College aantekeningen
The Adaptive Organization - All class notes 2022/2023
All class notes from the AO Classes 2022/2023
[Meer zien]Voorbeeld 4 van de 76 pagina's
Voorbeeld 4 van de 76 pagina's
In winkelwagengesponsord bericht van onze partner
1 beoordeling
Door: uvastudent12321 • 1 jaar geleden
Good elaboration of the prerecorded slides, however if you've already taken good notes of it or during lectures, this document provides little new information. Material is somewhat outdated already this year (2023/2024), contains some inaccuracies. Study questions are included but unfortunately not answered, don't understand why? Would be valuable
Voorbeeld van de inhoud
Adaptive OrganizationInhoudsopgave
Week 1: Foundations of Adaptation............................................................................................................................................ 3
§1.1 Lecture ............................................................................................................................................................................. 3
§1.1.1 Morgan G,. (2006) – Images of Organization ................................................................................................................ 3
§1.1.2 Abatecola (2014) – Research in organizational evolution – what comes next? ............................................................. 5
§1.1.3 Feldman & Pentland – Reconceptualizing Organizational Routines as a Source of Flexibility & Change .................... 7
§1.1.4 Burgelman (1991) Intraorganizational Ecology of Strategy making and organizational Adaptation ............................. 8
§1.2 Workgroup ..................................................................................................................................................................... 10
§1.3 Learning questions......................................................................................................................................................... 11
Week 2: Drivers of Adaptation .................................................................................................................................................. 12
§2.1 Lecture ........................................................................................................................................................................... 12
§2.1.1 Argot & Epple (199) – Learning Curves in Manufacturing ......................................................................................... 12
§2.1.2 Greeve (2003)L A Behavioal theory of R&D expenditures and innovations ............................................................... 13
§2.1.3 Levinthal & March, 1993 Myopia of Learning ............................................................................................................ 16
§2.1.4 Leonard-Barton, 1992 - Core Capabiltities and Core Regidities: A paradox in managing new product development 19
§2.2 Workgroup ..................................................................................................................................................................... 21
§2.3 Study questions .............................................................................................................................................................. 21
Week 3: Capabilities for adaptation.......................................................................................................................................... 22
§3.1 Lecture ........................................................................................................................................................................... 22
§3.1.1 Argawal Helfat, 2009 Strategic Renewal of Organizations .......................................................................................... 25
§3.1.2 Teece - Organizational agility: how firms renew themselves by redirecting resources ................................................ 26
§3.1.3 Eisenhardt, Dynamic capabilities, What are they? ....................................................................................................... 28
§3.2 Study questions .............................................................................................................................................................. 34
§3.3 Workgroup ..................................................................................................................................................................... 34
Week 4: Organizing Adaptation ................................................................................................................................................ 35
§4.1 Lecture ........................................................................................................................................................................... 35
§4.1.1 Lawrence & Losh, 1967 - Differentiation and integration in complex systems .......................................................... 38
§4.1.2 Stan & Puranam, 2017- Orhanizational Adaptation to Interdepence shifts .................................................................. 39
§4.1.3 Jansen et al., Gibson & birkinshaw - Structural differentiation and ambidexterity ..................................................... 40
§4.1.4 Gibson, C.B., Birkinshaw J,. (2004) - The antecedents, consequences and mediating role of organizational
ambidexterity ........................................................................................................................................................................... 42
§4.2 Study questions .............................................................................................................................................................. 45
§4.2 Workgroup ..................................................................................................................................................................... 45
Week 5: Managing adaptation 1 ................................................................................................................................................ 47
§5.1 Lecture ........................................................................................................................................................................... 47
§5.1.1 Walcott & Lippitz, 2007 – Four models of Corporate Entrepreneurship ..................................................................... 48
§5.1.2 Schildt, Maula & Keil, 2005 - Learning from external Corporate Ventures ................................................................ 52
§5.1.3 Shakar & Shepherd, 2019 - Corporate accelerators ...................................................................................................... 55
§5.1.4 Zahra, Nielsen & Bogner - Corporate Entrepreneurship, knowledge & Competence Development............................ 57
§5.2 Study questions .............................................................................................................................................................. 59
§5.3 Workgroup ..................................................................................................................................................................... 59
Week 6: Managing adaptation 2 ................................................................................................................................................ 61
§6.1 Lecture ........................................................................................................................................................................... 61
§6.1.1 Kotter (2001) - How do People matter for adaptation: Leaders vs managers ............................................................... 64
§6.1.2 Ling et al., 2008 - How do people matter for adaptation: transformationl leadership .......................................... 66
, §6.1.3 Nadkami, Chen & Chen; Clock is ticking - How do executives (TMT) within a firm influence adaptation? ...... 69
§6.1.4 Ren & Guo (2011) - Middle Managers and attention-based effects ..................................................................... 71
§6.2 Study questions .............................................................................................................................................................. 76
§6.3 Workgroup ........................................................................................................................ Error! Bookmark not defined.
