:
a. employee performance
b. employee absenteeism
c. employer reward systems
d. self-esteem of employees
Ans: D
5. Resistance to change is a natural human response. Which of the following is NOT a type of resistance identified by Burke (2011)?
a. physical resistance
b. political resistance
c. ideological resistance
d. blind resistance
Ans: A
6. In discussing resistance to change, Burke (2011) makes a distinction between these three types of resistance:
a. political resistance, ideological resistance, blind resistance
b. physical resistance, ideological resistance, blind resistance
c. ideological resistance, blind resistance, systemic resistance
d. ideological resistance, natural resistance, blind resistance
Ans: A
7. In developing their concept of a time perspective, Zimbardo and Boyd (2008) identify five different temporal frames that consist of:
a. past positive, past negative, present hedonistic, present positive, future orientated
b. past positive, past negative, future positive, present hedonistic, present fatalistic
c. past positive, past negative, present hedonistic, present fatalistic, past orientated
d. past positive, past negative, present hedonistic, present fatalistic, future orientated
Ans: D
8. Current concerns regarding time and temporality extend beyond the concept of clock time to include process-time, which is considered to be:
a. objective
b. subjective
c. autonomous
d. arbitrary
Ans: B
9. Within industrial forms of work organization, standardized notions of time (a specification for measuring points and passages of time) are usually associated with this calendar:
a. Georgian calendar
b. Julian calendar
c. Roman calendar
d. Gregorian calendar
Ans: D
10. Alternative conceptions of time highlight how our experiences of time are not fixed. The alternative conception of time referred to as „ductile time‟ was defined by:
a. Gell (2001)
b. Deleuze (1994)
c. Adam (2004)
d. Hernes (2014)
Ans: B
Chapter 8: Conventional frameworks: Planning, diagnostics and sequence
Multiple choice questions
For each of the following questions read each question carefully then choose the answer you believe is most correct.
1. Gareth Morgan (1986) aligns with this author in recognizing that practice is never theoryfree and that there is great practical value in a well-developed model or theory for explaining organizations:
a. Burke (2014)
b. Lewin (1951)
c. Bevan (2011)
d. Hayes (2022)
Ans: B
2. A generic five-stage model of change that moves through a sequence of stages or subdivisions from original state through transition to desired state of change was developed by:
a. Hayes (2022)
b. Burkes (2014)
c. Burnes and Cooke (2013)
d. Beckhard and Harris (1987)
Ans: A
3. In seeking to understand the forces that shape individual and group behaviour, Lewin proposed that individuals exist in a psychological state that determines and limits behaviour which calls:
a. equilibrium theory
b. interaction theory
c. rationale theory
d. field theory
Ans: D
4. Engaging in action research for change requires careful analysis of the situation at hand, especially in being aware of the forces that are shaping current behaviours. According to
Ngwerume and Themessl-Huber (2010), action research requires three fundamental conditions that consist of:
a. improving social practice; the involvement of academics; a commitment to research
b. improving social practice; the involvement of practitioners; a commitment to research
c. improving social practice; the involvement of practitioners; a commitment to practice
d. improving theoretical underpinning; the involvement of practitioners; a commitment to research
Ans: B
5. The basis of Lewin‟s three-step model of change – which remains an influential theory and a common approach advocated by management educationalists – includes:
a. unfreeze, change, refreeze
b. defrost, change, refreeze
c. refreeze, change, unfreeze
d. unfreeze, adopt, refreeze
Ans: A
6. In critiquing Lewin‟s three-step model of change, Burnes (2004) claims it:
a. is too complex
b. requires a fourth step
c. supports bottom-up management
d. ignores political processes
Ans: D
7. The Organizational Development (OD) approach to change management is arguably still the dominant approach across the Western world. Although the origination of the term remains a little uncertain, the phrase „organizational development‟ (OD) has been attributed to:
a. Kurt Lewin
b. Richard Beckhard
c. Warren Bennis
d. Edgar Schein
Ans: B
8. A matrix model of Organizational Development (OD) interventions that accommodates interventions at different levels was devised by:
a. Pettigrew (1985)
b. Dawson (1994)
c. Coghlan (1994)
d. Pugh (1986)
Ans: D
9. Dunphy and Stace (1990) identify four leadership styles required to bring about change that include:
a. transformative, consultative, directive, coercive
b. collaborative, consultative, directive, coercive
c. collaborative, counselling, directive, coercive
d. collaborative, consultative, directive, bullying
Ans: B
10. Kotter published his influential eight-step model on leading change in the Harvard Business Review in:
a. 1945
b. 1975
c. 1995
d. 1965
Ans: C
Chapter 9: Interpretative frameworks, dialogical OD, the learning organization and appreciative inquiry
Multiple choice questions
For each of the following questions read each question carefully then choose the answer you believe is most correct.
