Surgical Safety and the Highly Reliable Surgical Team Essay

Careful Safety and the Highly Reliable Surgical Team - Essay Example The fundamental objectives are: improve wellbeing of careful patients experiencing methodology at Kaiser Permanente, Fresno and improvement of careful security perspectives of the two doctors as well as staff bringing about a situation that will diminish hazard to patients experiencing careful mediation and further keep up a no never occasions record. The reason for this postulation is to create elective strategies to guarantee 100% consistence with the utilization of a careful preparation; surpassing the necessities of Joint Commission's All inclusive Protocol (The Joint Commission , 2009) by OR staff individuals and doctors using the medical procedure division at Kaiser Permanente Fresno, California. Albeit careful wellbeing is in excess of a nearby test, just tending to singular practices and propensities at a neighborhood level can raise the edge to diminish huge careful setbacks. Kaiser Permanente OR staff and specialists are included all around prepared and experienced guardians. As new ideas become exposed, it very well may be trying for those people to see the advantage of fusing what is seen as pointless, tedious and relentless strides to forestall mistakes when they might not have had any close to home history of such blunders. Kaiser Permanente is an extremely unpredictable, exceptionally organized social insurance framework and all things considered, has a high level of formalization inside the association. This is can be seen exhibited all through the neighborhood, provincial, national workplaces and clinical focuses. Moreover Kaiser Permanente is involved three unmistakable organizations: Kaiser Foundation Hospitals and their auxiliaries (KFH), and the Kaiser Foundati on Health Plan (KFHP) which are both not revenue driven companies. The Permanente Medical Group (TPMG) which comprises of eight separate doctor gatherings, is a revenue driven venture. Kaiser Permanente has 37 Medical Centers and 400 clinical workplaces broadly. Northern California is their biggest area, which represents 20 Medical Centers. Kaiser Permanente Fresno has 5 particular clinical places of business (MOB) situated among Selma and Oakhurst California. The Fresno Medical Center has a supplement of 169 authorized beds, 8 careful suites with an extra 2 work and conveyance suites. The office gives both inpatient and mobile careful consideration, which is encouraged by 200 doctors, 500 or more attendants, alongside 80 clinical care staff, overhauling 108,000 individuals. There is right now an objective to coordinate and embrace all territorial sets of responsibilities at the neighborhood levels. There are national, territorial, just as nearby approach and strategies covering numerous

Improving The Teaching of Physics :: Learning Education Papers

What this paper is about I will endeavor to give answers to the subject of how one can encourage the procurement of profound reasonable comprehension of physical ideas and make learning increasingly important to understudies. I will do this by utilizing the aftereffects of a few material science training inquires about as moored on some significant troubles material science instructors have in educating material science. The issues in material science educating Throughout the years, material science instruction has been assailed with a large number of issues. The most convincing is the manner by which to train material science to the understudies with the goal that they will get it, and value it. A branch of this trouble is the issue of holding in the program those understudies who have at first chosen to study material science. Seymour and Hewitt’s (1997) concentrate on why students leave the sciences uncovered that understudies switch not on the grounds that they come up short on the psychological capacity. The three primary worries for moving are the need or loss of intrigue, conviction that a non-SME offers superior instruction, and poor educating of SME staff. Taking a gander at these reasons, we understand that the circumstance isn't at all miserable. I accept that we could plan something for address these issues. The situation would have been lamentable if the essential explanation behind the switch is the students’ absence of mental capacity. From my perspective, the issue of need/loss of intrigue and the conviction that SME offers superior training is realized or bothered by the issue of poor instructing of SME workforce. In the event that we can address the issue of poor training we will basically be tending to the two different issues. In the event that we can all the more likely show material science, at that point this can be a wellspring of inspiration for understudies to remain in physical science. Another serious issue in material science instruction is that understudies don't seem to pick up as much information out of their material science courses as wanted. The most likely explanation behind this is the over-reliance of material science educators on utilizing the â€Å"traditional lecture†. Talks in material science can be an amazingly inactive encounter for understudies, especially hazardous for the individuals who accept that on the off chance that they can follow the teacher, they’ve aced the material (Tobias, 1990). In this paper I will introduce manners by which we can improve huge talk classes so as to make learning increasingly important for understudies. The inspiration for this is my conviction that auditoriums will even now keep on overrunning material science offices. Diminishing the quantity of understudy instructor proportion is an unrealistic reality.

