Module 3 - Strategy and Organizational Culture

Question 1

What are the two ways that organizational theory is a practical activity?

Answer 1

practical because organizations are…

1) Practical necessities: organizations are really needed like eveerywhere
2) Challenging acheivements: need to get past challenges because things need to get done through organizations.

Question 2

How is an organization like a machine?

Answer 2

• Has parts that fit together to create the whole
• ppl argue it can be designed a certain way and optimized
• one part breaks, the whole fails / there is a large issue

Question 3

What was Henri Fayol’s explanation of a mechanic organization and what it needs to survive?

Answer 3

Organization needs many different functions, need understand what it needs to survive,
5 tasks to keep machine intact:
- plan and forecast (be prepared for changing circumstances)
- organize tasks etc so everyone know what do
- give commands so same ^
- coordinate organizational activities so they fit together to serve a goal
- have control (make sure plans/commands followed in practice)
** understand organization as whole and how all parts/actions/decisions have a place/impact

Question 4

How did Taylor explain task design for a mechanic organization?

Answer 4

Scientific management, ‘design better parts for the machine’, use experiments to identify how to improve efficiency (lightbulbs in factory exp)

• observe ppl at work, see what could be changed
• • he inspired Henry Ford to set up production line shit

Question 5

What is the other side of understanding an organization?

Answer 5

Organic! Human relations - psychological or sociological effects on relationships and organizations

Question 6

How would one expand organically on the effective tasks laid out in the mechanic view of an organization?

Answer 6

Attempt to undesrtanf the people behind the tasks! how motivated, why care, what feelings abt tasks and supervisors

• argue success only from employees that want to work and care abt company success
• work to exert managerial control over not only bodies (actions) but also minds and hearts

Question 7

What did Elton Mayo say about some people and their feelings in the organization?

Answer 7

He wanted to clamp down on agitators (those who wanted better work conditions/pay). Said they dont see world as group collaboration, believes workplace is a scene of exploitation where they and their peers suffer.
– wanted to get ppl to accept place in life and do what told

Question 8

What is the difference between an organic and mechanistic organization?

Answer 8

Mechanistic = well-oiled machine, perfect to acheieve a certain task, intended to maximize efficiency
Organic = company is an organism, able to match with changing times, depend on motivation and commitment, more focused on workplace psychology and sociology

Question 9

How would one argue that social systems are needed in organizations?

Answer 9

A community is created, so people contribute to a group goal or purpose and get to feel that nice shared purpose and relationships, this leads to success.

Question 10

What was Weber’s theory of modern bureaucracy?

Answer 10

used characteristics of modernity for a new type of bureaucratic organization.
- allowed for concentration and mobilization of power for state and market firms
(contrast old setup where leaders were chosen by family/lineage and jobs were source of prestige not sign of poverty/etc)
Formal rationalization - the ppls way of making sense of the world (rules, etc = more predictable)

Question 11

What did the structure part of modern bureaucracy consist of?

Answer 11

Formally defined and interrelated roles and rules

• specific duties
• some offices underneath other offices
• authority based on regulations rather than charisma or private status

Question 12

What is the technocracy part of modern bureaucracy?

Answer 12

Roles as full time jobs, allocated by qualification

• expertise required rather than patronage
• rewardsd for those proven goo
• organized and exact

Question 13

Accountability part of modern bureaucracy

Answer 13

Central role for organizational record keeping

• trend toward formal rationalization
• document justifiability of decisions

Question 14

What was the great debate regarding bureaucracy?

Answer 14

Between 1) bureaucracy as realization of human potential and 2) bureaucracy as destruction of human spirit

1: make easier to organize and coordinate, help with precision and machine-like org.
2: fear that could trap people in system that didn’t care abt their individuality/personal circumstances (reduced to cogs in machine)

Question 15

What is the two-sided debate related to bureaucracy/organization types? What was the result?

Answer 15

Debates over mechanistic vs organic orgs
and
Debates over merits and costs of bureaucracy: mechanistic bureaucracy good for human potential bad for dehumanizing
(debates gave rise to Structural Contingency Theory)

Question 16

What is structural contingency theory?