1. In identifying a shift from conventional OD approaches to a new and emerging OD paradigm, Cliff Oswick (2013) emphasizes the importance of:
a. knowable reality
b. temporal re-orientation
c. tangible assets
d. internal focus
Ans: B
2. Bushe and Marshak (2014) suggest the success or failure of any Dialogic OD intervention rests on underlying processes of:
a. narrative and discourse, emergence, generativity
b. narrative and discourse, emergence, generalization
c. narrative and discourse, decline, generativity
d. dialogue, emergence, generativity
Ans: A
3. The key principle of Open Space Technology (Owen, 1977) is called:
a. the law of two toes
b. the law of convention
c. the law of the open hand
d. the law of two feet
Ans: D
4. Senge (2006) puts forward five disciplines that we need to develop if we wish to build learning organizations. These principles comprise:
a. mental models; group enabling; building shared vision; team learning; systems thinking
b. mental models; personal mastery; building shared vision; team learning; systems thinking
c. mental models; enabling individuals; building shared vision; team learning; systems thinking
d. mental models; personal mastery; building shared vision; reconstituting learning; systems thinking
Ans: B
5. Kools and George (2020) examine the link between:
a. strategic management and change management
b. corporate strategy and the learning organization
c. strategic thinking and the learning organization
d. strategic management and the learning organization
Ans: D
6. Jabri (2012) utilizes Lewin‟s three stages of change in adopting a relational perspective and in developing a framework that combines:
a. process, dialogue and social construction
b. process, performance and social construction
c. procedure, performance and social construction
d. process, dialogue and structuration
Ans: A
7. Central to the use of appreciate inquiry (AI) has been the use of:
a. narrative storytelling
b. retrospective storying
c. positive storytelling
d. prospective sensemaking
Ans: C
8. One of the main proponents of appreciative inquiry is:
a. Cliff Oswick
b. David Cooperrider
c. David Boje
d. Martin Clarke
Ans: B
9. Rochet and Tollect (2015) argue that the most popular practical use of AI takes five steps known as the 5D approach that comprises:
a. definition; discovery; dream; designation; destiny/delivery
b. definition; discovery; dream; design; destiny/delivery
c. definition; discovery; dream; design; destination
d. discovery; delineation; dream; design; destiny
Ans: B
10. The wholeness principal (Rochet and Tollect, 2015) is defined as:
a. ensuring that all stakeholders are collectively involved in change
b. viewing events and situations differently from different perspectives.
c. referring to the expectations that we hold about the future
d. engaging with our enthusiasms, aspirations and passions
Ans: A
Chapter 10: The processual turn: Politics, context and time
Multiple choice questions
For each of the following questions read each question carefully then choose the answer you believe is most correct.