Products and Aids to Help You Quit Smoking

Products and Aids to Help You Quit Smoking Addiction Nicotine Use How to Quit Smoking Print Products and Aids to Help You Quit Smoking Be More Comfortable as You Quit By Terry Martin facebook twitter Terry Martin quit smoking after 26 years and is now an advocate for those seeking freedom from nicotine addiction. Learn about our editorial policy Terry Martin Medically reviewed by Medically reviewed by Sanja Jelic, MD on July 14, 2016 Sanja Jelic, MD, is board-certified in sleep medicine, critical care medicine, pulmonary disease, and internal medicine.   Learn about our Medical Review Board Sanja Jelic, MD Updated on February 08, 2020 Science Photo Library/Getty Images More in Addiction Nicotine Use How to Quit Smoking After You Quit Nicotine Withdrawal Smoking-Related Diseases The Inside of Cigarettes Alcohol Use Addictive Behaviors Drug Use Coping and Recovery Hands down the best quit aid on the planet is your own will and determination. If you arent motivated and committed to kicking the habit, no quit aid can help you. If you are ready to quit, any of them have the potential to work beautifully. That said, there are a variety of products on the market today that are designed to help people stop smoking gradually. Choosing one that is right for you is essentially a matter of preference, barring any medical concerns you might have. Its always a good idea to check with your doctor if youre thinking about smoking cessation to discuss what might work best for you before making a decision. A Word About Cold Turkey Cold turkey is the term used to describe quitting smoking without the help of quit aids  of any sort. The advantage of this method is that the majority of nicotine is out of a persons body within a few days. The discomforts can be intense, but physical withdrawal is short. A lot of people are able to stop smoking successfully by going cold turkey, but if this sounds too extreme for your liking, quit aids are a good option. How Your Brain Reacts to Nicotine Nicotine Replacement Therapy Nicotine replacement therapies (NRTs) provide a measured dose of nicotine to help ease the physical symptoms of nicotine withdrawal.?? Unlike cigarettes, which consist of thousands of poisonous and/or carcinogenic chemicals, NRTs contain only nicotine. When used according to the manufacturers directions, NRTs allow gradual withdrawal from nicotine by reducing the amount of it in each dose. Nicotine PatchThe nicotine patch is one of the most popular NRTs available on the market today.Nicotine InhalerThe nicotine inhaler  consists of a plastic cigarette-like tube that houses a replaceable nicotine cartridge and a mouthpiece. The cartridge contains nicotine which is released into the users mouth and throat when inhaled.Nicotine Nasal SprayThe nicotine nasal spray is inhaled through the nasal passages several times a day to relieve nicotine cravings.Nicotine LozengesThe nicotine lozenge comes in the form of a small, candy-like tablet. When placed in the mouth and allowed to dissolve, nicotine is absorbed into the bloodstream.Nicotine GumUsed as a chewing gum, nicotine gum comes in two strengths: 2mg for people who smoke less than 25 cigarettes a day, and 4mg for those who smoke 25 or more cigarettes a day. The Downside of NRTs Because NRTs contain nicotine, the addictive component in tobacco, there is a slight risk of addiction when using these products. However, if you follow the manufacturers directions carefully and wean off the NRT of your choice as specified, this can be a safe and comfortable way to end your smoking addiction. Can You Be Addicted to Nicotine Gum? Nicotine-Free Quit Aids Several quit aids are available now that do not use nicotine as the active ingredient. The following therapies are given under a doctors care only. ZybanBupropion hydrochloride, marketed under the names Zyban, Wellbutrin SR, and Wellbutrin XL by GlaxoSmithKline, is an anti-depressant drug that also works well as a quit aid.?? It has been shown to dramatically reduce physical withdrawal symptoms associated with nicotine.ChantixDiscovered and developed by Pfizer, Inc, varenicline tartrate is marketed under the trademark of Chantix. Approved by the FDA in May 2006, Chantix has the unique ability to partially activate nicotinic receptors in the brain, which reduces cravings to smoke?? Additionally, if a person smokes during the course of Chantix treatment, the drug impedes smoking satisfaction by blocking nicotine from binding with these same receptors. Other Methods and Remedies HypnosisHypnosis seeks to put people into an altered state of mind where they become more susceptible to suggestion. Research on its effectiveness helping smokers to quit smoking is inconclusive, but it may help some people without risk of serious side effects.?? Learn what you need to know to decide if its right for you.Self-HypnosisStudies show that self-hypnosis may effectively help with pain, childbirth, stress, anxiety, and some pediatric issues. ??? It is not proven to help with smoking cessation, but some people do say its helped them quit while avoiding weight gain.AcupunctureAcupuncture is an ancient Chinese medical practice that uses needles placed at specific spots in the skin to treat pain or disease. There is some evidence that acupuncture might help people stop smoking, but more research is needed to see if it can effectively treat addiction to nicotine.??Lobelia as a Quit AidA medicinal herb used by Native Americans, Lobelia has qualities that are similar to nicotine w hile being 50â€"100 times weaker than nicotine.?? It is sometimes recommended as an herbal remedy for quitting smoking. What About the Electronic Cigarette? The electronic cigarette is a smoking alternative rather than a quit aid. It has not been approved in the U.S. as a quit aid as of yet, so there isnt a doctor-devised and approved quit plan to go with it. Even so, a lot of people use e-cigarettes to help  them quit smoking. 4 Facts About E-Cigarettes That You Need to Know Bottom Line Withdrawal from nicotine is just one part of the healing process we go through while recovering from nicotine addiction. The rest of the story involves how we let go of the many mental associations that have built up over the years between smoking and our lives. Quit aids cannot help us with this aspect of healing, but support and education can. Research and select your quit aid/method of approach, add some support and education, and youre on your way. Why the First Year of Smoking Cessation Is So Important

