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Article summaries OSE (DISCLAIMER:
MADE WITH AI)
Organizing Strategy and Entrepreneurship, OSE (2023)
This document offers AI-generated summaries of the key articles related to the Organizing Strategy
and Entrepreneurship (OSE) course in 2023, created using ChatPDF.com.
Each summary provides you a concise overview of the article, highlighting the key concepts and
conclusions of the research. Additionally, the authors' main takeaways are included to enhance your
understanding of their insights. Hope it helps!
Index
Week 1 – Introduction + Strategy and Strategic Renewal ..................................................................... 2
Agarwal R, Helfat CE. 2009. Strategic renewal of organizations. Organization Science 20: 281–293. .... 2
Geurts JLA, Duke RD, Vermeulen PAM. 2007. Policy gaming for strategy and change. Long Range
Planning 40: 535–558. .................................................................................................................................... 2
Hambrick DC, Fredrickson JW. 2001. Are you sure you have a strategy? Academy of Management
Executive 15: 48-59. ....................................................................................................................................... 3
Week 2 – Technological Disruptions ..................................................................................................... 4
Charitou CD, Markides CC. 2003. Responses to disruptive strategic innovation. MIT Sloan
Management Review 44: 55–63. .................................................................................................................... 4
Tushman ML, Anderson P. 1986. Technological discontinuities and organizational environments.
Administrative Science Quarterly 31: 439–465. ............................................................................................. 5
Warner, KSR, Wäger, M. 2019. Building dynamic capabilities for digital transformation: An ongoing
process of strategic renewal. Long Range Planning 52: 236-349. .................................................................. 6
Week 3 – Market and Nonmarket Environments .................................................................................. 7
Bach D, Allen DB. 2010. What every CEO needs to know about nonmarket strategy. MIT Sloan
Management Review 55: 40-48. .................................................................................................................... 7
Kim WC, Mauborgne R. 2005. Blue ocean strategy: From theory to practice. California Management
Review 47: 105-121. ....................................................................................................................................... 8
Kim HE, Pennings JM. 2009. Innovation and strategic renewal in mature markets: A study of the
tennis racket industry. Organization Science 20: 368-383. ............................................................................ 8
Week 4 – Strategic Leadership ............................................................................................................. 9
Floyd SW, Lane PJ. 2000. Strategizing throughout the organization: Managing role conflict in strategic
renewal. Academy of Management Review 25: 154-177............................................................................... 9
O’Reilly CA, Tushman ML. 2011. Organizational ambidexterity in action: How managers explore and
exploit. California Management Review 53: 5–22........................................................................................ 10
Sajko M, Boone C, Buyl T. 2021. CEO greed, corporate social responsibility, and organizational
resilience to systemic shocks. Journal of Management 47: 957-992. .......................................................... 11
Week 5 – Corporate and Social Entrepreneurship ............................................................................... 12
Ahuja G, Lampert CM 2001. Entrepreneurship in the large corporation: A longitudinal study of how
established firms create breakthrough inventions. Strategic Management Journal 22: 521–543. ............. 12
Gandhi, T, Raina, R 2018. Social entrepreneurship: the need, relevance, facets and constraints.
Journal of Global Entrepreneurship Research 8:9. ....................................................................................... 13
Wolcott RC, Lippitz MJ 2007. The four models of corporate entrepreneurship. MIT Sloan Management
Review 49: 75-82 .......................................................................................................................................... 13
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Week 1 – Introduction + Strategy and Strategic Renewal
Agarwal R, Helfat CE. 2009. Strategic renewal of organizations. Organization Science 20: 281–293.
Ø Can you write a summary of the article, including the key concepts and conclusion of the
research?
The article discusses the concept of strategic renewal and its importance for organizations. It defines
strategic renewal and elaborates on its characteristics, including the need to incorporate both
content and process aspects. The article provides an example of IBM, a company that has
successfully renewed itself multiple times, and how its experience can help understand strategic
renewal more generally. The article also explores different avenues for strategic renewal, including
organizational identity, cognition, dynamic capabilities, and formal and informal organizational
structure. The conclusion of the research is that strategic renewal is critical for the sustained success
of organizations, and it requires a combination of content and process aspects. The article suggests
that organizations should focus on both incremental renewal and discontinuous transformations to
achieve strategic renewal.
Ø What are the key takeaways of the authors?
The authors of the article emphasize the critical importance of strategic renewal for the sustained
success of organizations. They suggest that strategic renewal requires a combination of content and
process aspects, and organizations should focus on both incremental renewal and discontinuous
transformations to achieve strategic renewal. The authors also highlight the need to incorporate
different avenues for strategic renewal, including organizational identity, cognition, dynamic
capabilities, and formal and informal organizational structure. Finally, the authors suggest that the
study of strategic renewal can provide insights into the challenges and opportunities that
organizations face in a rapidly changing environment.
