ISTM 410 COMPREHENSIVE ANSWERS AND
QUESTIONS SET A+
✔✔social capital - ✔✔sum of the actual and potential resources embedded within,
available through, and derived from the individual or firm's network of relationships
✔✔Resource-based view - ✔✔a model that sees certain types of resources as key to
superior firm performance
ex: traits to attain and/or sustain competitive advantage
✔✔strategic alliance - ✔✔inter-organizational relationship that affords one or more
companies a strategic advantage
ex: zynga (online games) w/ facebook
✔✔business ecosystems - ✔✔-group of strategic alliances which a number of partners
provide important services to eachother and jointly create value for customers
-suppliers "buy in" providing more value to the platform
ex: operating system
✔✔Co-opetition - ✔✔companies cooperate and compete at the same time
✔✔Potential risks - ✔✔-awakening a sleeping point (nudging a larger competitor)
-demonstrating bad timing (sometimes customers arn't ready to use the tech)
- implementing IS poorly
-failing to deliver what users want
-running afoul of the law
✔✔co-creating IT and business strategy - ✔✔the trend is going towards integrating the
two IS and Business Strategies
✔✔decision rights - ✔✔indicate who in the organization has the responsibility to initiate,
supply information for, approve, implement, and control various types of decisions
, ✔✔organizational design - ✔✔design element ensures decision rights are correctly
allocated dependent on reporting relationships and organizational structure
✔✔four major organizational designs - ✔✔1. hierarchical
2. flat
3. matrix
4. networked
✔✔hierarchical org structure - ✔✔orders go down and info comes up
-bureaucracy
-features
-- unity of command
--span of control
--clear lines of authority and reporting duties
✔✔unity of command - ✔✔each person has a single supervisor
✔✔span of control - ✔✔the number of subordinates who report directly to a manager
✔✔flat organizational structure - ✔✔- decentralized decision making
- less well-defined chain of command
- less clear decision rights
- few middle managers
IT glues together the org
relationships are fluid and jobs are loosely defined
✔✔matrix organization - ✔✔assigns employees to two or more supervisors to integrate
multiple dimensions of a firm
- work is organized into small work teams
- allows orgs to focus on functions and purpose
- IT reduces complexity by allowing info to be shared easily among different managerial
functions
✔✔Matrix Organization shortcomings - ✔✔- frustrating and confusing
- require frequent meetings
- information overload
✔✔networked organization structure - ✔✔characteristically feel flat and hierarchical at
the same time.
- known for flexibility and adaptiveness
- suited for dynamic unstable environments
- highly decentralized decision rights
- allows coordination across functional boundaries
- enables quick and more accurate decision making
QUESTIONS SET A+
✔✔social capital - ✔✔sum of the actual and potential resources embedded within,
available through, and derived from the individual or firm's network of relationships
✔✔Resource-based view - ✔✔a model that sees certain types of resources as key to
superior firm performance
ex: traits to attain and/or sustain competitive advantage
✔✔strategic alliance - ✔✔inter-organizational relationship that affords one or more
companies a strategic advantage
ex: zynga (online games) w/ facebook
✔✔business ecosystems - ✔✔-group of strategic alliances which a number of partners
provide important services to eachother and jointly create value for customers
-suppliers "buy in" providing more value to the platform
ex: operating system
✔✔Co-opetition - ✔✔companies cooperate and compete at the same time
✔✔Potential risks - ✔✔-awakening a sleeping point (nudging a larger competitor)
-demonstrating bad timing (sometimes customers arn't ready to use the tech)
- implementing IS poorly
-failing to deliver what users want
-running afoul of the law
✔✔co-creating IT and business strategy - ✔✔the trend is going towards integrating the
two IS and Business Strategies
✔✔decision rights - ✔✔indicate who in the organization has the responsibility to initiate,
supply information for, approve, implement, and control various types of decisions
, ✔✔organizational design - ✔✔design element ensures decision rights are correctly
allocated dependent on reporting relationships and organizational structure
✔✔four major organizational designs - ✔✔1. hierarchical
2. flat
3. matrix
4. networked
✔✔hierarchical org structure - ✔✔orders go down and info comes up
-bureaucracy
-features
-- unity of command
--span of control
--clear lines of authority and reporting duties
✔✔unity of command - ✔✔each person has a single supervisor
✔✔span of control - ✔✔the number of subordinates who report directly to a manager
✔✔flat organizational structure - ✔✔- decentralized decision making
- less well-defined chain of command
- less clear decision rights
- few middle managers
IT glues together the org
relationships are fluid and jobs are loosely defined
✔✔matrix organization - ✔✔assigns employees to two or more supervisors to integrate
multiple dimensions of a firm
- work is organized into small work teams
- allows orgs to focus on functions and purpose
- IT reduces complexity by allowing info to be shared easily among different managerial
functions
✔✔Matrix Organization shortcomings - ✔✔- frustrating and confusing
- require frequent meetings
- information overload
✔✔networked organization structure - ✔✔characteristically feel flat and hierarchical at
the same time.
- known for flexibility and adaptiveness
- suited for dynamic unstable environments
- highly decentralized decision rights
- allows coordination across functional boundaries
- enables quick and more accurate decision making
