Summary

Management en organisatie samenvatting

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Course
Management en Organisatie (UA_2002FBDOOD_2324)

Institution
Universiteit Antwerpen (UA)

Dit document bevat een samenvatting van de slides van prof. Johanna Vanderstraeten, gecombineerd met de notities gemaakt tijdens de lessen van het eerste semester van academiejaar .

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Uploaded on December 18, 2023
File latest updated on January 16, 2024
Number of pages 86
Written in 2023/2024
Type Summary

porter
economie
informatica
biomedische wetenschappen
management en organisatie
johanna vanderstraeten

Institution
Universiteit Antwerpen (UA)
Education
Biomedische Wetenschappen
Course
Management en Organisatie (UA_2002FBDOOD_2324)

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MANAGEMENT EN ORGANISATIE
INHOUDSOPGAVE

1.1 Ontstaan van strategie .................................................................................................................. 6

1.2 De evolutie van bedrijfsstrategie: twee viewpoints......................................................................... 6

1.2.1 De evolutie ............................................................................................................................................. 6

1.2.2 Twee paradigma's: outside-in versus inside-out benadering ................................................................ 7

1.3 Strategie beschrijven met de vijf P's (Mintzberg) ............................................................................ 7

1.3.1 Vijf P’s voor strategie (Mintzberg)......................................................................................................... 7

1.3.2 Verschillende strategieën ...................................................................................................................... 9

1.3.3 De Honda casus ..................................................................................................................................... 9

1.4 Corporate vs. Business strategy.................................................................................................... 10

1.5 Tekst: “Can you say what your strategy is?” (Collis and Rukstad) ................................................... 11

1.6 Enkele belangrijke concepten om je strategie te bepalen .............................................................. 13

1.6.1 Economies of scale (schaalvoordelen) ................................................................................................. 13

1.6.2 Economies of scope ............................................................................................................................. 15

2.1 Wat is gecreëerde waarde (value-created)? .................................................................................. 16

2.1.1 Componenten van gecreëerde waarde ............................................................................................... 16

2.2 Wat is superieure waarde? .......................................................................................................... 16

2.3 Waardecreatie en competitief voordeel ....................................................................................... 19

2.3.1 Wat is een competitief voordeel? ........................................................................................................ 19

2.3.2 Wat is de oorsprong van een competitief voordeel?........................................................................... 19

2.3.2.1 Externe bronnen van veranderingen ......................................................................................... 20

2.3.2.2 Interne bronnen van veranderingen ......................................................................................... 20

2.4 Types competitief voordeel ......................................................................................................... 21

2.4.1 Basisprincipes volgens Porter .............................................................................................................. 21

2.4.2 Basis van het kostenleiderschap.......................................................................................................... 21

2.4.2.1 Hoofd elementen ....................................................................................................................... 21

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, 2.4.2.2 Resources/competenties voor een kostenleiderschap ............................................................. 22

2.4.3 Basis van differentiatie strategie......................................................................................................... 22

2.4.3.1 Hoofd elementen ....................................................................................................................... 22

2.4.3.2 Resources/competenties voor een differentiatie strategie ...................................................... 22

2.4.4 Gevaren ............................................................................................................................................... 23

2.5 Competitieve voordelen in een hypercompetitieve markt ............................................................. 23

2.5.1 Alternatieve typering voor hypercompetitieve markten ..................................................................... 23

2.5.2 Hypercompetitie .................................................................................................................................. 24

2.5.3 Vier gebieden van competitie .............................................................................................................. 24

2.5.3.1 Hypercompetitie – “Kost EN Kwaliteit” in plaats van “Kost OF Kwaliteit” ................................ 24

2.5.3.2 Hypercompetitie – “Know-how en Timing”............................................................................... 25

2.5.3.3 Hypercompetitie – “Strongholds” ............................................................................................. 26

2.5.3.4 Hypercompetitie – “Deep pockets” ........................................................................................... 26

2.5 Case: Metro ................................................................................................................................ 26

3.1 Inleiding...................................................................................................................................... 29

3.2 Industriestructuur bepaalt concurrentie en winstgevendheid........................................................ 29

3.3 Outside-in view – Externe analyse................................................................................................ 30

3.3.1 Doel...................................................................................................................................................... 30

3.3.2 Methodologie – 3C analyse ................................................................................................................. 31

3.3.2.1 Context – PEST(EL) analyse ........................................................................................................ 31

3.3.2.2 Chain .......................................................................................................................................... 33

3.3.2.3 (Industrie) Competitie: vijf krachten model .............................................................................. 34

3.4 Andere mogelijkheden ................................................................................................................ 40

3.4.1 SWOT (Focus op mogelijkheden en bedreigingen) .............................................................................. 40

3.5 Case: Tahitian Black Pearls Market ............................................................................................... 41

