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Proactive Socialization Tactics, Citizenship and Counterproductive Work Behaviors Ozgun Burcu Rodopman University of South Florida
University of South Florida Scholar Commons Graduate Theses and Dissertations Graduate School 2009 The oler of proactivity during organizational entry: Proactive socialization tactics, citizenship and counterproductive work behaviors Ozgun Burcu Rodopman University of South Florida Follow this and additional works at: http://scholarcommons.usf.edu/etd Part of the American Studies Commons Scholar Commons Citation Rodopman, Ozgun Burcu, "The or le of proactivity during organizational entry: Proactive socialization tactics, citizenship and counterproductive work behaviors" (2009). Graduate Theses and Dissertations. http://scholarcommons.usf.edu/etd/2170 This Dissertation is brought to you for free and open access by the Graduate School at Scholar Commons. It has been accepted for inclusion in Graduate Theses and Dissertations by an authorized administrator of Scholar Commons. For more information, please contact [email protected]. The Role of Proactivity during Organizational Entry: Proactive Socialization Tactics, Citizenship and Counterproductive Work Behaviors by Ozgun Burcu Rodopman A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy Department of Psychology College of Arts and Sciences University of South Florida Major Professor: Paul Spector, Ph.D. Walter C. Borman, Ph.D. Carnot Nelson, Ph.D. Joseph Vandello, Ph.D. Chu-Hsiang Chang, Ph.D. Date of Approval: July 6, 2009 Keywords: performance, organizational socialization, newcomer adjustment, justice, personal initiative ©Copyright 2009, Ozgun Burcu Rodopman Dedication For my wonderful parents, Mualla and Kudret, as always… Acknowledgements I am indebted to many people in the completion of this research and for my success in graduate school. First and foremost, I would like to thank my dear advisor, Dr. -
Axis Blitzkrieg: Warsaw and Battle of Britain
Axis Blitzkrieg: Warsaw and Battle of Britain By Skyla Gabriel and Hannah Seidl Background on Axis Blitzkrieg ● A military strategy specifically designed to create disorganization in enemy forces by logical firepower and mobility of forces ● Limits civilian casualty and waste of fire power ● Developed in Germany 1918-1939 as a result of WW1 ● Used in Warsaw, Poland in 1939, then with eventually used in Belgium, the Netherlands, North Africa, and even against the Soviet Union Hitler’s Plan and “The Night Before” ● Due to the non-aggression pact with the Soviet Union, once the Polish state was divided up, Hitler would colonize the territory and only allow the “superior race” to live there and would enslave the natives. ● On August 31, 1939 Hitler ordered Nazi S.S. troops,wearing Polish officer uniforms, to sneak into Poland. ● The troops did minor damage to buildings and equipment. ● Left dead concentration camp prisoners in Polish uniforms ● This was meant to mar the start of the Polish Invasion when the bodies were found in the morning by Polish officers Initial stages ● Initially, one of Hitler’s first acts after coming to power was to sign a nonaggression pact (January 1934) with Poland in order to avoid a French- Polish alliance before Germany could rearm. ● Through 1935- March 1939 Germany slowly gained more power through rearmament (agreed to by both France and Britain), Germany then gained back the Rhineland through militarization, annexation of Austria, and finally at the Munich Conference they were given the Sudetenland. ● Once Czechoslovakia was dismembered Britain and France responded by essentially backing Poland and Hitler responded by signing a non-aggression with the Soviet Union in the summer of 1939 ● The German-Soviet pact agreed Poland be split between the two powers, the new pact allowed Germany to attack Poland without fear of Soviet intervention The Attack ● On September 1st, 1939 Germany invaded Warsaw, Poland ● Schleswig-Holstein, a German Battleship at 4:45am began to fire on the Polish garrison in Westerplatte Fort, Danzig. -
Blitzkrieg: the Evolution of Modern Warfare and the Wehrmacht's
East Tennessee State University Digital Commons @ East Tennessee State University Electronic Theses and Dissertations Student Works 8-2021 Blitzkrieg: The Evolution of Modern Warfare and the Wehrmacht’s Impact on American Military Doctrine during the Cold War Era Briggs Evans East Tennessee State University Follow this and additional works at: https://dc.etsu.edu/etd Part of the History Commons Recommended Citation Evans, Briggs, "Blitzkrieg: The Evolution of Modern Warfare and the Wehrmacht’s Impact on American Military Doctrine during the Cold War Era" (2021). Electronic Theses and Dissertations. Paper 3927. https://dc.etsu.edu/etd/3927 This Thesis - unrestricted is brought to you for free and open access by the Student Works at Digital Commons @ East Tennessee State University. It has been accepted for inclusion in Electronic Theses and Dissertations by an authorized administrator of Digital Commons @ East Tennessee State University. For more information, please contact [email protected]. Blitzkrieg: The Evolution of Modern Warfare and the Wehrmacht’s Impact on American Military Doctrine during the Cold War Era ________________________ A thesis presented to the faculty of the Department of History East Tennessee State University In partial fulfillment of the requirements for the degree Master of Arts in History ______________________ by Briggs Evans August 2021 _____________________ Dr. Stephen Fritz, Chair Dr. Henry Antkiewicz Dr. Steve Nash Keywords: Blitzkrieg, doctrine, operational warfare, American military, Wehrmacht, Luftwaffe, World War II, Cold War, Soviet Union, Operation Desert Storm, AirLand Battle, Combined Arms Theory, mobile warfare, maneuver warfare. ABSTRACT Blitzkrieg: The Evolution of Modern Warfare and the Wehrmacht’s Impact on American Military Doctrine during the Cold War Era by Briggs Evans The evolution of United States military doctrine was heavily influenced by the Wehrmacht and their early Blitzkrieg campaigns during World War II. -
