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Strategy and Self-renewal

Strategy and Self-renewal. Patrick Reinmoeller. Session 1. Porter, What is Strategy, HBR, November-December 1996 Prahalad and Hamel, The core competence of the corporation, HBR, May-June 1990 Mintzberg, The Pitfalls of Strategic Planning, CMR, 1993

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Strategy and Self-renewal

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  1. Strategy and Self-renewal Patrick Reinmoeller

  2. Session 1 • Porter, What is Strategy, HBR, November-December 1996 • Prahalad and Hamel, The core competence of the corporation, HBR, May-June 1990 • Mintzberg, The Pitfalls of Strategic Planning, CMR, 1993 • Nonaka, Organizational Knowledge Creation, OS, 1994

  3. Questions • Competitive advantage is viewed differently according to the perspectives (I/O, RBV, KBV). What is different? • What are the different bases for strategy making according to Porter, Prahalad&Hamel, Mintzberg,and Nonaka? • What are the business implications for strategists?

  4. Key words • Sustaining vs recreating competitive advantage • Outside-in vs inside-out perspectives • Static vs dynamic perspectives • Control illusion vs improvisation • Product portfolio vs competence portfolio ecc.

  5. Session 2 • Eisenhardt, Has strategy changed, SMR • Weitzel and Ellen Jonsson, Decline in Organizations, ASQ, 1989 • Robbins, Pearce Turnaround: Retrenchment and Recovery, SMJ, 1992 • NBER Business Cycle Dating Procedure 2003

  6. Key words • Mintzberg says that turbulence is illusory; Eisenhardt argues that strategy has changed. What do you think? • Hypercompetitve markets vs globalization • Changes trigger self-renewal, e.g. recession • Organizational decline: external vs internal causes • Different phases require different actions • Combining cut backs and growth strategy

  7. Questions • What changed? What changes influence organizations? • What is organizational decline? What causes it? What is needed to reverse it? • What are the phases of turnaround? • How does turnaround mean if we accept that strategy has changed (Eisenhardt)?

  8. Session 3 • Von Krogh and Kameny, Leap before you layoff, EMJ, 2002 • Amabile, Creativity under the gun, HBR, 2003 • Ghoshal and Bartlett, Rebuilding Behavioral Context, 1996 • Coutu, Sense and Reliability, HBR, 2003

  9. Key words • Knowledge, e.g. human capital is key for strategic renewal • Retrenchment without layoffs? • Creating organizational contexts • Crises and breakdowns and sensemaking

  10. Questions • Retrenchment often includes lay offs; what are possible drawbacks of layoffs? • What enables and what does impede creativity? • What do Ghoshal and Bartlett understand when under behavioral context? How is it possible to rebuild it? What are the advantages and the disadvantages? • How do crisis reveal? How can crisis help self renewal?

  11. Thank you Reinmoe@aol.com

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