4.1 Algemene achtergrondinformatie & belang van een interne analyse ............................................. 44

4.1.1 Waarom interne analyse? ................................................................................................................... 44

4.1.2 SW(OT)-analyse ................................................................................................................................... 44

4.2 Theoretische ankers .................................................................................................................... 45

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, 4.2.1 Een resource typologie ........................................................................................................................ 45

4.2.1.1 RESOURCES (middelen).............................................................................................................. 45

4.2.1.2 Capaciteiten ............................................................................................................................... 46

4.2.1.3 Kerncompetenties...................................................................................................................... 47

4.2.2 De resource-gebaseerde kijk op het bedrijf ......................................................................................... 47

4.2.2.1 Valuable ..................................................................................................................................... 48

4.2.2.2 Rare ............................................................................................................................................ 49

4.2.2.3 Inimitable ................................................................................................................................... 49

4.2.2.4 Original ....................................................................................................................................... 50

4.2.2.5 Wat te doen met VRIO resources? ............................................................................................ 50

4.3 Hoe voer je een interne analyse uit? De inside-out view ............................................................... 50
4.3.1 Stap 1 - De configuratie van de middelen identificeren ...................................................................... 50

4.3.1.1 Analyse van de functionele activiteiten – Waardeketen van porter ......................................... 51

4.3.1.2 Analyse van de harde/zachte elementen in de organisatie – 7-S model .................................. 52

4.3.1.3 Een hiërarchie van capaciteiten definiëren ............................................................................... 54

4.3.2 Stap 2 - De externe waarde van de competenties van de organisatie bepalen .................................. 54

4.3.3 Stap 3 - Potentiële winst verzekeren, cfr. Value capturing ................................................................. 54

4.4 Case: Cirque du Soleil .................................................................................................................. 55

5.1 Inleiding...................................................................................................................................... 58

5.1.1 Algemeen ............................................................................................................................................. 58

5.1.2 Corporate strategie ............................................................................................................................. 58

5.2 Portfoliodenken .......................................................................................................................... 58

5.2.1 BCG matrix ........................................................................................................................................... 59

5.2.1.1 Basis ........................................................................................................................................... 59

5.2.1.2 Dimensies ................................................................................................................................... 59

5.2.1.3 BCG Growth Share Matrix .......................................................................................................... 59

5.2.2 MABA-Matrix ....................................................................................................................................... 60

5.2.2.1 Principe MABA-MAtrix ............................................................................................................... 60

5.2.2.2 Voorbeeld: Hansen Transmissions............................................................................................. 61

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, 5.3 Portfoliodenken: Evaluatie .......................................................................................................... 61

6.1 Ethisch gedrag ............................................................................................................................. 62

6.1.1 Definitie ethiek..................................................................................................................................... 62

6.1.2 Invloeden op ethisch gedrag ............................................................................................................... 63

6.2 Maatschappelijk verantwoord ondernemen (MVO) en Shared Value Creation ............................... 64

6.2.1 Definitie MVO en Shared Value Creation ............................................................................................ 64

6.2.1.1 Geschiedenis MVO/CSR ............................................................................................................. 64

6.2.1.2 MVO/CSR ................................................................................................................................... 64

6.2.1.3 Shared value creation (SVC)....................................................................................................... 65

6.2.2 Benaderingen van MVO....................................................................................................................... 66

6.2.3 Hoe MVO activiteiten ontplooien? ...................................................................................................... 67

6.3 Circulaire economie ..................................................................................................................... 68

6.3.1 Definitie ............................................................................................................................................... 68

6.3.2 5 business modellen............................................................................................................................. 69

6.3.3 Toepassingen ....................................................................................................................................... 70

6.4 Case: Le champignon de Bruxelles (LCBD) ..................................................................................... 70

7.1 Is cultuur een “side dish”? ........................................................................................................... 72

7.1.1 Internationalisering leidt wereldwijd tot een gemeenschappelijke cultuur (of niet?) ........................ 72

7.2 Wat is “cultuur”? Richting definitie van cultuur ............................................................................ 73

7.2.1 Wat is “cultuur”? ................................................................................................................................. 73

7.2.2 Humane mentale programmering....................................................................................................... 74

7.2.3 Elementen van cultuur......................................................................................................................... 75

7.2.4 Culturele verschillen begrijpen dankzij… ............................................................................................. 75

7.2.5 Nationale cultuur – dimensies ............................................................................................................. 76

7.2.5.1 Power distance index (PDI) – machtsafstandsindex .................................................................. 76

7.2.5.2 Individualisme/collectivisme (IDV) ............................................................................................ 76

7.2.5.3 Masculinity/femininity (MAS) .................................................................................................... 77

7.2.5.4 Uncertainty Avoidance (UAI) – onzekerheidsvermijding .......................................................... 78

7.2.5.5 Pragmatisch versus Normatief (PRA) ......................................................................................... 79

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