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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Total Quality Management: Empirical‚ Conceptual‚ and Practical Issues J. Richard Hackman Harvard University Ruth Wageman Columbia University In recent years‚ total quality management (TOM) has become something of a social movement in the United States. This commentary returns to the writings of the movement ’s founders-W. Edwards Deming‚ Joseph Juran‚ and Kaoru Ishikawa-to assess the coherence‚ distinctiveness‚ and likely perseverance of this provocative management philosophy. We identify
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Copyright notice Course of Study: U58006 Author: Meyer‚E. Ashleigh‚M. George‚J.M. Jones‚G.R. Title: The Evolution of Management Thought; Chapter 2 Publisher: McGraw-Hill Higher Education The Staff and students of Oxford Brookes University are reminded that copyright subsists in this extract and the work from which it was taken. This Digital Copy has been made under the terms of a CLA Licence. This Digital Copy should not be downloaded or printed by anyone other than a student enrolled on the module
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CSAC05 1/13/07 9:21 Page 123 5 Analyzing Resources and Capabilities Analysts have tended to define assets too narrowly‚ identifying only those that can be measured‚ such as plant and equipment. Yet the intangible assets‚ such as a particular technology‚ accumulated consumer information‚ brand name‚ reputation‚ and corporate culture‚ are invaluable to the firm’s competitive power. In fact‚ these invisible assets are often the only real source of competitive edge that can be sustained over time
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International Series in Operations Research & Management Science Volume 172 Series Editor: Frederick S. Hillier Stanford University‚ CA‚ USA Special Editorial Consultant: Camille C. Price Stephen F. Austin State University‚ TX‚ USA For further volumes: www.springer.com/series/6161 ManMohan S. Sodhi r Christopher S. Tang Managing Supply Chain Risk ManMohan S. Sodhi Cass Business School City University London‚ UK Christopher S. Tang Anderson School of Management
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Company Profiles Provides Business information about the company. Contents include complete name‚ headquarters‚ brief business description‚ company history‚ number of employees‚ shareholder structure‚ basic financials‚ organisation structure‚ worldwide presence‚ Tesla motors has taken a different approach in EV technology and I think its paying off. Though the challenges from the establish competition would be thrown in coming years and to maintain the differentiation would be tough which
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COMPILED International Business BY: VISHAL KADAM Q) What is International Business? What are its importance? Q) Distinguish between International & Domestic Trade? Distinction between internal and international trade Distinction between internal and international trade in general involves transaction for mutual benefit For this reason both the trading parties will have equal interest. Trade is a case of geographic specific area. An area specialises in an activity and trade takes place
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The Encyclopedia of Operations Management Terms by Professor Arthur V. Hill Curtis L. Carlson School of Management 321-19th Avenue South University of Minnesota Minneapolis‚ MN 55455-0413 USA ahill@umn.edu Revised July 20‚ 2003 P O M S Production Operations Management Society The electronic version of this encyclopedia is distributed free of charge by the Production Operations Management Society (POMS) under the conditions that (1) you send corrections and additions to ahill@umn.edu
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GLOBAL STRATEGY This page intentionally left blank GLOBAL STRATEGY Second Edition Mike W. Peng Provost’s Distinguished Professor of Global Strategy University of Texas at Dallas Chair‚ Global Strategy Interest Group Strategic Management Society Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States Global Strategy‚ 2nd Edition Mike W. Peng VP/Editorial Director: Jack W. Calhoun VP/Editor-in-Chief: Melissa Acuna Acquisitions Editor: Michele
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Unit I LESSON 1 Concept of Corporate Strategy LESSON OUTLINE Introduction What is strategy? Why corporate strategy? Levels of strategy Crafting a strategy An ongoing process Summary Self assessment questions Activities References LEARNING OBJECTIVES After reading this lesson you should be able to Define and understand the concept of corporate strategy Identify the different levels of corporate strategy Examine the reasons for developing strategies See corporate
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