1. Many early workplace studies attempted to explain why employees responded in unexpected ways to attempts by management to:
a. introduce new technologies in the workplace
b. improve employer/employee relationships
c. reduce wages
d. improve operational efficiency and productive output
Ans: D
2. The Technology Policy Unit (TPU) established in the 1970s employed scientists and social scientists to carry out research into the control and social interaction of science and technology and was based at:
a. University of Aston
b. Durham University
c. University of Birmingham
d. Imperial College London
Ans: A
3. Organizational change seen as processual involves applying an understanding of a complex and chaotic organizational reality. The focus of processual–contextualist research centres on the collection of:
a. cross-sectional data
b. longitudinal qualitative data
c. quantitative data
d. secondary data
Ans: B
4. In a study of the process of change at Peugeot–Talbot, these author(s) examine content, context and process, suggesting that managerial processes of assessment, choice and change are at the heart of the strategic development of firms‟:
a. Wilkinson (1983)
b. Walker and Guest (1952)
c. Whipp, Rosenfeld and Pettigrew (1987)
d. Woodward (1958)
Ans: C
5. In highlighting a growing movement towards more process-oriented approaches, Langley and Tsoukas (2010) draw attention to the importance of:
a. scientific scrutiny
b. temporal orientation
c. deductive reasoning
d. conceptual orientation
Ans: B
6. Buchanan and Dawson (2007) present four theories for managing conflicting narratives, namely:
a. normative process; interpretive process; collective process; dialogic process
b. normative process; interpretive process; critical process; dialogic process
c. normative process; interpretive process; critical process; diabolical process
d. normative process; deductive process; critical process; dialogic process
Ans: B
7. Dawson‟s (2019) processual framework for understanding organizational change presents three clusters of interrelated elements, namely:
a. organizational context; sociomaterial relations; power-political processes
b. sociological context; material relations; power-political processes
c. temporal context; sociomaterial relations; power-political processes
d. temporal context; sociomaterial relations; institutional processes
Ans: C
8. The change kaleidoscope offers a framework that change agents can use to analyze specific contextual dimensions that support informed decisions and was developed by:
a. Balogun and Hope Hailey (2008)
b. Alvesson and Sveningsson (2016)
c. Isabella (1990)
d. Johnson (1992)
Ans: A
9. The cultural web outlines elements of organizations‟ taken-for-granted and shared assumptions and beliefs and was introduced by:
a. Dawson (1994)
b. Balogun and Johnson (2004)
c. Dawson and McLean (2013)
d. Johnson (1992)
Ans: D
10. These author(s) produce a fine-grained case study of organizational change at Cadbury Limited, where they were particularly interested in the sectoral influence (context) on the process of transition:
a. Pettigrew (1990)
b. Child and Smith (1987)
c. Kanter (1983)
d. Preece (1999)
Ans: B
Chapter 11: Creative industries, innovative cities and changing worlds
Multiple choice questions
For each of the following questions read each question carefully then choose the answer you believe is most correct.
1. The quotation “I am enough of an artist to draw freely on my imagination. Imagination is more important than knowledge. Knowledge is limited. Imagination encircles the world” was famously said by:
a. Nishibori (1972)
b. Florida (2004)
c. Einstein (1929)
d. Chung (2018)
Ans: C
2. The creative sector makes a huge contribution to the UK economy. A third of the creative sector‟s workforce in the UK are self-employed and most creative enterprises employ less than:
a. 10 people
b. 20 people
c. 100 people
d. 25 people
Ans: A
3. In their research, Davies and Sigthorsson (2013) argue that the creative industries are united by:
a. human activity; symbolic messages; intellectual property
b. symbolic activity; creative input; intellectual property
c. human activity; symbolic messages; information technology
d. human activity; creative output; intellectual property
Ans: A
4. Which of the following is NOT a creative industry grouping used in the formal figures and facts on changes in the creative economy:
a. crafts
b. arts and antiques
c. sporting events
d. publishing
Ans: C
5. The creative economy is a high-growth sector and UNESCO (2017) calculates that the cultural and creative industries generate income of around:
a. $500 billion a year
b. $2,250 billion a year
c. $700 billion a year
d. $2,750 billion a year
Ans: B
6. Figures posted in May 2020 showed that:
a. 1 in 5 businesses in the UK are creative
b. 1 in 20 businesses in the UK are creative
c. 1 in 10 businesses in the UK are creative
d. 1 in 8 businesses in the UK are creative
Ans: D
7. Richard Florida (2002) is a leading proponent of advancing creativity for the development of:
a. autonomous vehicles
b. creative cities and regions
c. artificial intelligence
d. green spaces
Ans: B
8. In 2020, China was by far the largest exporter of creative goods equivalent to:
a. $169 billion
b. $179 billion
c. $159 billion
d. $69 billion
Ans: A
9. This author argues for the need to stop what might be called the „mallonization‟ of our shopping experience and the suburbanization of our living experience:
a. Florida (2002)
b. Landry (2007)
c. Gibson (2012)
d. Verdich (2010)
Ans: B
10. Florida‟s (2012) 3-T model proposes that cities in this new „creative age‟ will succeed or fail on their ability to attract and retain creative workers through:
a. talent, technology and traction
b. training, technology and tolerance
c. talent, technology and tolerance
d. talent, trust and tolerance
Ans: C
Chapter 12: The individual: Promoting critical thinking
Multiple choice questions
For each of the following questions read each question carefully then choose the answer you believe is most correct.