Answer 16

• orgs are open systems and depend on their environments (diff charactersitcs req diff setup = rigid vs fluid job descriptions, centralized vs decentralized decision making)
• Best org design reflects enviro pressures (influenced by nature of task, tech change, stakeholder demands)

Question 17

Related to structural contingency theory, how best do organic and mechanistic organizations fit in?

Answer 17

Organic = best for turbulent env. bc more fluid and adaptable
Mechanic = stable env. w/ defined responsibilities and well understood tasks

Question 18

What are configurational theories?

Answer 18

consist of distinct combinations of features (set blueprints?) including variations in fit and performance

• understand when certain characteristics help or harm
• TYPES of coherent organization we might see

Question 19

What does the existence of structural contingency and configuration theories prove?

Answer 19

Success comes from combos of characteristics

• formalization not always the answer but pretty important for keeping organized
• switching is difficult and one characteristic may affect many others (also ppl struggle to adapt)

Question 20

What are the three additional theories related to the

organizations environment that sprouted from structural contingency theory?

Answer 20

1) Population ecology: use biology concepts to understand org (food chain, competition, symbiotic relationships)
2) Resource dependency: political theory focus on how orgs shaped by power relations
3) institutional theory: sociology/psychology explore broader culture dynamics taken for granted shit, how it all impacts success

Question 21

What are the three main characteristics/aspects of orgs that were being focused on after structural contingency theory showed up?

Answer 21

1) Organizational culture: how develop distinct character, how then shape the way ppl in org act, how this evolves
2) Sense-making and decision-making: how info travels, how decisions made, how ppl come to believe things abt org
3) Technology: how new techs get legitimized, how tech is adapted to fit what org do

Question 22

What is a structural lever? Organizational design? How do these two concepts interact?

Answer 22

Structural levers are inputs to organizational design
Organizational Design is characterized by different organizational configurations, like configurational theories where theres diff stuff that works for diff situations
–> they each impact one another, and also impact organizational outcomes (profitabliliyy, incentives, capabilities)

Question 23

What are the 7 structural levers in organizational design?

Answer 23

• work specialization
• departmentalization
• centralization
• formalization
• chain of command
• span of control
• boundary spanning

Question 24

What is work specialization structural lever and what are strengths and weaknesses?

Answer 24

High when jobs are narrowly divided b/t employees, meaning roles are strict and very focused/specialized!
S: efficient and productive
W: no multitasking/changing = boring unfulfilling job

Question 25

What is departmentalization structural lever and what are strengths and weaknesses?

Answer 25

High when lots division, activities are grouped into departments
S: productive, coordination, mechanistic
W: harder to manage, bureaucratic

Question 26

What is chain of command structural lever and what are strengths and weaknesses?

Answer 26

High when there are more levels of management
S: clear accountabilities, easier communication bc always defined leader to talk to vs big blob of equal employees
W: slower decision making, harder to assess goals in lower chains

Question 27

What is span of control structural lever and what are strengths and weaknesses?

Answer 27

High/wider when there is one manager for lots of subordinates aka flatter management
S: cost effective, empowered employees
W: less communication and control, need really good leaders

Question 28

What is centralization structural lever and what are strengths and weaknesses?

Answer 28

High when direction/decisions only made by senior management
S: uniform decisions, economized efforts
W: concentreated power so reduced autonomy in employees
** work w formalization

Question 29

What is formalization structural lever and what are strengths and weaknesses?

Answer 29

High when org has very explicit written rules, policies, job descriptions
S: clear frameworks, streamlined
W: reduced autonomy, less freedom for individual situations and certain employee needs
** work w centralization
Normally new/small company less formalized!

Question 30

What is boundary spanning structural lever and what are strengths and weaknesses?

Answer 30

High if there’s someone sent around to understand everything and coordinate bt both internal and external parts
S: enhance org learn and agility, low cost
W: conflicts, emotional labour bc person becomes less part of a specific team

Question 31

What are the 4 most common organizational design configurations?

