Moss Kanter (2011) Flashcards
Moss Kanter (2011) Which are the six facets of institutional logic, becoming an institution?
a common purpose - across units (identity)
a long-term view
emotional engagement
community building
innovation
self-organization
What is the main argument in Moss Kanter (2011), How great comanies think differently
Great companies need to be more than money machines. Intrisic part of society, an enduring institution. Invest in future and beware of needs of people and society! Become an institution with six principals
What does Moss Kanter (2011) mean with “a common purpose - across units”?
A way to create buffers to uncertainty
What do we represent? Not just our products
Identity - Increasingly important in a changing and globalised world, to have an
Norms and values that you adhere to as an employee, customer, supplier
Representing something larger than profit - not only about community service (e.g. Novartis & IBM)
What does Moss Kanter (2011) mean with “long term orientation”?
Short term sacrifice for long term survival
Invest in the environment
Invest in employees
What does Moss Kanter (2011) mean with “emotional engagement”?
Absolutely imperative to have motivation and emotions around and organisation
Mutual development, positive spirals
Real values that we can stand up for
Dialogue
E.g. P&G mobile baby clinics
What does Moss Kanter (2011) mean with “cooperate with the public”?
Particularly important during internationalisation
We sometimes forget that internationalisation equals mass localisation
Important with local affinity
Good corp cultivates relations to the public and other stakeholders
IBM help AND see mass-local govt relations as a long-term opportunity for business and innovation
What does Moss Kanter (2011) mean with “innovate”?
Social needs a source of innovation
And we can help others to innovate
cf. Porter & Kramer
Not just products and services, but processes and value-chains
Cemex’ distribution programme in S America, Construrama
Let the employees help (e.g. Novartis)
What does Moss Kanter (2011) mean with “self-organization”?
Institutions can trust their employees will act the way we want them to. Do not need to be managed to the same extent
Decentralisation often leads to customer-centred innovation
E.g. Gillette, GE, reverse innovation
Openness, vertically and horizontally
Informal roles
Super matrices
We are ”accountable along many dimensions simultaneously”