,Week 1: Foundations of Adaptation
§1.1 Lecture
§1.1.1 Morgan G,. (2006) – Images of Organization
§1.1The evolutionary Theory of Organization
What is an evolutionary theory of organization?
- Organizations change
- Adapt
- To meet the requirements of their environment
Environment: markets, stakeholders, empolyees
What value does an evolutionary theory add?
Old perspective: Mechanistic/closed system
Organizations decided when they would change – that’s what
a closed system means. That means that Netflix changes
occurred because Netflix decided that they would occur.
What does this mean for firm performance? First, it
places a lot of emphasis on resources especially human
capital. Second, chance – or luck – plays a relatively minor
role in determining performance.
Data does not support this perspective →
No organization voluntarily chooses to decline...or organizations that make it to maturity do not voluntarily
decide to decline. There is usually an environmental effect.
New perspective: Organic/ Open system
Main idea: think as organization as open,
you have input and output (things come in
and come out). This means depends on
everything else. The whole depends on
anythings, synenergies. If you put more in,
the output can be more valuable.
Your actually system matters.
Organizational change is important.
What value come from here, that adaption
matters to performance, and what it means
we have to focus on synergies,
interconnectedness and how to produce it.
The more turbulent the environment, the more ‘adhocratic’ or ‘organic’ the organization should be (Burns
and Stalker, 1961; Morgan, 2006)
So: when the environment changes, the organization changes...it adapts
Increasing competitive pressure in nearly all industries
- Industry life-cycles have become compressed
- Growth patterns may differ each time
- Boundaries between industries are less pronounced
- Technological change forces firms towards innovation
, The Trend
Increasing competitive pressure means market leadership is more volatile*
Result: increasing dynamics in nearly all industries
Annual % of companies failing out of Annual correlation market Average tenure of companies at the top
the top three of their industry share and profitability of the stock markets
2% (1960-1969) 0.34 (1960-1969) 33(1964)
14% (2000-2008) 0.07 (2000-2008 24 (2016)
12 (2027)
Adapt and succeed?
- Not every organization can adapt
- Not every adaptation is successful
Why do organizations fail to adapt? Inertia/ path dependence/ unwilling/ unable
Why do adaptations fail? Change, in and of itself, is not enough.
Contingency theory
the match between the adaptation and the situation influences performance
Failed adaptation – Polaroid
- Heavily invested in digital imaging in the 80s
- Polaroid lacked the ability to refine their conceptions of how to market their products.
- They held on to a razor/blade businessmodel: cheap hardware/expensive extra’s (e.g. camera/film;
field printing)
- As a result, they ‘missed the boat’ in the digital imaging market which fostered expensive hardware,
and one-off purchases (Tripsas and Gavetti, 2000).
Polaroid missed the boat. It’s imperative to always be prepared for change, and not to assume you know
what’s what
The overall model for this couse
What lead to adaptation to be successful?
Dit zijn jouw voordelen als je samenvattingen koopt bij Stuvia:
Bewezen kwaliteit door reviews
Studenten hebben al meer dan 850.000 samenvattingen beoordeeld. Zo weet jij zeker dat je de beste keuze maakt!
In een paar klikken geregeld
Geen gedoe — betaal gewoon eenmalig met iDeal, creditcard of je Stuvia-tegoed en je bent klaar. Geen abonnement nodig.
Direct to-the-point
Studenten maken samenvattingen voor studenten. Dat betekent: actuele inhoud waar jij écht wat aan hebt. Geen overbodige details!
Veelgestelde vragen
Wat krijg ik als ik dit document koop?
Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.
Tevredenheidsgarantie: hoe werkt dat?
Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.
Van wie koop ik deze samenvatting?
Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper mereldubbeldam. Stuvia faciliteert de betaling aan de verkoper.
Zit ik meteen vast aan een abonnement?
Nee, je koopt alleen deze samenvatting voor €9,49. Je zit daarna nergens aan vast.
Is Stuvia te vertrouwen?
4,6 sterren op Google & Trustpilot (+1000 reviews)
Afgelopen 30 dagen zijn er 64670 samenvattingen verkocht
Opgericht in 2010, al 15 jaar dé plek om samenvattingen te kopen
Laatst bekeken door jou
Voordeelbundel ·
Blokopdrachten en BPV opdrachten blok 1(uitgebreid)
Tentamen (uitwerkingen) ·
OPOTA 2.3 Arrest, Search and Seizure question and answers
Tentamen (uitwerkingen) ·
MATH 110 Module 6 Exam Scored 100% - Portage Learning
Samenvatting ·
Alles voor je examen marketing in één document MBO
Overig ·
Techwinnaar BV - uitwerkingen opdracht 3 - belastingen
Samenvatting ·
Allesomvattende samenvatting economisch recht 2024
Tentamen (uitwerkingen) ·
Exam (elaborations) MED SURG NUR 1211 MED-SURGE ATI Review
Tentamen (uitwerkingen) ·
Exam (elaborations) MN 553 UNIT 9 QUIZ – QUESTION AND ANSWERS