Feeling Overwhelmed by Research Organize Your Notes

When working on a large project, students can sometimes become overwhelmed by all the information they gather in their research. This can happen when a student is working on a  research paper with many segments or when several students are working on a large project together. In group research, each student can come up with a stack of notes, and when the work is all combined, the paperwork creates a confusing mountain of notes! If you struggle with this problem you may find relief in this coding technique. Overview This organization method involves three main steps: Sorting research into piles, forming sub-topicsAssigning a letter to each segment or â€Å"pile†Numbering and coding the pieces in each pile This may sound like a time-consuming process, but you will soon find that organizing your research is  time well spent! Organizing Your Research First of all, don’t ever hesitate to use your bedroom floor as an important first tool when it comes to getting organized. Many books begin their lives as bedroom floor-piles of paperwork which eventually become chapters. If you are starting with a mountain of papers or index cards, your first goal is to divide your work into preliminary piles that represent segments or chapters (for smaller projects these would be paragraphs). Don’t worry—you can always add or take away chapters or segments as needed. It won’t be long before you realize that some of your papers (or note cards) contain information that could fit into one, two, or three different places. That’s normal, and you’ll be pleased to know that there is a good way to deal with the problem. You will assign a number to each piece of research. Note: Make absolutely certain that each piece of research contains full citation information. Without reference information, each piece of research is worthless. How to Code Your Research To illustrate the method that uses numbered research papers, we’ll use a research assignment entitled â€Å"Bugs in My Garden.† Under this topic you might decide to start out with the following subtopics which will become your piles: A) Plants and Bugs IntroductionB) Fear of BugsC) Beneficial BugsD) Destructive BugsE) Bug Summary Make a sticky note or note card for each pile, labeled A, B, C, D, and E and start sorting your papers accordingly. Once your piles are complete, start labeling each piece of research with a letter and a number. For example, the papers in your â€Å"introduction† pile will be labeled with A-1, A-2, A-3, and so on. As you sort through your notes, you might find it hard to determine which pile is best for each piece of research. For example, you may have a note card that concerns wasps. This information could go under â€Å"fear† but it also fits under â€Å"beneficial bugs,† as wasps eat leaf-eating caterpillars! If you have a hard time assigning a pile, try to put the research into the topic that will come earliest in the writing process. In our example, the wasp piece would go under â€Å"fear.† Put your piles into separate folders labeled A, B, C, D, and E. Staple the appropriate note card to the outside of its matching folder. Start Writing Logically, you would start  writing your paper using the research in your A (intro) pile. Each time you work with a piece of research, take a moment to consider if it would fit into a later segment. If so, place that paper in the next folder and make a note of it on the index card of that folder. For example, when you are finished writing about wasps in segment B, place your wasp research in folder C. Make a note of this on the folder C note card to help maintain organization. As you write your paper you should insert the letter/number code each time you use or refer to a piece of research—instead of putting citations in as you write. Then once you’ve completed your paper you can go back and replace codes with citations. Note: Some researchers prefer to go ahead and create full citations as they write. This can eliminate a step, but it can become confusing if you are working with footnotes or endnotes and you attempt to re-arrange and edit. Still Feeling Overwhelmed? You might experience some anxiety when you read back over your paper and realize that you need to restructure your paragraphs and move information from one segment to another. This is not a problem when it comes to the labels and categories that you’ve assigned to your research. The important thing is making sure that each piece of research and each quote is coded. With proper coding, you can always find a piece of information when you need it—even if you’ve moved it around several times.

