Ambidexterity - Guides d'étude, Notes de cours & Résumés

Articles Adaptive Organization Summary UvA Amsterdam Business School December 2023 A thorough, compact and easy-to-read summary describing all you need to know and nothing you don't need to know! Morgan, G. (2006). Images of Organization, Abatecola, G. (2014). Research in organizational evolution: What comes next?, Feldman, M. S., & Pentland, B. T. (2003). Reconceptualizing Organizational Routines as a Source of Flexibility and Change, Burgelman, R. A. (1991). Intraorganizationa...

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...

romantic view of leadership - Answer situations in which the leader is the key force determining the organization's success -- or lack thereof external control view of leadership - Answer situations in which external forces -- where the leader has limited influence -- determine the organization's success Strategic management - Answer the analyses, decisions, and actions an organization undertakes in order to create and sustain competitive advantages strategy - Answer the i...

Summary of the Corporate Entrepeneurship lectures for master Strategic Mangement from Tilburg University .

This summary is based on lecture slides for this course for 2024/2025 presented by John Bechara and Roel Rutten. It covers ALL slide content of the lectures along with further explanations of concepts gathered from the mandatory papers to read and personal remarks for better understanding of complex term

Romantic view of leadership correct answers assumption that the leader is the key force in determining success or failure in an organization -Stock price and overall public faith in the company will be directly affected by the leader's presents and involvement in the firm External control view of leadership correct answers assumption that external forces have the primary influence over a firms success -Economic downturns, new technologies, legislation, and outbreaks of war can most affect ...

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...

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...

Lecture 1; Tripsas, M. (2009). Technology, identity, and inertia through the lens of “The Digital Photography Company”. Organization Science, 20(2), 441-460. Lyytinen, K., and Newman, M. (2008). Explaining Information Systems Change: A Punctuated Socio-Technical Change Model, European Journal of Information Systems(17:6), pp. 589-613. Lecture 2; 1. Danneels, E. (2011). Trying to become a different type of company: Dynamic capability at Smith Corona. Strategic Management Journal, 3...