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Case - Click to edit Master subtitle style Case 1 Airstar...

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Click to edit Master subtitle style 5/10/10 Case 1: Airstar, Inc.
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5/10/10 Q1: Identify the problem. The problem was the difference between the values that Morgan and Jim Robinson (Vice President of Manufacturing) shared to make organization more effective.
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5/10/10 Q2: Concepts used in the case. 1. Interorganizational Relationship: a) Resource Dependence: When they were considering imports to depend upon others who supply specific resources and exports to take control of resources. b) Collaborative Networks: When considering on doing more research because they might contact with out
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5/10/10 Q2: Concepts used in the case. 2. Boundary Spanning Role: When considering about R&D because it is also concerned with the exchange of information to detect and bring into the organization information about the changes in the environment and to send information into the environment that represents the organization is in a favorable light.
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5/10/10 Q2: Concepts used in the case. 3. Competing Value Approach: ° Morgan: As he was in favor of organizational growth, acquisition of resources, flexible structure and readiness, he shares “Open Systems Model Values”. ° Jim Robinson: He was in favor of structural control, wants organization to maintain only its
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5/10/10 Q2: Concepts missed in the case. They didn’t take into account what strategy among Porter’s competitive strategies and Miles and Snow’s strategy typology they would go for. If they go for differentiation strategy then they would choose prospector strategy as they share same characteristics been innovative and flexible to change with the external environment.
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5/10/10 Q2: Concepts missed in the case.
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