Answer 31

Informal: flat, few rules, no hierarchy, little formalization, fluid
Functional: formal, hierarchy, goals, specializations based on roles/functions (aka “the accounting department”)
Divisional: formal, hierarchy, goals, specializations based on product/customer/geographic lines (aka “the europe division” etc)
Matrix: formal, hierarchy, goals, specialization based on both roles/functions and product/geography so ppl accountable to two diff supervisors (aka “europe division accounting dept”) **almost never in small orgs

Question 32

What is the fuckin point of strategy? How define each aspect of this point of strategy?

Answer 32

THE PURSUIT OF A SUSTAINABLE COMPETITIVE ADVANTAGE
–> competitive advantage = something rewarding at which the company excels relative to competitors (quality, service, etc) - reward is often profit but cuold be other stuff like efficiency/provide better services

Question 33

What is positioning?

Answer 33

Finding somewhere you can excel relative to others bc of a set of activities you can do that others cannoy copy without abandoning their own shit

Question 34

What is operational effectiveness and how does it relate to competitive advantage?

Answer 34

OE = do what you do as effectively as possible

• easy to copy then bc everyone selling same product/etc can increase efficiency, so end up work really hard, but everyone else does to so no one actually gets ahead AKA COMPETITVE PARITY
• need OE to reinforce distinct position, but OE cant be the only thing that creates your position

Question 35

What are the 3 types of fit under positioning?

Answer 35

First order = consistency across activities (nothing undermines others, net = gross)
Second order = mutual enhancement of actvities (each part makes the other better than they could have been seperately, adds value to others) ex: design course around prof skillset means prof perfectly suited for position, classes are specialized
Third order = optimization of activities (every activity mutually enhances system)

Question 36

What is the impact of trade-offs and sustainable positions?

Answer 36

position can be replicated technically, but want it to be only replicable if tradeoffs occur.

• • someone cant copy you without messing up their own position, have to trade something out and cant have everything
    (ex: airline made cheap and easy = position, but other airline try copy while maintain high end option as well just dont work, each undermines other and quality/other parts end up sacrificed so tradeoffs!)

Question 37

When analyze strategy, what are the two strategic environments? How can one analyze them?

Answer 37

1. External environment (impacts of competitors and market) – analyze with industry analysis like Porters 5 forces!
2. Internal env (what the company does/needs to do/should change) – analyze with firm analysis like VRIO framework
   Both can impact strategic choices

Question 38

In strategic analysis, what are the two main strategic choices available for deciding what to do?

Answer 38

1) Corporate strategy: decide which industries, how manage activities across that ind.
2) Business strategy: decide how act and succeed in context of a particular (potential) industry

Question 39

What is industry analysis?

Answer 39

figure out…
- which ones attractive
- what need do in industry to succeed and maintain competitive adv
- what aspects of indutry itself make easier/harder for success
“is positioning ourselves in this industry a viable and good option?”

Question 40

What is the point of porters 5 forces framework? What are the forces?

Answer 40

Forces that impact profitability and how find position/industry to insulate self from the forces

• Rivalry b/t competitors: if high, operational effectiveness trap shows up bc everyone try undercut everyone, and there are less prospects for profitable and sustainable advantage
• Risk of new entrants: ppl can be drawn in by others successes, want to be high barriers to entry so can hold onto advantage w/o others diminishing it
• Risk of substitution: can customers satisfy same needs with other products/markets? = cap your adv of position and cap profitability
• Market power of buyers: if few large buyers to many suppliers (us), buyers can balance profits in market by switch bt when see you have too high margins
• Market power suppliers: companies (us) rely on small # suppliers they can hike prices (we at their mercy!), can see your margins go up and then decide to hike prices bc know you can afford and think they deserve some of that benefit

Question 41

What is firm analysis?

Answer 41

what can WE specifically do to acheive copetitive adv, what makes us special/unique

Question 42

What is the VRIO framework and the parts?