The 5 Elements Of Effective Thinking - 1002 Words

Shocked standing in confusion you find out your friend intentionally failed at something you needed help with. Trying to grasp the reason they failed you you are dumbfounded. Some people believe that failure is essential for success. In the book, The 5 Elements of Effective Thinking, the authors, Edward Burger and Michael Starbird, state that a person should intentionally fail in order to succeed. However, this stance is inaccurate because it goes against biblical evidence, causes psychological problems, and make success impossible in the professional world. Failing by intention is not a biblically sound concept; it undermines many biblical truths. In Acts 17:30 we are commanded to repent from sin. You can not repent from sin if you are intentionally failing. Repentance is to completely turn away from something. It was explained to me as a child that repentance is running away from something as fast as you can. If we apply the principle of intentional failure in our lives it undermines what the bible commands concerning sin. Paul in Romans 6:1-2 states â€Å"What should we say then? Should we continue in sin so that grace may multiply? Absolutely not! How can we who died to sin still live in it?† Paul is pointing out that we should not fail in our moral integrity simply because we can but rather strive to succeed. Through Christ we have forgiveness from sin. Regardless, that does not allow allow us to sin as we please. Failing should come about when we have put ourShow MoreRelatedThe Elements Of Thought And The Army Pro blem Solving Process Essay1461 Words   |  6 PagesThe Elements of Thought and the Army Problem Solving Process Critical thinking is an essential trait that every Army officer must possess. Officers must learn this trait and sharpen it through regular practice. The idea of critical thinking as a valuable aspect of the problem-solving process may seem daunting on the surface; however, it creates a more effective process in reaching crucial decisions for the Army officer. The critical thinking process, along with the elements of thought, used withRead MoreTeaching Skills As A Human Resource Practice Student1002 Words   |  5 Pagesworking for me and what isn’t. I will have to understand the concepts, theories and ideas that are much more appropriate for my level 4 and level 5. Practice will help me to recognise the weakness and build up confidence. I need to consider frequent study skills as a Human Resource Practice student to achieve Level 4 certification and utilize them in level 5. One of the main principles of study skills is time management. 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Bloodsucking Fiends A Love Story Chapter 35 Free Essays

