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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Contabilidad de Gestión Balduino de bicicletas Robin L. M. Cheung Estudiante # 0024338 Profesor D. Armishaw Lunes‚ 11 de febrero 2002 A621 Contabilidad de Gestión La Universidad de McMaster http://RobinCheung.Ca Baldwin empresa de bicicletas Robin L. M. Cheung 140 Robinson St.‚ Suite 305 Hamilton ON 4R6 L8P (905) 522-0621 cheunr@mcmaster.ca Suzanne Leister Baldwin empresa de bicicletas 225 Byers carretera Miamisburg‚ OH 45342 10 de febrero 2002 Estimada Sra
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Executive Summary In 1997 Swiss-based elevator and escalator manufacturer Schindler Holding‚ Ltd. decided to expand its operations to India. As the technology leader in elevators‚ Schindler was confident that the Indian market provided significant opportunities for growth. The venture in India would be different from Schindler ’s other subsidiaries in several ways. Rather than focusing on Schindler ’s success with custom equipment‚ the India operations would focus on standardized products
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with the disorganization of the non-profit. I made a change similar to the re-orientation discussed in the one assigned readings (Nadler 1989). I knew if I didn’t make the changes‚ my non-profit would have to go into recreation mode within 5-7 years (Nadler 1989). I knew once the company was in recreation mode‚ it would not be long before the company would be extinct (Nadler 1989). I got rid of most of our departments and created new departments with different organization structure‚ volunteers‚ expectations
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Rapid and Continuous Change – A modern Perspective By Nathan Jennison As famously held by Charles Darwin‚ “it is not the strongest of the species that survives‚ nor the most intelligent that survives. It is the one that is the most adaptable to change” (Cope‚ 2009 p; 26). Hence‚ in today’s global and dynamic environment marked with hyper-competitive and volatile markets it is widely recognised that an organisation’s ability to manage change quickly‚ productively and positively is a critical
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understanding of organization strategy. This is supported by lots discussion. It is recognized that a good fit between strategy and organizational design creates a competitive advantage for an organization (Galbraith et al. 1993; Galbraith 1994; Tushman et al. 1997:583). However‚ in reality strategy is often made within the current structure of an organization‚ so that current design constraints puts limits on strategies. (Richard L. Daft 2007). If business strategy was planed carefully and thoroughly
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Introduction There has been a considerable body of literature dedicated to assisting organisational leaders in their endeavours to implement change (Holt‚ Self‚ Thal & Lo 2002). Many authors concur that the prime task of leaders is to bring about change and that leadership and change management are indeed inextricably linked (Burnes 2003‚ Stoker 2006‚ Maurer 2008). Robinson and Harvey (2008) maintain that the acceleration of globalisation has resulted in a tumultuous state of change as organisations
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Organizational Ambidexterity in Action: How Managers Explore and Exploit Author(s): Charles A. O’Reilly III and Michael L. Tushman Reviewed work(s): Source: California Management Review‚ Vol. 53‚ No. 4 (Summer 2011)‚ pp. 5-22 Published by: University of California Press Stable URL: http://www.jstor.org/stable/10.1525/cmr.2011.53.4.5 . Accessed: 27/11/2011 04:22 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at . http://www.jstor.org/page/info/about/policies/terms
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JPMA-01702; No of Pages 12 Available online at www.sciencedirect.com ScienceDirect International Journal of Project Management xx (2014) xxx – xxx www.elsevier.com/locate/ijproman Managing project-to-project and project-to-organization interfaces in programs: Organizational integration in a global operations expansion program Virpi Turkulainen a‚b‚⁎‚ Inkeri Ruuska b ‚ Tim Brady c ‚ Karlos Artto b a University College Dublin‚ School of Business‚ Ireland Aalto University‚ Department of Industrial
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As the market decreased‚ Nadler Enterprises downsized‚ and its remaining non-managerial staff unionized. The case is set by first giving a detailed description of the two parties involved in the grievance issue. Courtney Peterson is described as a single‚ “cool” or “hip”‚ young woman. She has worked for Nadler for four years‚ in the same position she currently occupies. Similarly‚ her opponent in the grievance‚ Mark
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