Answer 42

Analyses resources (anything you can use to create value, both tangible and intang)
V: valuable = add to value proposition? ppl value it? (disadv if spend $ on it but not adding much good)
R: rare = soemthing others cant get (if not, gonna be level playing field, no long lasting adv)
I: inimitable = competitors cant imitate it with different inputs bc if so would defeat purpose of rare resource (if not then only temporary comp. adv. bc competitors will begin to figure out how substitute to get same effect)
O: organization = actually putting resource to use? (if not then disadv bc competitors probably are putting it to use) **most ipmortant cuz w/o it, none of the others work lol
If resource has all of these aspects, then it can provide a solid competitive advantage that is also sustainable

Question 43

What is the sequence of steps in positioning?

Answer 43

1) which industries look good
2) how position ourselves
3) which resources etc will help us succeed?
but can also reverse this in a effectual reasoning type fashion
good idea to actually switch between the two directions bc the firm and industry analyses are complimentary

Question 44

What is tactical analysis?

Answer 44

Understand how people might react to our strategic actions, take this into account

Question 45

What is game theory?

Answer 45

way to view org actions as part of broader game (players with own incentives and opportunities)
- use theory analysis to think abt our actions and what others might do

Question 46

What is the prisoners dilemma game?

Answer 46

Nash Equilibrium = stable bc ppl involved know they must be selfish cuz otherwise they will be worse off no matter what
2 ppl accused of crime, each offered no jail time for what they self-criminate if they rat on the other who then gets 8yrs, if neither talks cops dont have enough to convict them for lots so 2yrs, if both talk then each will end up giving extra details on the other, outside of what they said themselves which will be enough to get them both in jail for 5 yrs
– point is, when one person evaluate own options, no matter what they believe other person will do, its in their best interest to talk (if P1 doesnt talk, P2 goes free if do, if P1 does talk, P2 still less sentence if also talk)

Question 47

How use game theory for tactical analysis?

Answer 47

prisoners dilemma can explain price wars (we cut our price, everyone does as well, but then everyone just stuck at lower margins, so best idea is everyone cooperate and everyone get good margins, but then still best interest for one person to cut prices anyway)

other games with different details (repeated games, ones where can take hidden actions, etc) or more players can help predict others actions

Question 48

Summarize the seminar activity we did about Tesla and the EV market industry-wise

Answer 48

Analyzed porters 5 forces for the market, saw that over time every force increased in severity, so at beginning it would have been good to enter but now its not a good idea
Actually, not many people entered early cuz unknown and needed lots resources, but later can develop own resources and cut costs easily

Question 49

Summarize the seminar activity we did about Tesla and the EV market firm-wise

Answer 49

• The EV tech had all the VRI but not exactly the O at the beginning so EV was not strategic resource
• then in middle had all of em so yes strategic resource,
• then later on/now its not rare and not inimitable so no longer strategic resource

Question 50

What is Schein’s model of organizational culture? 3 parts?

Answer 50

Org kinda has a personality and other characteristics

• artefacts (objects, language, activities)
• espoused beliefs and values
• underlying assumptions

Question 51

What makes up the artefacts part of Scheins model?

Answer 51

observable stuff = immediately evident when enter org,
the surface layer of culture (how talk, behave in org)
- objects = architecture, furniture, logos, dress, posters, products, tools (dress: uniform and muted colours/styles vs allowed to express selves and show individuality through clothes)
- activities = rituals, meetings, parties, traditions, gestures, rewards/punishments (rituals/rewards like employee of month: is it awarded at all? and on best sales/performance or on niceness/teamwork)
- language = jargon, nicknames, stories, humour, metaphors, rules, superstitions (metaphors: company refer to selves as ‘family’/’cult’/’society’/’team’ etc)

Question 52

What makes up the espoused beliefs and values part of Scheins model?

Answer 52

Principles and goals that we feel have intrinsic worth
Help to shape artefacts - reguilative force on them as well
often stuff at back of minds, but still able to articulate
ex: best employees are best teammembers vs best sales person

Question 53

What makes up the underlying assumptions part of Scheins model?

Answer 53

What ppl believe to be the ‘truth’ / the way things are, often overlooked/forgotten/taken fro granted
Dont really even know theyre there and cant really articulate
Can be reflected in espoused values
ex: assume fundamentally people work best in teams so org is kinda structured and functions around that

Question 54

How do the three parts of Scheins model interact?