Chapter 35 Sculptures Sunset cast a warm orange across the great Pyramid, while below, the Emperor enjoyed a cappuccino on a concrete bench and Bummer and Lazarus battled for the remains of a three-pound porterhouse. â€Å"Men, would that I could let you, like Cincinnatus, retire like gentlemen soldiers to the country, but the City is still in need. The fiend is vanquished, but not the despair of my people. We will write a custom essay sample on Bloodsucking Fiends: A Love Story Chapter 35 or any similar topic only for you Order Now Our responsibility is legion.† A family of tourists passed the Emperor, hurrying to get to the cable-car stop at California Street before dark, and the Emperor tipped his cup in salute. The father, a balding fat man in an Alcatraz sweatshirt, took the Emperor’s gesture as a request for spare change and said, â€Å"Why don’t you get a job?† The Emperor smiled. â€Å"Good sir, I have a job. I am Emperor of San Francisco and Protector of Mexico.† The tourist scrunched his face in disgust. â€Å"Look at you. Look at your clothes. You stink. You need a bath. You’re nothing but a bum.† The Emperor looked down at the fraying cuffs of his dirty wool overcoat, his rib-worn gray corduroys, stained with splatters of vampire blood, the holes in his filthy sneakers. He raised an arm and took a sniff, then hung his head. The tourists walked away. Cavuto and Rivera sat in leather wingback chairs in front of the fireplace in Cavuto’s Cow Hollow apartment. The fireplace was burning, the fire crackling and dancing as it fought off the damp chill of the bay. The room was furnished with rugged oak antiques, the bookshelves filled with detective novels, the walls hung with guns and posters from Bogart movies. Rivera drank cognac; Cavuto, Scotch. On the coffee table between them stood a three-foot-high bronze statue of a ballerina. â€Å"So what do we do with it?† Cavuto asked. â€Å"It’s probably stolen.† â€Å"Maybe not,† Rivera said. â€Å"He might have bought it from Degas himself.† â€Å"The black kid says it’s worth millions. You think he’s right?† Rivera lit a cigarette. â€Å"If it’s authentic, yeah. So what do we do with it?† â€Å"I’ve only got a couple of years before I retire. I’ve always wanted to own a rare-book shop.† Rivera smiled at the thought. â€Å"The wife wants to see Europe. I wouldn’t mind having a little business of my own. Maybe learn to play golf.† â€Å"We could turn it in and just finish our time. They’re going to move us out of homicide after this, you know that? We’re too old for narcotics. Probably vice – night after night of screaming hookers.† Rivera sighed. â€Å"I’ll miss homicide.† â€Å"Yeah, it was quiet.† â€Å"I’ve always wanted to learn about rare books,† Rivera said. â€Å"No golf,† Cavuto said. â€Å"Golf is for pussies.† Tommy moved the futon so he could sit facing the two statues, then sat down to admire his handiwork. He’d worked all day in the foundry below, covering Jody and the vampire with the thin coat of conductive paint and putting them into the bronzing vats. The two biker sculptors had been more than happy to help, especialy when Tommy pulled a handful of cash out of the grocery bag that the Emperor had delivered. The statues looked very lifelike. They should, they were still alive under the bronze coating, except for Zelda, who stood next to the two vampires. Tommy had put Jody in a leotard before he applied the paint. He’d dressed the vampire in a pair of his own jockey shorts. It was amazing how fast the vampire had healed after drinking Jody’s blood. The worst part had been waiting – waiting outside the bedroom where Jody had carried the vampire, waiting for them to go out at sunrise, listening to the soft murmur of their voices. What had they been talking about? Overall, the vampire looked pretty good. Almost all the damage to his body had healed by morning. Jody, even bronzed, looked beautiful. The finishing touch had been to drill ear holes through the thick bronze coating so he could talk to her. â€Å"Jody, I know that you’re probably really, really mad. I don’t blame you. But I didn’t have a choice. It’s not forever, it’s just until I can figure out what to do. I didn’t want to lose you. I know you wanted to just go away and I think you would have, but he wouldn’t have. He would never have let me live.† Tommy waited, as if he would get some response from the statue. He picked up the grocery bag of money from the floor and held it up. â€Å"By the way, we’re rich! Cool, huh? I’ll never make fun of Lash for studying business again. In less than a day he fenced the art from the yacht and got us ten cents on the dollar. Our cut’s over a hundred thousand. The guys flew to Vegas. We tried to give a share to the Emperor, but he would only take enough to buy a meal for Bummer and Lazarus. He said that money would distract him from his responsibilities. Great, huh?