Ambidexterity Study guides, Class notes & Summaries

Strategic management 3 steps correct answers analysis, decisions, actions Strategy correct answers the ideas, decisions, and actions that enable a firm to succeed Strategy characteristics correct answers it is about choices and is focused on the future Strategic management 3 steps key activities performed correct answers Analysis: strategic goals (vision, mission, strategic objectives) and internal/external environment. Decisions: Actions: resource allocation Attributes of strategi...

two perspectives of leadership correct answers romantic view and external control perspective External Control Perspective correct answers External forces determine the organization's success Romantic View of Leadership correct answers situations in which the leader is the key force determining the organization's success - or lack thereof Strategic Management correct answers the analyses, decisions, and actions an organization undertakes in order to create and sustain competitive adva...

external control view of leadership correct answers situations in which external forces - where the leader has limited influence - determine the organization's success Strategic Management correct answers the analyses, decisions, and actions an organization undertakes in order to create and sustain competitive advantages. competitive advantage correct answers a firm's resources and capabilities that enable it to overcome the competitive forces in its industry Operational Effectiveness...

Papers summarized; - synergy, coordination costs and diversification choices – Zhou (2011) - Within-industry diversification and firm performance an S-shaped hypothesis – Hashai (2015) - AMBIDEXTERITY UNDER SCRUTINY; EXPLORATION & EXPLOITATION VIA INTERNAL ORGANIZATION, ALLIANCES & ACQUISITIONS - how do pre-entrants to the industry incubations stage choose between alliances and acquisitions for technical capabilities and specialized complementary assets? – Mahka Moeen & Will Mitchell ...

SEVI 3013 Exam 1 Rodeffer Exam 2023 with complete solution Strategic management 3 steps analysis, decisions, actions Strategy the ideas, decisions, and actions that enable a firm to succeed Strategy characteristics it is about choices and is focused on the future Strategic management 3 steps key activities performed Analysis: strategic goals (vision, mission, strategic objectives) and internal/external environment. Decisions: Actions: resource allocation Attributes of strategic mana...

Execution Series of "actions" that put the plan to the test Not an end point Hard to standardize a process for it because it is particular to each organization's situation, capabilities, & environment Strategy process The continuos feedback loop of: 1.) strategy formulate 2.) put in to action 3.) Change as new information arises Brainpower Read More What does a major shift in strategy require? Organizational transformation Strategy formulation Part of the...

SEVI 3013 Exam 1 Rodeffer Exam 2023 with complete solution Strategic management 3 steps analysis, decisions, actions Strategy the ideas, decisions, and actions that enable a firm to succeed Strategy characteristics it is about choices and is focused on the future Strategic management 3 steps key activities performed Analysis: strategic goals (vision, mission, strategic objectives) and internal/external environment. Decisions: Actions: resource allocation Attributes of strategic mana...

Table of Contents Week 1 Thinking about strategy – Stoelhorst How competitive forces shape strategy - Porter Firm sources and sustained competitive advantage - Barley Week 2 . Strategy and the “Business Portfolio” – Hedley From Competitive advantage to corporate strategy – Porter Rethinking the corporation: the role of core competencies – Prahalad & Hamel Week 3 A formal strategic planning process – Hax & Majluf The fall and rise of strategic planning – Min...

Week 1 - Competitive Strategy Article 1 - How competitive forces shape strategy – Michael E. Porter (1979) Article 2 - Firm Resources and Sustained Competitive Advantage – Jay Barney (1991) Article 3 - The Firm Matters, Not the Industry – Charles Baden-Fuller and John Stopford (1992) Article 4 - Thinking About Strategy – J.W. Stoelhorst (2008) Week 2 - Corporate Strategy Article 1 - Strategy and the “Business Portfolio” – Barry Hedley (1977) Article 2 - From competitiv...

holacracy an organizational structure in which decision making authority is distributed through loose collections or circles of self organizing teams organizational design the process of creating, implementing, monitoring, and modifying the structure prcessesand procedures of a organizatin inertia a firm's resistance to change the status quo which can set the stage for the firms subsequent failure organizational structure a key to determining how the work efforts of ind...