Answer 54

• artefacts are influenced by values and assumptions, values also shaped by assumptions
• if theres a conflict bt values and artefacts, maybe brings up an underlying assumption that may need to be questioned
• can also go other way in that when do things (artefacts) can lead to question values and even assumptions
• if values are challenged often, underlying assumptions will end up surfaced

Question 55

How did Mary Joe Hatch alter Scheins model?

Answer 55

Added symbolism into the mix and made it a heckin circle!
symbols can be impacted by and impact both artefacts and assumptions
symbolic shit is like meanings that have attaached to artefacts and become interpreted into assumptions (ex: give someone flowers - may mean sarcastic joke, may be truly sincere)

Question 56

What are the two ways the Schein model may be important/useful?

Answer 56

Culture can help with context: what kinds of choices are currently legitimate (behvaiours etc that fit with culture rn), which kinds of choices could potentially be legitimated and how would one do it (use current rhetoric/values to produce new thing)
Culture can help with focus: can be a strategic resource to help make and sustain capabilites and create effective positioning (understand which positions can effectively occupy and with which activites and fit), can also see hiw its a source of inertia or can be a source of innovation (understand culture = understand how implement new changes)

Question 57

What is organizational inertia?

Answer 57

All the dynamics that keep orgs working the same way, limits change, stuck on the status quo, reverting back after attempted change

Question 58

What are the three sources of inertia?

Answer 58

Pragmatic: resist due to self interest
Normative: resist because of moral reasons or concerns about appropriateness
Cognitive: resistance based on sense and understanding

Question 59

What are the pragmatic sources of inertia?

Answer 59

• Fear of failure =
  a) thinking it wont work (my idea may not have resources/may mess with other stuff/etc so failure will reflect on me personally)
  b) I cant do it (i dont have personal skills, will look inadequate)
  c) they wont like it - stakeholders (backlash from decision, even if it does technically help)
• fear of losing motivation/enjoyment = resist change that might take away their favourite part of the job
• fear of loss of power/prestige = ex: consider outsource advertising services, then head of advertising will no longer have power/control and dont want that so resist change

Question 60

What are the normative sources of inertia?

Answer 60

• Moral disapproval = ppl may resist bc believe change goes against morals
• social norms = resist bc ‘its not the way we do things here’ (undermines character of org)
• evaluations of motivation and good faith = the change is being pursued for the wrong reasons (someone propose change that help company but also happens to increase the prestige of their department, so person may resist if think thats why theyre doing it even if thats not true)

Question 61

What are the cognitive sources of inertia?

Answer 61

• habituation = used to doing things a certain way and dont want to change and leave comfort zone
• uncertainty/ambiguity =
  a) not sure if should do it (will it improve or harm?)
  b) not sure how to actually implement change (need more instruction/steps)
  c) taken for granted-ness = stuff so habitual that forgotten abt so only rise to attention when challenged, then suddenly realize dont wanna lose that (used to regular viability of industry, so confused when company decides need to switch out and then resist)
• exhaustion = if always tryna do change, ppl may just not wanna be learning new stuff all the time and say hey chill out

Question 62

What are the 4 types of responses to change?

Answer 62

1 Active Resistance = go out of way to make the change fail
2 Passive resistance = hoping the change will fail but not try to intentionally make fail or to make succeed either
3 Compliance = do what supposed to, accept it but not going out of way to make things better
4 Enthusiastic support = trying absolute hardest to make it happen (this is the one we want!)

Question 63

What are the merits of resistance?

Answer 63

Can be rooted in good reasons and therefore help find potential issues you may have overlooked.
Resistance will help identify necessary edits that need to be made and help solidify the plan
Pragmatic = ‘change just wont work!’ can show reality check
Normative = ‘this is immoral’ can lead to reflect on org values
Cognitive = interpretation of world/org can be misplaced so might not fit as well as planned

Question 64

What are the 3 steps to disrupting existing structues when trying to implement a change?

Answer 64

1) sensemaking = undermine some of current beliefs and provide examples existing that show weaknesses of current assumption
2) question social norms = find way to show change reflects current values or show how current way of doing things doesnt reflect them
3) subvert existing controls = change some stuff so that early movers for the change arent punished for trying to make it work

Question 65

What are the 3 steps to building momentum when trying to implement a change?

