Week 2 Flashcards
What are dynamic capabilities?
- Organizations’ ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments (Teece, 1997, p. 516)
- Sensing (detecting) opportunities and threats;
- Seizing (capturing) opportunities;
- Transforming (reconfiguring) intangible and tangible assets
What is organizational resilience?
Resilience is the ability to maintain the functionality of a system when it is perturbed or the ability to maintain the elements required to renew or reorganize if a disturbance alters the structure of function of a system
The Resilience Architecture Framework (RAF)
name the 4 parts
What is “organizational ambidexterity”
Adaptation through exploiting existing competences and exploring new capabilities (functional momentum).
• This is often called “organizational ambidexterity”, however, it should be built on dynamic processes, as well as on complex social networks that determine a firm’s ability to integrate internal and external knowledge in this process
Explain ambidexterity in the digitization process
ambidexterity in the digitization process would be the ability to overcome two challenges at the same time: innovating with new digital businesses while also digitizing core holdings
What is a high-reliability organization? (HRO)
Organizations that have the potential for catastrophic failure yet engage in nearly error-free performance
What can we learn from HROs?
Preoccupation with failure –small failures must be noticed;
- Preoccupation with failure –small failures must be noticed; focusing on points of failure by increasing alertness, fighting inertia, looking for new alternatives, identifying errors, and developing processes to prevent mistakes.
What can we learn from HROs?
Reluctance to simplify –“distinctiveness retained rather than lost in a category”
- Reluctance to simplify –“distinctiveness retained rather than lost in a category”; promotes a thoughtful, data-driven process that considers the uniqueness of a problem before applying a solution. It discourages the form-fitting application or popular ‘best practice’ solutions to problems without thorough consideration of the problem’s unique context.
What can we learn from HROs?
Sensitivity to operations –“notice nuances that portend failure”
Sensitivity to operations –“notice nuances that portend failure”; recognizes that a solution to one problem may create another and therefore process-wide measurement is essential. This is accomplished through sharing real time data, shifting problems to experts, and engaging in face to face communication.
What can we learn from HROs?
An under-specification of structures
An under-specification of structures refers to using the highest level of recognized expertise in improving reliability, not necessarily the higher-ranking “boss”.
What can we learn from HROs?
Commitment to resilience –ability to bounce back by “locating pathways to recovery”
Commitment to resilience –ability to bounce back by “locating pathways to recovery”; encourages the use of individual initiative to maintain process improvements long-term (relying on the expertise of front-line workers).
Explain Sensing, Seizing and Transforming