† He dropped the money and sighed. â€Å"Those two cops believed you. They’re going to leave us alone. They reported that the killer was on board the yacht when it went up. Lash gave the gate guard some money to back up their story. I couldn’t believe they were going along with it. I think the big cop kind of likes me. â€Å"I’m going to write a book about this. I came here to find adventure and being with you sure has been that. And I don’t want to give it up. I know we’re not the same. And we shouldn’t feel lonely when we have each other. I love you. I’m going to figure I something out. I’ve got to sleep now. It’s been days.† He got up and went to Jody. â€Å"I’m sorry,† he said. He kissed the cold bronze lips and was turning to go into the bedroom when the phone rang. â€Å"It’s probably the Animals calling from some casino,† he said as he picked up the phone. â€Å"Hello.† â€Å"Uh, hi,† a man’s voice said. â€Å"Could I speak to Jody, please?† Tommy pulled the phone away and looked at it, then put it to his ear and said, â€Å"Jody’s†¦ well†¦ she’s deceased.† â€Å"I know. Can I speak to her?† â€Å"You sick fuck.† â€Å"Is this C. Thomas Flood? The guy from the paper?† Who was this guy? â€Å"Look, buddy, that was a mistake. They got the guy who did those murders.† â€Å"Look, my name is Steve. I can’t tell you my last name. Not until I’m sure it’s safe. I’m a med student at Berkeley. I spoke to Jody the other night. We were supposed to meet the other night at Enrico’s, but she never showed up. I’m kind of glad, I met a nice girl who works at the Safeway with you. Anyway, when I saw Jody’s name in the paper I took a chance and looked up the number.† â€Å"If you saw the paper, you know what happened to Jody,† Tommy said. â€Å"This isn’t very funny.† The line was silent for a moment, then Steve said, â€Å"Do you know what she is?† Tommy was shocked. â€Å"Do you?† â€Å"So you do know?† â€Å"She is, I mean was, my girlfriend.† â€Å"Look, I’m not trying to blackmail you or anything. I don’t want to turn you in. I talked to Jody about reversing her condition. Well, I think I’ve found a way to do it.† â€Å"You’re kidding.† â€Å"No. Tell her. I’ll call you back tomorrow night. I know she’s not up during the day.† â€Å"Wait,† Tommy said. â€Å"Are you serious about this? I mean, you can make her human again?† â€Å"I think so. It will probably take a few months. But I’ve been able to do it with cloned cells in the lab.† Tommy covered the mouthpiece and turned to the statue of Jody. â€Å"There’s a guy here that says he can help you. We can be†¦Ã¢â‚¬  Vapor was streaming out of the ear holes in the brass and swirling into a cloud in the middle of the room. Tommy dropped the phone and backed away from the cloud. He could hear Steve’s voice calling for him on the phone. Tommy backed against the counter in the kitchen. â€Å"Jody, is that you?† The cloud was pulsating, sending out tendrils, or were they limbs? It was as if it was condensing into a solid shape. Jody thought, Oh Tommy, you can’t believe what I learned last night. You’re going to have the adventure of your life, lover. And it’s going to be such a long life. The things you’ll see – I can’t wait to show them to you. She became solid, stood before him, naked, smiling. Tommy held the phone to his chest. â€Å"You’re pissed, aren’t you?† â€Å"I was never going to leave you, Tommy. I love you.† â€Å"But what about him?† Tommy pointed to the bronzed vampire. â€Å"I had to make him think that I was going to go with him so I could find out what I needed to know. I’ve learned a lot, Tommy. I’m going to teach you.† She started moving toward him. â€Å"He taught you the mist thing, huh?† â€Å"That, and how a vampire is made.† â€Å"No kidding. That could come in handy.† â€Å"And soon,† she said. She looked back at the old vampire. â€Å"The bronzing was a pretty good trick. I didn’t exactly know what I was going to do with him after I found out what I needed to know. Maybe later we can figure out a way to let him out and still be safe.† â€Å"So, you’re not mad? You’re really not leaving?† â€Å"No. I thought I would have to leave, but I never wanted to. You and I are going to be together for a very long time.† Tommy smiled. â€Å"Great, this guy on the phone says†¦Ã¢â‚¬  â€Å"Hang up, Tommy. And come here.† â€Å"But he says†¦ he can change you back.† â€Å"Hang up.† She took the phone from him and set it down on the counter, then moved into his arms and kissed him. How to cite Bloodsucking Fiends: A Love Story Chapter 35, Essay examples