Answer 65

1) sensemaking =
a. define what try to do to overcome cognitive inertia (make understand what change is and why)
b. advocate for change by explain necessity, get ppl on board and passionate about it
c. coordinate how everyone can help and who should do what
2) coalition building = coordinate efforts: ensure have influential ppl on your side, ensure members of coalition truly care and willing to make effort
3) build spaces for support and communication = make sure ppl able to get together and reenergize one anoher bc change is exhausting, also place where ppl can share tactics to encourage change

Question 66

Why do you need entrenching for implementing a change? What are the 3 tactics for entrenching a new normal?

Answer 66

Need way to use inertia to your advantage to keep the change for the long run rather than brief followed by backslide into old habits

1) Enable and police (pragmatic) = ensure ppl have necessary resources to enact change, reward those who do it and pos punish those who dont
2) Valorize and demonize (normative) = celebrate achievements of those who embrace change and do well with it (bc others admire then copy) and pos demonize/make resisters look bad
3) Normalize and routinize (cognitive) = ensure that new change replaces old as the status quo, have steps/policies/best practices to make change easier and create habit

Question 67

How might resistors respond to change efforts and work to resist them?

Answer 67

Use the same momentum and entrenchment tactics used for the change! (fight fire with fire babeyy)

• support those who use old routines
• demonize supporters of new status quo
• undermine beliefs that legitimize the change
• point out values of org and argue they actually don’t fit with new change and better with old setup
• attempt gain control and form own group

Question 68

What are the 3 dimensions of power?

Answer 68

1D: visible in org preferences and decisions
2D: visible in agenda setting behaviour (decisions never even made it to the table, written off immediately bc of underlying values/assumptions)
3D: less visible, more systematic and applicable to a lot of society (ex: women so used to/trained in misogyny that even perpetuate it themselves)

Question 69

What are the ways you can have power?

Answer 69

• “Power to” by being part of groups
• With persuasion
• with story-telling
• with coalition building
• buy ofc getting things done through others

Question 70

What are the 6 principles of persuasion?

Answer 70

1) principle of liking: win friends! find similarities bc ppl like ppl similar to them, also be nice and give real compliments
2) reciprocity: give stuff and they will be more likely to give back (gifts, praise)
3) social proof: use peer power, best horizontally, get someone similar to them help to convince, rather than direct persuasion from you
4) consistency: make commitments active (made explicit by say outloud or written down), public (visible so that ppl feel need to be consistent/dependable in front of others), and voluntary (pressured/threatened ppl arent gonna actually follow through bc not viewed as oersonal commitment)
5) authority: use expertise (your own or others) and be subtle about bringing it up, allow to develop casually
6) scarcity: highlight unique benefits and exclusive info bc ppl more interested in something scarce/special

Question 71

How does the organizational environment impact success?

Answer 71

1) Technical environment
- tech changes quick so need be able to handle that
- mechanic org better suited to exploit tech tasks
- organic org better at adjusting to tech
2) Sociocultural env
- shapes which org setup is used and considered acceptable/logical
- decides what works for stakeholders (willingness to invest) /products/etc

Question 72

What is an institution?

Answer 72

A fact of social life! - how ppl act and think in a society

• often taken for granted bc so familiar that dont exactly notice them
• dont often question them
  ex: the dollar as a form of exhange is an institution

Question 73

What are the 3 ways institutions influence people?

Answer 73

Example: driving on the wrong side of the road

1) regulative/pragmatic dimension: stuff that keeps you prescribing to this institution bc of self interest (formal sanctions if you dont, plus others will see you badly and you want to be doing what others are doing)
2) normative dimension: ppls response to you - how things ‘should’ be (ppl will evalute you as an irresponsible person, dangerous, problematic)
3) cognitive dimension: institution so habitual that ppl dont notice them, theyre just ‘normal’ (expected to drive on right side of road, hard to imagine someone jsut not doing that)

Question 74

What else do we know about institutions?

