Available online at www.sciencedirect.com Research in Organizational Behavior 28 (2008) 185–206 Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma Charles A. O’Reilly IIIa‚*‚ Michael L. Tushman b a Graduate School of Business‚ Stanford University‚ Stanford‚ CA 94305‚ USA b Harvard Business School‚ Soldiers Field Road‚ Boston‚ MA 02163‚ USA Abstract How do organizations survive in the face of change? Underlying this question is a rich debate about whether organizations
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1. What is Charlotte Beers trying to accomplish as CEO of O&M Worldwide? Charlotte Beers took over as the CEO of O&M in 1991. When she took over as the CEO‚ the company had lost some of its major accounts including American Express (its most successful account) and the company’s revenues had declined sharply. The press was calling it “Beleaguered” and predicting that there was no hope for survival. O&M had grown rapidly in the 1980’s and now had 7000 employees across 270 offices worldwide. Beers
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ASSIGNMENT DEVELOPING STRATEGIC MANAGEMENT AND LEADERSHIP SKILLS YASAR D. INTERNATIONAL MBA Introduction Leadership and management‚ these are two words we use on daily basis. But the questions like how do we realise good leaders‚ what qualities‚ attitude‚ style and behaviour do they exhibit‚ are frequent. The ability to lead is not connected to education‚ although most leaders are intelligent people. Many qualities required for a leader are also possessed by managers. There are interconnection
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Copyright 1997 by the American Psychological Association‚ Inc. 0021-9010/97/S3.00 Journal of Applied Psychology 1997‚ Vol. 82. No. 6‚ 827-844 Meta-Analytic Review of Leader-Member Exchange Theory: Correlates and Construct Issues Charlotte R. Gerstner and David V. Day The Pennsylvania State University The leader-member exchange (LMX) literature is reviewed using meta-analysis. Relationships between LMX and its correlates are examined‚ as are issues related to the LMX construct‚ including
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References: Keen‚ P. (1997). The process Edge. Harvard Business Press Gerstner‚ L. V. Jr (2002). Who says Elephants Can’t Dance? Harper Business John Jeston & Johan Nelis. (2006). Business Process Managemnet. Realize Value Phase‚ 21:215-228 Retrieved from http://books?id=Lkac86dLSaM&pg=PA241&ots&dq=realize+value+phase+of+bpm&output=html_text
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Merck & Co. * Compensation for exempt salaried employees at Merck has traditionally ranked among the top 25% of large US companies. * Progressive personnel policies and aggressive pay practices have contributed to high levels of employee loyalty‚ characterized by low turnover rates. * Performance Appraisal and Salary Administration program: supervisors rated employees on a scale from 1 to 5‚ with 5 designating exceptional performance and 1 indicating unacceptable performance‚ + and
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Jonathan Edwards’ sermon ‘Sinners in the Hands of an Angry God’ is a window into an age fraught with religious controversy and moral confusion. The sermon was riddled with horrifying imagery and threats to instill fear into the audiences of Puritan Minister‚ Jonathan Edwards. The movement of religious revivalism that occurred in part because of Edwards caused the Puritan society to think of God as a vengeful‚ torturous God‚ of whom to be afraid. The Puritans fear of God and being condemned to hell
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action (or inaction) taken by a human. An example of a moral sin could be shooting a gun that causes death. However‚ equally a moral evil is preventing access to the weapon and not doing so. As John Gerstner states "Natural Evil‚ although distinct from moral evil‚ is not separate from it" (Gerstner‚ 412). Natural evil‚ on the other hand‚ is not caused‚ it "just happens". Tornadoes‚ floods‚ earthquakes‚ diseases‚ and so on all fall under this category of evil.
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[pic] Which Customers Are Worth Keeping and Which Ones Aren’t? Managerial Uses of CLV Roy Cardiff runs a mail-order business that tracks sales to each customer. He recently decided to cut costs by curtailing catalogs to those customers who are least likely to buy from him in the future. His customers break down into three categories: those who made several small purchases throughout the past year; those who made a single purchase but for a much larger amount‚ and those who have had a long but
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evidence that suggests that strategic renewal has a critical impact not only on individual firms and industries but also on entire economies. We then provide an in-depth example of a company that has successfully renewed itself more than once‚ namely‚ IBM. Finally‚ we examine several different avenues for strategic renewal‚ involving both content and process‚ and identify common themes among them. Key words: strategic renewal; dynamic capability; innovation; cognition; market entry History: Published
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