Samenvatting
Organizing Strategy and Entrepreneurship - Summary of Lectures
- Instelling
- Tilburg University (UVT)
Uitgebreide samenvatting van de lectures met persoonlijke notes van OSE (najaar 2020).
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VolgenVoorbeeld van de inhoud
Lecture 1: Introduction, Strategy & Strategic renewal 3OSE (Merriam Webster) 3
Core questions 3
What is strategy? 3
Hamrick and Fredrickson (2001): Are you sure you have a strategy? 3
Tools for strategic analysis 4
Strategic renewal 5
Agarwal and Helfat (2009): Strategic renewal of organizations 5
Strategic planning and serious gaming 6
What is planning? 7
Serious gaming 7
Geurts (2007): Main steps of process to produce a policy gaming: 7
Geurts (2007): Why gaming? 5 C’s 7
Lecture 2: Corporate Entrepreneurship 9
Core questions 9
What is corporate entrepreneurship? 9
Wolcott and Lippitz (2007) 9
Ahuja and Lampert (2001): Entrepreneurship in the large corporation 11
Spieth et al. (2019): Value drivers of social businesses 13
Reflections in CE: Interview 14
Lecture 3: Technological Disruptions 15
Core questions 15
What are technological disruptions? 15
Tushman and Anderson (1986): Impact of technological disruption on environment and
organization 16
Reacting to technological disruptions 19
Charitou and Markides (2003): should incumbents rush to embrace major disruption 19
Ted talk: Vidia Mooneegan 20
How can organizations embrace disruptions and renew strategies 21
Warner and Wager (2019): Dynamic capabilities process model: Warner and Wager 21
Lecture 4: Market and Non-Market Environments 23
Core questions 23
Competitive strategy: the classic approach 23
Michael Porter interview: Porter’s five forces 23
, Imitation by competitors: the bandwagon effect 24
Kim and Pennings (2009): innovation and strategic renewal in mature markets: a study of
the tennis racket industry 24
Making competition relevant 26
Kim and Mauborgne (2005): blue ocean strategy, from theory to practice 26
Non-market challenges: integrating social and political issues 29
Bach and Allen (2010): what every CEO needs to know about nonmarket strategy 29
Lecture 5: Strategic Leadership 33
Core questions 33
Strategic leadership practices 33
Michael Tushman Interview: 33
O’Reilly and Tushman (2011): Organizational ambidexterity in action: How managers
explore and exploit 34
Executive characteristics: the Upper Echelons perspective 36
Hambrick and Mason (1984): upper echelons perspective. 36
Interview Prof. Andreas König 37
Executive characteristics and organizational resilience 37
Sajko et al. (2020): CEO greed, corporate social responsibility, and organizational resilience
to systemic 38
Senior, middle, and operating managers’ roles in strategic renewal 40
Floyd and Lane (2000): Strategizing throughout the organization: Managing role conflict in
strategic renewal 40
,Lecture 1: Introduction, Strategy & Strategic renewal
OSE (Merriam Webster)
Organizing: to arrange and plan for an event or activity, through systematic planning and united efforts.
Strategy: a careful plan or method for achieving a specific goal, over a longer period of time (a skill).
Entrepreneur: person who starts a business and is willing to risk loss in order to make money / the
organization, management and assumption of risks of a business or enterprise.
Strategic renewal: The process through which an established or young organization engages in strategy
development and renew themselves.
Core questions
How can organizations adapt and renew their strategies, in order to survive, remain successful and help
build a more resilient society?
1. What is strategy?
2. What is strategic renewal?
3. How can organizations optimally prepare for the future?
What is strategy?
Hamrick and Fredrickson (2001): Are you sure you have a strategy?
, A diamond shape
→ 5 elements which all need to align with each other. All related to different questions to get a sound
and coherent organization. Everything fits together! They are coherent and match each other. E.g mass
market matched with vehicles to get there and a logic of economies of scale to benefit from. Luxury
products? Premium prices and scale of economies are not that important.
1. Arenas: Where will we be active → what is the market, what will we offer and where? Mass or
niches.
2. Vehicles: How will we get there → how to reach the arena we want to be active in, internal
growth or alliance? Joint ventures?
3. Differentiations: How will we win → how do we make sure they choose our products? Quality,
niche, what makes us different?
4. Staging: What will be our speed and sequence of moves → when to do what, overhaul of the
market or staged growth with specific steps and hurdles.
5. Economic logic: How will we obtain our returns → how can we make money? Economies of
scale or scope, premium products and prices?
→ Not in isolation, but with multiple factors.
→ For a strategy, you need to use the mission and objectives of the organization of the development as
well as internal and external analysis (relates to strategy and leads to different arrangements in the
system).
→ Linear? Far more messy in reality with different feedback loops!
Tools for strategic analysis
● McKinsey's 7S; internal, shared values skills style of the organization
● PEST analysis; external about macro environment
● Porter's five forces; idea of the industry and competitive forces
● Stakeholder analysis; other organizations and interest groups that have a stake / power interest.
● SWOT analysis; strengths, weaknesses, opportunities and threats, internal and external.
● Porter's value chain analysis; internal analysis about activities and cost structures of activities
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