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

Info iconThis preview shows pages 1–8. Sign up to view the full content.

View Full Document Right Arrow Icon
Click to edit Master subtitle style 5/10/10 Case 1: Airstar, Inc.
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
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.
Background image of page 2
5/10/10 Q2: Concepts used in the 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
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
5/10/10 Q2: Concepts used in the 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.
Background image of page 4
5/10/10 Q2: Concepts used in the 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
Background image of page 5

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
5/10/10 Q2: Concepts missed in the 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
Background image of page 6
Q2: Concepts missed in the Defender takes an efficiency approach similar to low-cost leadership.
Background image of page 7

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 8
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 04/29/2010 for the course BBA 122 taught by Professor Durrani during the Spring '10 term at Istanbul Universitesi.

Page1 / 25

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

This preview shows document pages 1 - 8. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online