Ø EXTRA | What is the definition of strategic renewal and why is it important for organizations?
Strategic renewal refers to the process of making significant changes to an organization's strategy,
structure, and processes to adapt to changing market conditions and remain competitive. It is
important for organizations because it allows them to stay relevant and successful in a rapidly
changing environment.
Ø EXTRA | How has IBM successfully renewed itself multiple times?
IBM has successfully renewed itself multiple times by adapting to changing market conditions and
investing in new technologies and capabilities. For example, in the 1990s, IBM shifted its focus from
hardware to software and services, which helped it to remain competitive in the technology industry.
More recently, IBM has invested in artificial intelligence and cloud computing, which has helped it to
stay at the forefront of technological innovation.
Ø EXTRA | What are some common themes among different avenues for strategic renewal?
Some common themes among different avenues for strategic renewal include the importance of
organizational identity, the need for cognitive flexibility, the development of dynamic capabilities,
and the role of formal and informal organizational structure. These themes suggest that strategic
renewal requires a combination of content and process aspects, and organizations should focus on
both incremental renewal and discontinuous transformations to achieve strategic renewal.
Geurts JLA, Duke RD, Vermeulen PAM. 2007. Policy gaming for strategy and change. Long Range
Planning 40: 535–558.
Ø Can you write a summary of the article, including the key concepts and conclusion of the
research?
2
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This article explores the use of policy gaming as a tool for organizational decision making and
strategic change. Policy gaming combines systems analysis and simulation techniques with scenario
building and structured group techniques to allow participants to engage in collective action in a safe
environment to create and analyse the futures they want to explore. The article discusses the key
steps involved in policy gaming, including clarifying the problem, developing scenarios, and
debriefing. It also highlights the importance of balancing consensus-building with valuable criticism
to avoid group-think and ensure proper analysis. The conclusion emphasizes the potential of policy
gaming to assist organizations in exploring policy options, making informed decisions, and driving
strategic change.
Ø What are the key takeaways of the authors?
The authors of the article emphasize the potential of policy gaming as a tool for organizational
decision making and strategic change. They highlight the benefits of combining systems analysis and
simulation techniques with scenario building and structured group techniques to allow participants
to engage in collective action in a safe environment to create and analyse the futures they want to
explore. The authors also stress the importance of balancing consensus-building with valuable
criticism to avoid group-think and ensure proper analysis. Overall, the key takeaway is that policy
gaming can assist organizations in exploring policy options, making informed decisions, and driving
strategic change.
Ø EXTRA | What are the benefits of using policy gaming in organizational decision making?
The benefits of using policy gaming in organizational decision making include the ability to explore
policy options, make informed decisions, and drive strategic change. Policy gaming allows
participants to engage in collective action in a safe environment to create and analyse the futures
they want to explore. It also helps to balance consensus-building with valuable criticism to avoid
group-think and ensure proper analysis.
Ø EXTRA | How does policy gaming combine creativity and rigor in its methodology?
Policy gaming combines creativity and rigor in its methodology by combining systems analysis and
simulation techniques with scenario building and structured group techniques. This allows
participants to engage in collective action in a safe environment to create and analyse the futures
they want to explore. The process enables the players to pre-test strategic initiatives in a realistic
environment, while also allowing for the creativity of scenario building and the communicative
power of role-play and structured group techniques.
Ø EXTRA | Can you provide examples of successful strategic projects that utilized policy gaming?
Successful strategic projects that utilized policy gaming include intra-organizational strategy and
change, as well as developing cooperative processes between several independent organizations.
The article provides vignettes of eight examples in their database, including a case study of a Dutch
water management organization that used policy gaming to explore the impact of climate change on
their operations. Other examples include a project to develop a new strategy for a Dutch railway
company and a project to explore the future of the Dutch healthcare system.
Hambrick DC, Fredrickson JW. 2001. Are you sure you have a strategy? Academy of Management
Executive 15: 48-59.
Ø Can you write a summary of the article, including the key concepts and conclusion of the
research?
This article provides a framework for developing a successful strategy for businesses and
organizations. The authors, Hambrick and Fredrickson, emphasize the importance of having a single,
unified strategy with five key elements: arenas, vehicles, differentiators, staging, and economic logic.
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The authors also provide a set of evaluation criteria to help executives test the quality of a proposed
strategy. These criteria include whether the strategy fits with what's going on in the environment,
whether it exploits key resources, whether envisioned differentiators will be sustainable, whether
the elements of the strategy are internally consistent, whether there are enough resources to pursue
the strategy, and whether the strategy is implementable.
The article concludes by addressing some common misconceptions about strategy, such as the idea
that it must be static and rigid. The authors argue that a strategy can evolve and be adjusted on an
ongoing basis, and that unexpected opportunities need not be ignored because they are outside the
strategy. Overall, the article provides a useful guide for executives and managers looking to develop
a successful strategy for their organization.
