Organizations and organizational
1. What are organizations?
2. What are organizations uniquely equipped to
Economies of scale and scope
Exert internal and external power
3. How organizations create value?
4. How to
Norms and values
What is organizational culture?
Why do orgs have different cultures?
How members formally learn the culture
How members informally learn the culture
Managing organizational culture
Power in organizations
2. Power sources
Control of resources
Control of information
Control over uncertainty
3. Power tactics
4. Consequences of power
Knowledge transfer example
How does knowledge transfer?
Knowledge repositories and transfer
When is knowledge transfer likely?
1. Knowledge transfer
Knowledge transfer: process by which one uni
Learning from the environment
Why learn from others in the environment?
Direct mechanisms to learn from others
Indirect mechanisms to learn from others
When is learning from others more likely?
Why learn from outside the org
Method for organizations to differentiate
themselves and outperform competitors
A tool to figure out what should be done or
which path forward is the best
Focus on gaining, storing, and transferring
Organization learning review
How could you tell if the Cheesecake
Factory learns from the experience of
How could you tell if the latent
context at one Cheesecake Factory
restaurant was more beneficial for org
learning than the
SunPower: Focused on the
Future of Solar Power
SunPower was formed in 1987 by a
Created solar cells for Honda (1993) and
NASA (1997) that helped their electric
vehicles set new records
In 2001 partnered with semi-conductor
The course project provides insight into real organizations and their current processes and
challenges. You will collect and analyze information about one organization throughout the
course for the first part of the project
Business level strategy
Core competences: An organizations skills and
resources used in value creation that allow it to
1. The density of the graph is 0.348484848, with a diameter of 4.
One of the key people in this network is Gerald. He is at the centre of a bowtie structure, meaning he acts as a broker and a connection between two separate groups of people.
Another key p
1. Exploration is about finding new ways of doing things, while exploitation is optimising existing methods and making them more efficient. Exploration can create new, more efficient methods and procedures, but is risky because it may be a long time befor
1. This is a distributive negotiation because a higher price directly benefits Sarah and is bad for Barbara, and vice versa.
Sarah's BATNA and reservation price is $3000. If Barbara will not pay at least $3000, Sarah will exit the negotiation and sell the