Antecedents of Other-Centered and Self-Centered Proactive Behaviors By
Characterizing Employee Proactivity: Antecedents of Other-Centered and Self-Centered Proactive Behaviors by Anne Janssen a Thesis submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Psychology Approved Dissertation Committee Prof. Dr. Christian Stamov Roßnagel Prof. Dr. Sabine Sonnentag Prof. Dr. Song Yan Prof. Dr. Sven Voelpel Date of Defense: 21. December 2015 für meine Jungs Micha und Mats iii Abstract Contemporary work lives are characterized by frequent changes in the work environment. Such changes refer to work processes, tasks, teams, or even jobs and often go along with neg- ative consequences like stress, turnover intentions, and reduced performance. Past research has emphasized that individual proactivity can be a coping approach in these demanding situations. Antecedents of a wide range of proactive behaviors have been identified in numerous studies. Other studies focused on the categorization of behaviors. The present dissertation aimed to inte- grate previous literature and provides a more parsimonious classification model through compre- hensive insights into the prediction of proactive behaviors. For this purpose, three studies were conducted. The first study applied an innovative approach to develop short measurement instru- ments for proactive personality and supervisor support as significant antecedents of proactive behaviors. The findings of the second study reveal that proactive behaviors can be simultaneously distinguished according to their form and type and their intended target of impact. As a conse- quence, other-centered and self-centered proactive behavior categories were identified. Whereas felt responsibility for change positively predicted both other- and self-centered proactive be- haviors, personal values (other-centered and self-centered values) affected proactive behaviors differently. -
Developing Strategy Leaders
Developing Strategy Leaders Randall Rollinson, President LBL Strategies, Ltd. 6321 N. Avondale, Suite A‐214 Chicago, Illinois 60631 (773) 774‐0240 www.lblstrategies.com Developing Strategy Leaders Randall Rollinson, President, LBL Strategies, Ltd. The size and complexity of modern organizations operating in turbulent, even chaotic, environments has put a premium on competent strategy leaders. This is particularly true in midsize and larger organizations who must prepare the next generation of leaders well in advance to take the organization forward. Looking at this challenge from a longer term perspective it is clear that managerial excellence alone is no longer sufficient for sustainable success. Military schools long ago recognized rapidly changing events on the battlefield required leaders not managers. Remember the old adage: Would you rather be managed or led into battle? They recognized that leadership development could not be left to chance. The West Point Military Academy curriculum and the full range of 24/7 campus life activities are designed to develop future officers that have the ability to lead upon graduation. This is hardly the case in business schools, where the emphasis is on understanding a body of knowledge and developing skill in how to use it. Of course, managerial and interpersonal skills are developed, but there is scant attention to the development of leadership attributes and skills. This is left to the graduating students and the organizations that hire them. This pattern of education results in the development of a world full of excellent managers, with little or no substantive strategic leadership experience, and no organized approach to developing leadership qualities in their management team‐‐ and certainly not strategy leaders. -
Case Study: the Uberisation of Supply Chain
ISSN (Print) : 2249-1880 SAMVAD: SIBM Pune Research Journal, Vol X, 26-31, June 2016 ISSN (Online) : 2348-5329 Case Study: The Uberisation of Supply Chain Venkatesh Ganapathy* Associate Professor, Presidency School of Business, Bangalore, India; [email protected] Abstract Uber, a technology company, provides a platform for customers who wish to source a taxi ride on their smart phones. This case study analyses the impact of Uberisation on supply chains and addresses the risk Uberisation entails for traditional necessitated innovations across the supply chain. firms that are unable to leverage the smartphone app technology. This development based on app technology has Keywords: Innovations, Supply Chain, Technology, Uber, Uberisation 1. Introduction 2. Literature Review Uber is a well-known taxi aggregator that is famous across The objective of this review is to trace the evolution of the globe for its path-breaking service process innova- technology based apps. tion. Uber, a technology company, provides a platform for The World Bank’s “ICT for Greater Development customers who wish to source a taxi ride on their smart Impact” strategy seeks to transform delivery of public phones. Due to digital matching of demand and supply, services, generate innovation and improve competitive- capacity utilization of the vehicle is optimum and this ness2. leads to an affordable pricing mechanism for the services. Software development has flourished along with the This creates a win-win situation for the taxi aggregator development of smart phone technology. Transportation services, customers and drivers. industry has benefited from this new smart phone app The Uber model has become so popular that it has technology. -
