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Summary OSE Final Exam
Summary of the lectures and the papers needed for the exam
[Meer zien]Voorbeeld 3 van de 30 pagina's
Voorbeeld 3 van de 30 pagina's
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Voorbeeld van de inhoud
Definitions Entrepreneurship is about starting something new, and in the process of that taking risks to get
there.
Organizing is about something ongoing, about arranging and planning.
Key Questions
1. (Strategy and strategic renewal) How can organizations adapt and renew their strategies, in
order to survive, remain successful and help build a more resilient society?
a. What is strategy? Which are the main components of a successful strategy? (hambrick &
Frederickson) An organization’s strategy consists of 5 different elements (Arena, vehicles,
differentiators, staging, economic logic) The most important thing is that these elements
are all aligned and should be a set of intentional, informed, integrated (coherent)
choices. The key to success is coherence.
b. What is strategic renewal? What are the different ways in which organizations can renew
their strategies? (Argwal & Helfat) It is about intentional refreshment or replacement of
core elements, with potentially long-run consequences. There are different ways in
which strategic renewal can take place, discontinuous transformations or continuous
incremental renewal.
c. How can organizations optimally prepare for the future? How can they survive and
remain successful in a highly dynamic and connected environment? (Geurts et al.) The
combination of rigorous analysis and creativity/flexibility of the gaming parts help us to
cope with this hyper-dynamic and connected environment. Serious gaming is a
participatory process, with active collaboration of multiple stakeholders.
2. (Technological disruptions) How do technological disruptions drive and affect organizations’
strategic renewal?
a. What is the impact of technological disruptions on environments and organizations?
Tushman & Anderson: They increase competitive uncertainty and munificence. Also,
competence enhancing disruptions are beneficial for incumbents (already existing
organizations)
b. How can/should organizations respond to technical disruptions in their environment?
Charitou & Markides: There are 5 different types of responses. Also, the response
, depends on motivation to respond and ability to respond. TedTalk Video Mooneegan:
Motivation/need to respond becomes stronger. Also, organizations SHOULD respond.
c. How can organizations engage in strategic renewal in the light of a technological
disruption? Warner & Wager: Sensing, seizing, and transforming to renew business
model, collaboration, and culture.
d. What are the system-wide implications of technological disruptions? Changes in multiple
industries and systems, collaboration between different partners needed.
3. (Market and nonmarket environments) How do trends and challenges in organizations’ market
and nonmarket environment drive and affect strategic renewal?
a. How do different market players affect organizations’ strategic renewal? And how are
these market players affected by organizations’ strategic renewal? Porter made clear
that other market players matter because they jointly determine profitability and the
optimal position in an industry. The industry structure determines profitability and
optimal position. Strategic renewal might help organizations to ameliorate this position
by moving to another position or shape the forces that drive profitability. Kim &
Pennings (2009) mostly focus on competitors and customers and emphasize that
customers should be involved early to take away uncertainty which will then encourage
competitors to follow suits.
b. How to think beyond the traditional borders of an organization’s market? This is about
the Blue Ocean strategy which stresses that an organization shouldn’t only focus on
existing market players but can also think beyond the borders of the market in a
reconstructionist way. They also provide some tools such as the industry canvas and the
4 action framework which might help organizations to develop a unique value curve.
c. How should organizations adapt their strategy to integrate social and political issues, and
nonmarket challenges? Via nonmarket strategies. Bach & Allen presented the (ia) 3
framework on the issues, actors, information, assets, and arenas that could drive future
strategy. Also, organizations shouldn’t only think about the market players in developing
a new strategy, but they should also account for with nonmarket players.
4. (Strategic leadership) How can strategic leaders affect organization’s strategic renewal and
performance?
a. How can senior leaders direct their organization towards strategic renewal and survival?
(O’Reilly & Tushman, 2011) Make sure the 5 conditions/practices for ambidextrous
organizations are met/applied. Also, execution-related practices are more discriminatory
than formulation-related practices.
b. What is the impact of senior leaders’ motives (through their background, experiences,
and values) on organizations’ strategies and long-run survival? Hambrick & Mason
(1984) and Andres König: Executives’ characteristics (cognitive base, values) affect
strategic choices and performance. Executives matter because of impact on strategic
decisions and because they are organization’s figureheads. Sajko et al. (2021): CEO
motives affect their concern for stakeholders in their strategies. CEO motives and
concern for stakeholder have repercussions for LR performance (resilience).
c. Who else matters? What are the distinct roles of senior, middle, and operating managers
in strategic renewal? Floyd & Lane (2000): Senior, middles and operating managers all
play different roles in strategic renewal. These roles are dependent on the strategic
renewal subprocess at play.
5. (Corporate entrepreneurship)
a. How can organizations organize for strategic renewal through corporate
entrepreneurship? The 4 models of corporate entrepreneurship (Wolcott, Lippitz, 2017):
, enabler, advocate, producer, opportunist. However, there are only 3 deliberate
approaches (not opportunist)
b. What challenges do organizations face in this process? Maintaining coherence,
challenges for experiencing with novel and emergent technologies can create problems
(Ahuja, Lampert, 2001)
c. How does corporate entrepreneurship differ from social entrepreneurship? Video
Michael Porter. Missions, strategy, financing, market, market failures, resource
mobilization and performance measurements of the two types.
Strategy (Hambrick & Frederickson, 2001)
Strategy is about a careful plan or method for achieving a particular goal over a long period of time and
is build up by 5 different components. The most important part are not the individual elements, but how
are they going to work together?
1. Arena: what are the markets and where will you be active?
2. Vehicles: How will we get there and how will we reach our target audience? An organization can
grow by building on the core competences that they already have and make those bigger. Also,
through mergers and acquisition.
3. Differentiators: things that make you different from competitors. Why are you any different?
4. Staging: about the speed and the sequence of the strategy. How will you get to the strategy,
what are the first actions you are going to take and what are the major hurdles?
5. Economic logic: How are you going to make money? For example scale advantages.
Strategic Renewal (Argawal & Helfat, 2009)
Strategic Renewal refers to the process, content, and outcome of refreshment of replacement of
attributes of an organization and that can have the potential to substantially affect its long-term
prospects. Any type includes change, but not al kinds of changes are strategic renewal. All renewal
includes innovation, but you can have innovation in the fringes of the organization that don’t have a lot
of impact. There are 2 types of strategic renewal that can lead to a major strategic change in the end:
1. Discontinuous transformation (example: amazon starts selling the Kindle (type of e-reader)):
o Fundamental alterations of one or more aspects of an organization’s strategy : we do not
just change the arenas, but also the economic logic and differentiations.
o Large amounts of change and change along multiple dimensions : this can be difficult for
organizations, because it brings a lot of risks.
o Generally driven by major change in technology or customer demand : There can be a
major breakthrough innovation which forces organizations to change drastically. For
example, the photography industry that went from analogue to digital cameras.
o Receive the most attention in analyses of strategic renewal .
2. Incremental strategic renewal (example: Amazon expanding their business scope)
o Continuous renewal effort: this is less radical than the discontinuous transformation, but
it is more about continuously thinking “how can we do better”?
o Incremental alterations/experimentation within or outside of the core business : It could
be more to the core of the organization or a bit more outside of the core but still very
important. If organizations to this proper, then they might avoid having to go to this
discontinuous transformation again.
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