Document Type

Closed Project

Publication Date

Fall 2005

Instructor

Charles Weber

Course Title

Innovation Management

Course Number

EMGT 510/610

Abstract

With the recent slow-down in the high-tech sector, companies are increasingly seeking ways to streamline and add value to their businesses. Organizational changes such as downsizing and acquisitions are becoming integral parts of today’s organizational fabric. When done correctly, organizational restructuring can be beneficial; however, in many cases, organizational changes proved to be detrimental to a company and its innovation process. This paper illustrates, through examples observed from Conexant’s Cupertino hardware team, how a team plagued by incessant organizational restructuring behaved and coped with changes and how those behaviors and attitudes disrupted innovation.

Description

This project is only available to students, staff, and faculty of Portland State University

Persistent Identifier

http://archives.pdx.edu/ds/psu/23257

Share

COinS