Strategic Management and Points Earned free essay sample

What are the strengths and weaknesses of the RBS brand? You clearly identified issues related to the central decisions in the case. Your analysis was clearly linked to facts from the case. (2 Points Earned) Your analysis was unclear or was not supported by facts from the case. (1 Point Earned) Substantive omissions were made in your analysis. (0 Points Earned) B. Past Promotional Events (2 Points Possible) Analyze the effectiveness of past RBS consumer and trade promotions. How have the promotional strategies impacted sales volume? What kind of return on investment is the company getting for consumer promotions and trade promotions? You provided a well-reasoned financial analysis that was supported by facts from the case. (2 Points Earned) Your analysis was incomplete or was not supported by facts from the case. (1 Point Earned) Substantive omissions were made in your analysis. (0 Points Earned) C. Push vs. Pull (2 Points Possible) Compare the relative merits of a push vs. We will write a custom essay sample on Strategic Management and Points Earned or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page pull strategy for the marketing a low-involvement, lowprice grocery item in a mature market setting. You clearly identified the relevant strategic considerations of the two strategies case and provided a well-reasoned analysis based on those considerations. (2 Points Earned) You were not clear in your identification of the relevant strategic considerations. Your analysis was incomplete or was not supported by facts from the case. (1 Point Earned) Substantive omissions were made in your analysis. (0 Points Earned) D. Recommendation (2 Points Possible) What is your recommendation for how Regnante can achieve her 2008 target profit? What if any changes should be made to trade and consumer promotions to make them more effective? Your recommendation logically flowed from your analysis, was specific, and was supported by data from the case. (2 Points Earned) Your recommendation did not logically flow from your analysis, your recommendation was not specific, or your recommendation was not supported by data from the case. (1 Point Earned) You did not provide a clear recommendation. (0 Points Earned)

Energy Crisis Essay Example

Energy Crisis Essay Example Energy Crisis Essay Energy Crisis Essay Every state in the universe uses energy. For illustration: to cook. It is going one of the basic demands in life. But where does the energy semen from? In the twelvemonth 2008. 85 % of the power that we are utilizing was unrenewable energy. which means that someday. these energies will be gone. However. right now. there are people who have started utilizing renewable energy such as solar energy. There are more than 7 billion people in the universe right now and it will maintain lifting while the energy resources are consuming. Even though there are many energies that are renewable. the renewable energies are harder to do usage of. which is one of the grounds why non many people use them. Besides. they require some advanced engineering. If we don’t happen something else to replace oil. coal and natural gas. we won’t have the energy to utilize in the hereafter. One of the signifiers of the renewable energy is solar energy. Solar energy utilizations energy from sunlight to make energy for our place. Sunlight is a clean. renewable resource. There are many ways to acquire energy from sunshine. such as the photovoltaic ( PV ) panels. change overing sunlight into electricity and solar electricity. utilizing the sun’s heat to bring forth electricity. Solar cells. or the photovoltaic panels. convert sunlight straight into electricity. We can frequently happen solar cells in reckoners and tickers. Since solar cells are made up of semiconducting stuffs. stuffs whose conduction will increase with temperature. sunshine will lose their negatrons. leting the negatrons to flux through semiconducting stuffs to bring forth electricity when sunshine is absorbed. Solar electricity is separated into three sorts: parabolic-trough. dish/engine. and power tower. Parabolic-trough concentrates the sunshine through mirrors. The mirror will be tilted towards the Sun. heating the oil that is fluxing in the pipe inside the panel. Heated oil will so be used to boil H2O to bring forth electricity. The dish/engine is a dished mirror that will roll up heat from sunshine and reassign it to the fluid within the engine. The heat would do the fluid to spread out and bring forth mechanical power. A power tower system uses a big field of mirrors to concentrate sunshine onto the top of a tower. This heat will run salt that flows through the receiving system and the salt’s heat will be used to bring forth electricity through a conventional steam generator. With different sorts of solar panel. the monetary value varies in the scope from $ 5. 000 to $ 30. 000. depending on the effectivity and the sum of energy you use. Even though the solar panels are expensive. many people still use them since they think that solar energy is energy-efficient and green. One of the advantages solar energy has is being renewable. Equally long as there are populating things on this planet. there will ever be solar energy since we get solar energy from sunshine. Even though sunshine is non present at dark. the solar energy could still be stored by bear downing the batteries during the twenty-four hours and be used at dark. We could so acquire more sunshine on the following twenty-four hours. Furthermore. solar energy creates perfectly no pollution or noise. unlike other machines. It doesn’t damage the environment by breathing nursery gases or fouling H2O. air or land. By utilizing this beginning of energy. the air will be cleaner and it helps halt the planetary heating. Other than this. in the long term. the solar energy is much cheaper than the energy resources we are utilizing now. Even though it is expensive. ab initio the care demand is really little and the service life is around 30 old ages. The chief disadvantage of solar energy is that it is highly expensive. This is largely why presents. non many people use solar energy. The monetary value is unaffordable. Furthermore. since our universe is polluted. the rain or the clouds could barricade sunshine from acquiring to the panels. doing it uneffective. With a cloudy clime. the panels will be able to bring forth sunshine at a slower rate and may necessitate more panels to bring forth adequate electricity for your house. which will necessitate more money. Even though utilizing solar energy in houses might non necessitate immense sum of country. large edifices do. To utilize the solar panels to their maximal ability. they need to be in the Sun. With bigger edifices. you will necessitate many more panels and to acquire them to work to their maximal ability. you will necessitate a immense sum of country for the panels to be in the sunshine. Even though solar energy has some disadvantages. the advantages still overweight the disadvantages since energies are running out and this solar energy is everyplace. If we can acquire all of the energy that was sent to this planet. we could illume the full planet for one twelvemonth within an hr. But the job with this is we can’t. If we can happen a manner to reap this energy. we can hold every bit much electricity as we want until the terminal of the human coevals. Right now. there are many renewable energies that scientists have found but they are non yet the best manner to work out the energy crisis. Therefore. scientists are still seeking for new signifiers of energy. Dark energy is another signifier of energy that is really utile to mankind. In the existence. it is composed of up to 74 % dark energy. What is dark energy? Dark energy is the unexplained force that causes the acceleration of the enlargement of the existence. Even though there is no grounds that the dark energy does be. people agree that it does since they believe that the existence had a beginning. and is spread outing. Other than dark energy. the submerged force per unit area can be another utile energy resource. Beneath the H2O surface. there is a possible changeless beginning of fresh hydroelectric power in the signifier of deep H2O force per unit area. Harmonizing to Rick Dickson. he had invented a manner to reap this deep H2O force per unit area by reassigning its force per unit area to air and so to a Piston. The name of this procedure is called Ocean Pressure Electric Conversion . Therefore. as we know. the dark energy and the hydroelectric power are really powerful ; if we could acquire dark energy by utilizing a similar manner to the manner we get solar energy and reap the H2O force per unit area. I’m positive that we would neer run out of energy once more. Plants Cited World Energy Crisis. World Energy Crisis. N. p. . n. d. Web. 11 Nov. 2012. lt ; hypertext transfer protocol: //planetforlife. com/ gt ; . Disadvantages Of Solar Energy. Natural A ; Renewable Energy Sources – Clean Energy Ideas. N. p. . n. d. Web. 11 Nov. 2012. lt ; hypertext transfer protocol: //www. clean-energy-ideas. com/articles/disadvantages_of_solar_energy. hypertext markup language gt ; . Disadvantages of Solar Power – Solar Energy Disadvantages – Disadvantages of Solar Energy. Go Green with Solar Energy. N. p. . n. d. Web.

