2- Organizational Design Flashcards
what are the five tensions that managers must navigate?
- artistic vs. entertainment value
- product differentiation vs. market innovation
- demand analysis vs. market construction
- vertical integration vs. flexible specialization
- individual inspiration vs. creative systems
Artistic VS. Entertainment Value:
Artistic Value: Focus on preserving the intrinsic value of art, valuing creativity and artistic expression.
Entertainment Value: Emphasize economic value through mass production and commercial appeal.
Product Differentiation VS. Market Innovation:
Product Differentiation: Concentrate on creating unique artistic products, emphasizing creativity and originality
Market Innovation: Prioritize familiarity in artistic products, catering to established market demands.
Demand Analysis VS. Market Construction:
Demand Analysis: Analyze consumer tastes and preferences to shape artistic products and offerings.
Market Construction: Influence and shape consumer tastes through innovative creations, driving market demand.
Vertical Integration VS. Flexible Specialization:
Vertical Integration: Large in-house production and distribution, offering control over the entire process but potentially limiting creativity.
Flexible Specialization: Utilize a network of small producers and outsourcing, enabling flexibility but potentially reducing control.
Individual Inspiration VS. Creative Systems:
Individual Inspiration: Acknowledge the role of individual creative geniuses but recognize the need for collaboration in other functions.
Creative Systems: Emphasize the collective effort, acknowledging the collaborative nature of creativity in producing and selling artistic products.
implications of these five tensions
- identify the most important tensiosn in the context (considering the nature of the industry, target audience, and artistic goals)
- employ strategies to baalnce these tensions
- consider the implications of this for production, marketing, and distribution
define the Resource based view of the firm
a company’s internal resources and capabilities are crucial for gaining and sustaining a competitive advantage
what are components of the resource based view of the firm. (explain)
- internal resources
- capabilities
- dynamic capabilities
- competitive advantage
explain internal resources in resource based view of firm
value of a firms assets like a skilled workforce, technologies, and patents
explain capabilities in resource based view of firm
firms ability to leverage its resources effectively
- coordination mechanisms, strategic management practices
explain dynamic capabilities in resource based view of firm
firms should be able to adjust their strategies and rsources in response to market changes and trends
explain competitive advantage in resource based view of firm
firms resources are valuable, rare, and not easily substituted
define mobilizing capabilities
a company’s ability to effectively utilize and deploy its internal resources and skills to adapt to changing market demands
is this hypothesis confirmed acc to capabilities in motion: H1: mobilizing capabilities contribute to the commercial success of movies.
CONFIRMED!
is this hypotheiss confirmed: transforming capabilities contribute to the commercial success of movies.
CONFIRMED
how was capability -> mobilization before the studio era?
all the production was carried in house, you can use the best of what you have in house. There’s no flexibility, but more control.
how was capability -> mobilization in the post studio era
studio is only responsible for the financing, and distribution. The production is outsourced (actors, directors, producers) from outside.
Therefore, in the post studio era mobilizing capabilities became more important, because you need to attract the best resources.
how did the adoption of new organizational forms effect the importance of MOBILIZING capabilities for the success of movies?
the adoption of new organizational forms made mobilizing capabilities mroe important.
how did the adoption of new organizational forms effect the importance of TRANSFORMATIONAL capabilities
the adoption of new organizational forms made transformational capabilities less important.
WHY? the adoption of new organizational forms made transformational capabilities less important.
When companies adopted new organizational structures, they made internal processes more efficient. As a result, there was less need for significant internal changes. The focus shifted to improving existing methods instead of constant major transformations, reducing the importance of transformational capabilities.
WHY? the adoption of new organizational forms made mobilizing capabilities mroe important.
With specific structures in place, companies needed to mobilize their existing assets effectively to fit into the established framework.
hierarchy- vertical integration (UK TV industry)
all supply chains are controlled within the company with a clear powe structure
asses hierarchy (UK TV industry)
- assured level of quality
- high cost and low flexibility