Predictors and Outcomes of Proactivity in the Socialization Process
Journal of Applied Psycholog1 Copyright 2000 by the American Psychological Association, Inc. 2000, Vol. 85, No. 3, 373-38: 0021-9010/00/S5.00 DOI: 10.1037//0021-9010.85.3.373 Predictors and Outcomes of Proactivity in the Socialization Process Connie R. Wanberg and John D. Kammeyer-Mueller University of Minnesota This 3-wave longitudinal study aimed to extend current understanding of the predictors and outcomes of employee proactivity (involving information seeking, feedback seeking, relationship building, and positive framing) in the socialization process. Two personality variables, extraversion and openness to experience, were associated with higher levels of proactive socialization behavior. Of the proactive behaviors studied, feedback seeking and relationship building were highlighted in their importance because of their various relationships with the work-related outcomes assessed in this study (e.g., social integration, role clarity, job satisfaction, intention to turnover, and actual turnover). The results also highlighted the importance of 2 control variables (opportunity to interact with others on the job and skill level of the new job) in the experience of socialization into a new job. Organizational socialization is the process by which "a person predictors and outcomes of individual proactivity during the so- secures relevant job skills, acquires a functional level of organi- cialization process and to suggest that newcomer personality may zational understanding, attains supportive social interactions with be an important determinant of proactivity in the socialization coworkers, and generally accepts the established ways of a partic- process. Figure 1 provides a preview of the variables and relation- ular organization" (Taormina, 1997, p. 29). Because successful ships to be examined in this study. -
Upturning Performance in Downturn Times - Tame the Blame
Upturning Performance in Downturn Times - Tame the Blame - DeAnna Murphy with Lisa Gregory and Steve Jeffs Developing Interdependent Leadership | 952.797.4317 Upturning Performance in Downturn Times - Tame the Blame - At a time when more than ever before businesses are running lean and trying to survive, leaders can’t afford to not focus their attention on those things that produce the highest return-on-investment of time, energy, and resources. This report is designed to help you do just that. Its purpose is to synthesize important research that reveals a major factor that is undermining the energy and performance of more than 83% of all employees and leaders today. This will help you focus your attention on a significant root cause of poor performance and prevent expensive, time wasting approaches to transforming it. It will help you better see crucial levers of energy and growth that are especially relevant in today’s new economy. This report comes out of a recent research study involving 1,800 people in seven different countries around the globe. The purpose of the study was to find individual patterns of behavior that are linked to these key business performance drivers: Employee engagement – the enthusiastic voluntary contribution of excellent work Teamwork – the creation of strong complementary high-trust relationships and strong collaboration Proactivity – the elimination of time-wasting problems and interactions through preventive efforts and self-initiative. These drivers were selected after completing a lengthy pre-work review of two-hundred best-selling leadership and business books, over two-hundred academic articles focused on leadership and organizational performance, and annual reports from top-rated firms such as Bersin, Corn Ferry, Watson Wyatt, Gallup. -
Strategy and the Strategist: How It Matters Who Develops the Strategy
Strategy and the Strategist: How it Matters Who Develops the Strategy Eric Van den Steen Working Paper 14-057 December 14, 2013 Copyright © 2013 by Eric Van den Steen Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. Electronic copy available at: http://ssrn.com/abstract=2383972 Strategy and the Strategist: How it Matters Who Develops the Strategy Eric Van den Steen∗ December 14, 2013 Abstract This paper studies how strategy – formally defined as ‘the smallest set of (core) choices to optimally guide the other choices’ – relates to the strategist, for example, whether an op- timal strategy should depend on who is CEO. The paper first studies why different people may systematically consider different decisions ‘strategic’ – with marketing people developing a marketing-centric strategy and favoring the marketing side of business – and derives two ra- tional mechanisms for this outcome, one confidence-based and the other implementation-based. It then studies why it matters that it is the CEO and important decision makers (rather than an outsider) who formulate the strategy and shows that outsider-strategists often face a trade- off between the quality of a strategy and its likelihood of implementation, whereas the CEO’s involvement helps implementation because it generates commitment, thus linking strategy for- mulation and implementation. In some sense, the paper thus explains why strategy is the quintessential responsibility of the CEO. Moreover, it shows that the optimal strategy should depend on who is CEO. -