1. The nature of work is changing and emerging technologies include:
a. Generative AI
b. Internet of Things
c. Robots
d. All of the above
Ans: D
2. In the world of fashion, The Fabricant (an haute couture fashion house in Amsterdam, Netherlands) is famous for:
a. digital film making
b. creating virtual words
c. using 3D modeling and generative AI to create entirely digital clothing
d. using robots to create fashion accessories
Ans: C
3. Context is important and the quest for new ideas may take different forms in different industries. According to Eckert and Stacey (1998), the adaptation of a source of inspiration to a design can take the following forms:
a. factual; abstraction; association
b. literal; abstraction; network
c. literal; abstraction; association
d. literal; abduction; association
Ans: C
4. The main personality traits that link to creative achievement do NOT include::
a. conformity
b. tolerance of ambiguity
c. risk-taking
d. proactivity
Ans: A
5. People often confuse the concepts of data, information and knowledge. This author defines data as „observations or facts out of context‟:
a. Polanyi (1958)
b. Taggar (2002)
c. Zack (1999)
d. Prusack (1998)
Ans: C
6. These authors define formal or explicit knowledge as knowledge that can be articulated and may range from grammatical statements, mathematical expressions and specifications to manuals:
a. Sternberg and Lubart (1995)
b. Nonaka and Takeuchi (1995)
c. Pruthi and Nagpaul (1978)
d. Cohen and Levinthal (1990)
Ans: B
7. The notion of tacit knowledge was first introduced by this philosopher, who argues that an individual can know more than he/she can tell:
a. Kasperson (1978)
b. Csíkszentmihályi (1988)
c. Tushman (1977)
d. Polanyi (1966)
Ans: D
8. In addition to processes for creating and applying knowledge towards creativity and innovation, a learning orientation (Dweck, 2000) is essential for the acquisition of novel knowledge and skills. A learning orientation refers to:
a. an internal mindset that encourages an employee to develop her/his competence
b. an internal mindset that encourages a leader to develop her/his network
c. an external mindset that encourages an employee to develop her/his competence
d. an extrinsic mindset that encourages an employee to develop her/his competence
Ans: A
9. Amabile‟s research (1979, 1990, 1997, 1998) exploring motivation shows that there are two basic types of motivation:
a. individual and collective
b. intrinsic and extrinsic
c. high level and low level
d. punishment and reward
Ans: B
10. It is claimed that people who aim to generate innovative ideas need to know the basic knowledge of the field to move beyond the status quo. In other words, it is hard to conceive any creative behaviour that is somehow „knowledge free‟ as this author states:
a. Andriopoulos (2003)
b. Gordon (1961)
c. Stein (1989)
d. Bengtson (1982)
Ans: C
Chapter 13: The group: Nurturing teamwork
Multiple choice questions
For each of the following questions read each question carefully then choose the answer you believe is most correct.
