Routine (incremental) innovation is based on having the existing business model, exploiting the existing knowledge base and small improvements of existing products. The majority of product innovations are incremental ones, such as adding an extra blade with each new version of the razor, putting a new and faster chip into the PC, and redesigning an automobile model, since it is easier and less risky than radical innovation.

According to bureaucratic theory, if expanding and growing organizations do not desire to turn out to be inadequate, they must adhere to the ideal bureaucracy structure (Choice A).While the classical management thought tackles the structural and physical design of organizations, the behavioral school focuses on human relations within organizations (Choice C). The role of a manager in scientific management is to plan and organize the work, while the role of a worker is to fulfill the duties successfully assigned to him/her (Choice D). School of Management Principles contributed to management and organization theory in two important areas. First, this school determined the management functions such as planning, organization, chain of command, coordination, and control that are still valid and important to this day. As a second contribution, this school established 14 principals of management: Division of work, authority, responsibility, discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain, order, equity, stability of tenure of personnel, initiative, and esprit de corps (Choice E). Following the classical period, studies of the behavioral school’s current representatives are known as the micro-organization theory. The basic contribution of the behavioral school to the classical management theory is the emphasis on the informal aspects of organizations. While the classical management thought tackles the structural and physical design of organizations, the behavioral school focuses on human relations within organizations. The correct answer is choice B

Exploration is about invention. 

Innovation can be defined as “the implementation of a new or significantly improved product (good or service), or process…or a new organizational method”

In Schein’s levels of organizational culture, the most visible level is called artifacts. Artifacts are the physical, behavioral, and verbal manifestation of the culture. Organizational members talk about organizational culture by using these artifacts. Members also set role models with behavioral patterns they choose is also an example of artifact. Newly recruits are looking for any useful information that is suitable for guiding them on how to behave in the new organizational setting. 

Individualism and alienation: By the end of 1970s modern societies witnessed widespread diffusion of individualism that alienated people from the society. Lonely people searching for an identity celebrated organizational culture as a haven. Organizational culture allowed people to answer aching questions for raison d’etre! “Who am I, what is my reason for being in this world? what this organization stands for?” are all examples of questions asked and generally found an explanation within the concept of organizational culture. • Technically advanced production and the rise of service industry: Production process was upgraded to an advanced level in which automation became widespread. Moreover, the volume of service industry gradually surpassed goods production in many developed countries. Thus, employees had to be more customer-focused and technically qualified. Consequently, skillful and welltrained employees preferred independent working conditions. Organizational culture, as a way of controlling employee behavior, allows members to use their judgment, and act more freely within defined organizational norms. Once members of the organizations cultivated with organizational values, close supervision will be redundant.

Machine bureaucracy gradually became less useful in managing people: Scientific management was the paradigm relevant to 1960s and 1970s. During 1980s validity of scientific management as the only paradigm for managing people started to be scrutinized. The effectiveness of objective and mathematical management techniques like time-and-motion studies was challenged. This movement led scholars focusing on the human aspect of management, or in other words, “soft” aspects of organizations.   •

Innovative production techniques: Mass production techniques increase the level of efficiency. But these techniques usually decrease the overall flexibility of the organization. To balance the level of efficiency with the degree of flexibility, organizations should employ people who have a sense of active belonging and commitment. Organizational culture is providing a cognitive scheme through which members can agree upon collective values, and thus elevates the level of organizational commitment. • Japanese miracle: After the devastation experienced by Japan following the 2nd World War, Japan’s reborn as an economic power found to be related to the Japanese management style. Globalization which is generally equated with getting rid of economic, political, cultural, and technological barriers led to an increase in awareness and curiosity in the global west for the east. It was self-evident that Japanese miracle was mostly related to the Japanese cultural value system and its reflections within Japanese organizations. Other countries also tried to understand and encapsulate these reflections for themselves, and hence the interest in the cultural aspect of organizations tend to strengthen. 

Radical innovation is based on existent business model and exploring novel technology, and development of new and different products such as biotechnology for pharmaceutical companies, jet engines for airplane manufacturers, and fiber-optic cable for telecommunication companies.

Routine (incremental) innovation refers to having the existent business model, exploiting the existing technical knowledge base and small improvements of existent products.

Architectural innovation integrates new business models with new products that are based on new technical knowledge.

Disruptive innovation requires a new business model but not necessarily a technological breakthrough. For that reason, it also challenges or disrupts, the business models of other companies.

Porter described four attributes that can lead to national competitive advantage:

• Factor conditions
• Demand conditions
• Related and supporting industries
• Firm strategy, structure, and rivalry

Coercion can be used to deal with resistance to change. Coercion involves the use of direct threats or force against the resisters. Notwithstanding, it may be illegal and may undermine change agent’s credibility.

Technological change refers to changing the hardware of the work and skills and knowledge of employees.

Structural inertia means state of being indifferent to external changes. Thus, the correct answer is C.

For the Rational Mode information is available, but Carnegie Model suggests that limited information is available. According to Rational Model, decision making is costless; however, for Carnegie Model it is costly. Rational Model suggests that full range of possible alternatives is generated, but for the Carnegie Model it is limited. ın Rational Model, solution is chosen by unanimous agreements and solution chosen is best for the organization. On the other hand, in Carnegie Model, solution is chosen by comprise, bargaining, and accommodation between organizational coalitions and solutions chosen is satisfactory for the organiziation. The correct answer is Choice C. 

Planned change includes a repetitive sequence of goal formulation, implementation, evaluation, and modification of a pictured end state, and it is rapid and dramatic.

Routine (incremental) innovation is based on having the existing business model, exploiting the existing knowledge base and small improvements of existing products. The majority of product innovations are incremental ones, such as adding an extra blade with each new version of the razor, putting a new and faster chip into the PC, and redesigning an automobile model, since it is easier and less risky than radical innovation.

A strategic alliance is any cooperative efforts of two or more organizations to achieve strategic objectives of developing, producing or selling products or services.

In Carnegie decision model, satisficing means " an alternative production made with limited information just to find solutions for the problems". The correct option is E.

The social responsibility of organizations is to be accountable for individuals, communities, and environment influenced by their activities. This company, too, is environmentally sensitive, so it is careful about its ethical and social responsibilities. Choice (d) is the correct answer.