Ø What are the key takeaways of the authors?
The authors provide several key takeaways for executives and managers looking to develop a
successful strategy for their organization:
1. A successful strategy must be a single, unified whole with five key elements: arenas, vehicles,
differentiators, staging, and economic logic.
2. Executives should evaluate proposed strategies using a set of criteria, including whether the
strategy fits with what's going on in the environment, whether it exploits key resources,
whether envisioned differentiators will be sustainable, whether the elements of the strategy
are internally consistent, whether there are enough resources to pursue the strategy, and
whether the strategy is implementable.
3. A strategy need not be static and rigid; it can evolve and be adjusted on an ongoing basis.
4. Unexpected opportunities need not be ignored because they are outside the strategy.
Ø EXTRA | What are the five elements of a successful strategy, according to Hambrick and
Fredrickson?
The five elements of a successful strategy, according to Hambrick and Fredrickson, are arenas,
vehicles, differentiators, staging, and economic logic. Arenas refer to where the business will be
active, vehicles refer to how the business will get there, differentiators refer to how the business will
win in the marketplace, staging refers to what will be the speed and sequence of moves, and
economic logic refers to how the business will obtain its returns.
Ø EXTRA | How can I apply this framework to my own business or organization?
To apply this framework to your own business or organization, you can start by evaluating each of
the five elements of your current strategy. Ask yourself questions like: Where are we currently
active? How are we getting there? What sets us apart from our competitors? What is our speed and
sequence of moves? How are we obtaining our returns? Once you have evaluated each element, you
can work on developing a more unified and robust strategy that addresses each of these areas.
Week 2 – Technological Disruptions
Charitou CD, Markides CC. 2003. Responses to disruptive strategic innovation. MIT Sloan Management
Review 44: 55–63.
Ø Can you write a summary of the article, including the key concepts and conclusion of the
research?
In the article "Responses to Disruptive Strategic Innovation," Charitou and Markides explore how
established companies respond to new competitive threats from disruptors that employ radically
different strategies. They illustrate this phenomenon through various industries, highlighting how
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traditional leaders, such as British Airways and Merrill Lynch, faced challenges from low-cost entrants
like easyJet and online brokers. The authors define strategic innovation as a fundamentally different
approach to competing within an existing market and emphasize that disruptive strategic innovations
often emerge as small, low-margin businesses that eventually capture significant market share.
The research reveals a dilemma for established companies: adopting the new strategies of their
disruptors may jeopardize their existing operations, while ignoring the disruption could lead to
market obsolescence. The authors argue that these companies must develop new capabilities and
support structures to compete effectively against disruptive innovations, as their traditional systems
may hinder adaptability. Ultimately, the article concludes that established firms must either embrace
disruptive strategies through separate divisions or risk losing their competitive edge, as failing to
respond appropriately to these innovations can lead to significant declines in market position.
Ø What are the key takeaways of the authors?
The key takeaways from Charitou and Markides in "Responses to Disruptive Strategic Innovation"
are:
• Nature of Disruption: Disruptive strategic innovations often come from small, low-margin
businesses that initially appear unattractive to established firms but can grow to capture
significant market share over time.
• Dilemma for Established Firms: Traditional companies face a difficult choice: adopting the
new strategies of disruptors risks undermining their existing business models, while ignoring
these disruptions can lead to obsolescence.
• Need for New Capabilities: Established companies must develop new capabilities, supporting
processes, and cultures to effectively compete against disruptive innovations, as their
traditional systems may limit their adaptability.
• Separate Divisions: One effective response to disruptive innovation is to create separate
divisions within the company that can operate independently, allowing for the exploration of
new strategies without disrupting the core business.
• Trade-offs and Conflicts: There are inherent trade-offs between traditional and disruptive
business models, which can create conflicts that established firms need to navigate carefully
to avoid inefficiencies and degradation of existing operations.
• Growing Importance: As more customers adopt disruptive innovations, established
companies cannot afford to ignore these changes and must actively consider strategies to
respond to the evolving competitive landscape.
Tushman ML, Anderson P. 1986. Technological discontinuities and organizational environments.
Administrative Science Quarterly 31: 439–465.
Ø Can you write a summary of the article, including the key concepts and conclusion of the
research?
The article explores technological evolution and its impact on environmental conditions. It focuses on
three product classes: domestic scheduled passenger airline transport, Portland cement
manufacture, and minicomputer manufacture. The study examines the patterns of entry and exit in
these industries and the effects of competence-enhancing discontinuities. The research finds that
entries dominate exits early on, reflecting the rush of new entrants. However, after competence-
enhancing discontinuities, exits dominate entries, indicating industry consolidation. The study also
suggests that competence-enhancing discontinuities decrease interfirm sales variability as firms
adopt industry standards.
Key points
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