1. There are many reasons employees join teams. Robbins et al. (1994), for example, identify four reasons why employees join teams:
a. safety; self-esteem; power; goal achievement
b. security; self-esteem; power; goal achievement
c. security; self-esteem; purpose; goal achievement
d. security; self-esteem; power; leadership
Ans: B
2. A team was described as „a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable‟ by:
a. Robbins et al. (1994)
b. Lencioni (2002)
c. Adams (2001)
d. Katzenbach and Smith (1993)
Ans: D
3. Teams are not always effective and Lencioni (2002) identifies five dysfunctions of a team. Which of the following is NOT one of Lencioni‟s five dysfunctions?
a. absence of trust
b. fear of conflict
c. insufficient trust
d. lack of commitment
Ans: C
4. It is important to note that, even if the team leader and the team members do their best, there are psychological events that can cause team performance to deteriorate. Psychological events that can cause team performance to deteriorate include:
a. social loafing, blind conformity and groupthink
b. social loafing, blind conformity and lack of commitment
c. social loafing, lack of acceptance and groupthink
d. human nature, blind conformity and groupthink
Ans: A
5. The social psychologist, Solomon Asch, conducted several laboratory experiments in his studies on:
a. leadership
b. commitment
c. conformity
d. stress
Ans: C
6. It has been suggested that the type of psychological event described by Asch may potentially lead to:
a. groupthink
b. teamworking
c. conformity
d. commitment
Ans: A
7. Thompson (2003) defines this psychological phenomenon as „the tendency for people in a group to slack off – i.e., not work as hard either mentally or physically in a group as they would alone‟:
a. absenteeism
b. social loafing
c. psychological absence
d. non-commitment
Ans: B
8. Confrontation meetings focus on addressing team conflict and confusion following an organizational change that negatively affects productivity. Beckhard (1967) provides clear guidance in his seven phases on how to structure a confrontation meeting. Phase one is:
a. information sharing
b. information collecting
c. climate setting
d. progress review
Ans: C
9. Responsibility charting is an intervention deigned to reduce team conflict. It uses the following activities to encourage team cooperation:
a. responsible; approval/veto; inquire; concluded; informed
b. responsible; approval/veto; support; construct; informed
c. responsible; approval/veto; support; consulted; informed
d. initiate; approval/veto; support; concluded; informed
Ans: C
10. The appreciative inquiry process begins with the team‟s strengths; this releases a positive energy. In return, the team begins to gain a better understanding of its own valuable contributions. The appreciative inquiry process comprises of four phases. Which of the following is NOT one of the four phases:
a. Discovery
b. Dream
c. Delimit
d. Destiny
Ans: C
Chapter 14: Fostering creativity and innovation: The role of organizational structure, systems, resources and culture
Multiple choice questions
For each of the following questions read each question carefully then choose the answer you believe is most correct.
1. Work specialization has been identified as a critical factor in determining employees‟ productivity and has been defined as:
a. the degree to which a task is divided into separate jobs
b. people working on assembly lines
c. a morale building exercise
d. a way to enhance ideas generation
Ans: A
2. Which of these is NOT an accepted method for departmentalization of work activities?
a. products
b. geography
c. employee preference
d. functional departments
Ans: C
3. An important element that influences decisions about organizational design is the chain of command, defined as:
a. informal command processes
b. formal lines of authority, which span different hierarchical levels
c. employee suggestions
d. an instructional guide
Ans: B
4. Van Fleet and Bedeian (1977) define the span of control as the number of:
a. people in a department
b. people monitoring informal communications
c. people reporting directly to a manager
d. managers responsible for a department
Ans: C
5. Pioneering research into the relationship between strategy and structure in several large US firms over a period of 50 years was conducted by:
a. Alfred Chandler (1962)
b. Rogers (1983)
c. Burns and Stalker (1961)
d. Schumpeter (1939)
Ans: A
6. Organizations may adopt several alternative structural forms. The most common types of organizational structure include:
a. formalized structure, the functional structure and the divisional structure
b. entrepreneurial structure, the departmental structure and the divisional structure
c. entrepreneurial structure, the functional structure and the regional structure
d. entrepreneurial structure, the functional structure and the divisional structure
Ans: D
7. The company 3M (who created Post-It Notes) recognizes its innovators by organizing what each year:
a. a prizegiving events
b. an employee awayday
c. shopping vouchers
d. an Oscars event
Ans: D
8. In the 1990s, Locke and Latham (1990) noted the significance of this as a means of enhancing employees‟ performance and increasing business productivity:
a. sales targets
b. performance appraisal
c. goal-setting
d. job enrichment
Ans: C
9. These authors argue that creativity is enhanced when creative individuals expect and get constructive feedback on how their performance can be improved:
a. Dierickx and Cool (1989)
b. Shalley and Perry-Smith (2001)
c. Deci and Ryan (1985)
d. Shalley and Gilson (2004)
Ans: B
10. This author defines organizational culture simply as „the rules of the game‟:
a. van Maanen (1976)
b. Shien (1983)
c. Schneider (1988)
d. Denison (1990)
Ans: A
Chapter 15: The leader: Promoting new ideas at work
Multiple choice questions
For each of the following questions read each question carefully then choose the answer you believe is most correct.