Leadership and Organizational Strategy Matthew R
The Innovation Journal: The Public Sector Innovation Journal, Volume 14(1), 2009, article 3. Leadership and Organizational Strategy Matthew R. Fairholm, Ph.D. Political Science Department and W. O. Farber Center for Civic Leadership University of South Dakota, Vermillion, SD 57069 Abstract Strategic planning, an umbrella term used to include and summarize such activities as planning, performance measurement, program budgeting, and the like, has proven to be very useful but limited. It is a technical fix that gets at only part of the question of organizational effectiveness and only deals with some of the dilemmas organizations face. The efforts of public administrators to control organizational endeavors are essential, necessary, and aligned with current best practices. But the control mechanisms ultimately prove to be only part of the puzzle. In the face of such realities, the notion of strategic thinking emerges to fill the gaps and overcome the limitations that experience with strategic planning has proven to exhibit. This paper presents an integration of leadership ideas, strategic thinking and traditional planning activities in an effort to make important connections and important distinctions. The result is an outline of the foundations of strategic thinking. Key Words: Leadership, Strategic Planning, Strategic Thinking, Organizational Philosophy, Management 1 The Innovation Journal: The Public Sector Innovation Journal, Volume 14(1), 2009, article 3. Leadership and Organizational Strategy Introduction A city struggles to ensure the lowest bid to repave downtown’s Main Street is the most efficient use of tax dollars during a tight budget year. A state agency tries to verify that its type and level of services delivered is what the citizens need and is consistent with current political mandates. -
Strategic Leadership: a Process for Maximizing Leadership Potential
Strategic Leadership: A Process for Maximizing Leadership Potential By Rich Horwath Imagine the burnt yellow sun rising over the Acacia-spotted plains of Kenya, Africa. Your fur is moist with the residual dew of the night. You raise your three hundred-pound body onto your four paws and climb a nearby tree to survey the landscape. Gazing to your left, you see the rest of the pride of lions, numbering twenty in all. The male lions are relying on you for their kills and their scowls tell you they are becoming restless. The pride hasn’t eaten in nearly two weeks. You descend the tree and one of your cubs trots over to nuzzle you but you know the cubs too are growing restless. The rainy season is only a few days away and if you haven’t secured food by then, chances are you will be killed by your own family. Welcome to the challenges of leadership. Whether a three hundred-pound lion in the plains of Kenya, Africa or a manager of a healthcare company, there are four steps that can enable the consistent practice of strategic leadership. Understanding strategic leadership and how to practice it can enable one to significantly increase their contribution to their people and organizations, providing a competitive advantage in the marketplace “jungle.” A review of the definition of strategic leadership, the four steps in the Strategic Leadership Process, the nuances of leadership and management and the importance of managing relationships will provide a solid foundation for learning to become a strategic leader. Leadership and Strategy A 2001 survey conducted by the Graduate Management Admission Council asked MBA graduates one-year post-graduation which areas they wish they had more training in. -
The Mind of the Strategist
The Mind of the Strategist The Art of Japanese Business by Kenichi Ohmae © 1982 McGraw-Hill 304 pages Focus Take-Aways Leadership & Mgt. • The purpose of business strategy is to cause events to favor your strengths. Strategy • Identify your strengths and build on them. Sales & Marketing Corporate Finance • Every industry has a key success factor — know yours. Human Resources • Penetrate appearances. Technology & Production • Address the problem, not the symptoms. Small Business • Know what separates winners from losers in your industry and your market. Economics & Politics Industries & Regions • Analyze potential improvements in terms of cost, benefi t and strategic advantage. Career Development • Keep track of customer and market trends — even though customers may not Personal Finance know what they want. Concepts & Trends • Know the difference between a “business” and a “product.” • Think like an entrepreneur, but think. Rating (10 is best) Overall Applicability Innovation Style 9 9 9 9 To purchase individual Abstracts, personal subscriptions or corporate solutions, visit our Web site at www.getAbstract.com or call us at our U.S. offi ce (954-359-4070) or Switzerland office (+41-41-367-5151). getAbstract is an Internet-based knowledge rating service and publisher of book Abstracts. getAbstract maintains complete editorial responsibility for all parts of this Abstract. The respective copyrights of authors and publishers are acknowledged. All rights reserved. No part of this abstract may be reproduced or transmitted in any form or by any means, electronic, photocopying, or otherwise, without prior written permission of getAbstract Ltd (Switzerland). Relevance What You Will Learn In this Abstract, you will learn: 1) How Japanese business people think about strategy; and 2) How you should conceptualize and execute your strategy.