Answer 74

• can characterize smaller stuff than just all of broad society (ex: a university society - going to classes is institution, doing assignments, etc) – could be done differently but currently shapes what is normal
• interdependent! existence/functionning of institutions depends on the existence of other institutions (ex: dollar as a means of exhange only valid if the institution of shops accepting dollar in return for product is also valid and supported)

Question 75

What is institutional logic?

Answer 75

Set of roles relationships purposes activities that define a recognizeable area of social life (ex: family life has own institutional logic - regular roles, relationships, etc) – the logic is kinda like a blueprint: use it to recognize similar things even with variations
– also draws attention to various societal/overall things that tie into the logic and only exist bc of the logic (ex: legal custody hearings only occur bc of the normal roles of parents and relationships)

Question 76

How do orgs depend on stakeholders?

Answer 76

• need lots ppl invested in success to do well
• they create social legitimacy by positively evaluating the business – show belief that org is competent moral and rational (3 prag/norm/cogn)

Question 77

Why/how do organizations pursue social legitimacy?

Answer 77

1) self interest = rely on stakehollder resources and only get those if you look legit so they conform to traditional institutional perceptions
2) member commitments = org is group of ppl and they actually believe in the competency and morals of the company sooo positive evaluation results

Question 78

How do institutional logics shape social evaluations?

Answer 78

• provide examples of competency bc if you deviate from the institution then ppl vview you as weird and likely not qualified/dont know what youre doing
• examples of morality bc deviate from institution shows wrongness (can be situation dependent) (ex: industry normally 9-5 workdays and if you dont do that then ppl maybe think youre not committed/cant handle it)
• rationality examples bc if do different, ppl so used to habitual/’normal’ ways that different way will not make sense to them (ex: when microfinance was introduced ppl not used to these tiny but LOTs of loans :. weird)

Question 79

What are the 3 kinda definitions/aspects of CSR?

Answer 79

1) doing something good because its good, or at the least avoid doing something bad
2) window dressing: good stuff for public relations and image management, maybe not eben actually doing good things but as long as people think you are its fine and you profit off it
3) a system of beliefs and expectations, heres what good/bad behaviour actually looks like, now being academically studied

Question 80

How is CSR an institutional logic?

Answer 80

Its a system to evaluate org behaviour, decides context, shapes org legitimacy (social evaluation from others, is CSR a good thing or just regularly expected or ..)
What people do to socially evaluate the org based on CSR impacts how successful it (CSR) is for the org

Question 81

What is the big question with CSR

Answer 81

Do organizations have obligation to pursue GOOD behaviour or just PROFITABLE behaviour

• question has always been there since industrial revolution, has been fluctuations in support
• gives context for org decision making and survival regardless of actual significance of CSR itself

Question 82

What is the instrumental justification for CSR?

Answer 82

Interest in CSR = better performance and profit

a) avoid the bad stuff so that reputation is goo
b) consumer wants ethical shit so if they can do that with their purchases they will, and okay to pay premium for it - ethical stuff can be included in positioning and strategy

Question 83

what are the two general approaches to intrumentally motivated CSR?

Answer 83

1) cosmetic: publicize good stuff youve done so people see that youre good guy
2) strategic: integrate it into strategy = include it from beginning to shape decisions, see it as not just a constraint but as something all functions of copmany can improve, CSR is fundamental and a benefit that can be offered to consumer so tailor and make most of trend

Question 84

If CSR is always beneficial to the firm, you should always do it right? Argument is won?

Answer 84

No because sometimes if your target market doesnt give a shit or even worse actively avoids whatever CSR related thing (ex: gender non-conforming clothing) then can have no positive impact so money spent on nothing that matters or can reduce profits!
Also, can get lotta profit from bery non CSR shit (fraud, other unethical actions) as long as you keep a positive frontal image

Question 85

What is the moral justification for CSR?

Answer 85

Do good because its what you should do.
It need not be increasing profits or directly benefitting company, just seek ethical bc right thing to do.
Cant completely separate business from outside world morals and societal impacts…

Question 86

What are the 3 broad steps to implement a new change within an organization?

Answer 86

1. Disrupt existing structures
2. Build momentum for the change
3. Entrench the new normal