1. These authors defined leadership as „The ability of an individual to influence, motivate and enable others to contribute toward the effectiveness and success of organizations of which they are members‟:
a. Weihrich and Koontz (1993)
b. Robbins et al. (1994)
c. House et al. (1997)
d. Schriesheim et al. (1978)
Ans: C
2. In discussing the ingredients of successful leadership, Weihrich and Koontz (1993) argue that there are four main elements including power; understanding people; ability to inspire. The fifth being:
a. a specific style
b. an autocratic style
c. a unique style
d. an unorthodox style
Ans: A
3. Kirkpatrick and Locke (1991) argue that there are six common traits associated with effective leadership:
a. drive; desire to lead; honesty and integrity; self-confidence; intelligence; job-relevant knowledge
b. drive; desire to lead; technical skill; self-confidence; intelligence; job-relevant knowledge
c. drive; decisiveness; honesty and integrity; self-confidence; intelligence; job-relevant knowledge
d. drive; desire to lead; honesty and integrity; self-confidence; aptitude; job-relevant knowledge
Ans: A
4. Kurt Lewin (1939) with his associates at the University of Iowa identified three styles of leadership:
a. autocratic; formal; laissez-faire
b. autocratic; democratic; laissez-faire
c. autocratic; democratic; permissive
d. selective; democratic; laissez-faire
Ans: B
5. The Ohio State studies in the 1940s identified two independent dimensions of leader behaviour:
a. democratizing structure and consideration
b. initiating structure and confirmation
c. initiating structure and subordination
d. initiating structure and consideration
Ans: D
6. Behavioural scientists Robert Blake and Jane Mouton developed the managerial grid. The proposed grid is a matrix formed by the intersection of two dimensions of leader behaviour:
a. concern for position and concern for people
b. concern for production and concern for position
c. concern for production and concern for people
d. concern for power and concern for people
Ans: C
7. Hersey‟s (2013) situational theory is one of the most widely acknowledged contingency theories. The theory suggests that effective leadership relies on the level of the followers‟:
a. connectedness
b. ability
c. readiness
d. intelligence
Ans: C
8. Robbins and Coulter (2002) identify four distinct leadership behaviours. They are:
a. telling; directing; participating; delegating
b. asking; selling; participating; delegating
c. telling; selling; participating; dominating
d. telling; selling; participating; delegating
Ans: D
9. Contemporary leaders like Elon Musk, the chief executive of Tesla and Space X, and Richard Branson, the British entrepreneur behind the Virgin Group, are often described as being a:
a. consultative leader
b. charismatic leader
c. participative leader
d. directive leader
Ans: B
10. Cameron and Green (2008) suggest five leadership qualities to support change including the visionary motivator, meaning a leader who:
a. focuses on initiating a conversation and buy-in in order to energize people
b. focuses on causing discomfort to catalyze change
c. focuses on creating a sense of purpose and connectivity across the organization to assist change to occur
d. focuses on projects, plans, deadlines and progress to achieve goals
Ans: A