Therefore and Therefor

Therefore and Therefor Therefore and Therefor Therefore and Therefor By Maeve Maddox After reading the sobeit/so be it article, Shirley in Berkeley has this to say: Sobeit sounds like legal-speak to me.   Working as a temp for a lawyer, I asked about their dropping the e from therefore and was told that it was legal usage: therefor meant for that, and with an e on the end, meant hence. therefor: adv. for that [thing]; for that, for it Ex. I will give you my pocket knife if you will give me your watch therefor. therefore: adv.consequently, hence Ex. I think, therefore I am. I was afraid; therefore I ran. Sure enough, lawyers have more use for the form therefor than the rest of us. respondent will not know how to defend against petitioners case because it does not know how petitioner is calculating the charges, and the justifications therefor. BOND ORDINANCE PROVIDING FOR THE RECONSTRUCTION OF WATER STREET AND APPROPRIATING $170,000 THEREFOR As a noun therefore can mean a conclusion or inference: Let him first answer our Therefores, and wee will quickly answer his Wherefores. (example in OED) There is also a therefore symbol: In a mathematical proof, the therefore sign . . . is a symbol that is sometimes placed before a logical consequence, such as the conclusion of a syllogism. The symbol consists of three dots placed in an upright triangle. In reading, it is pronounced Therefore, †¦. It is Unicode character U+2234 and on some systems may be entered using ALT-8756 (the decimal version of 2234). While it is not generally used in formal writing, it is often used in mathematics and shorthand. Wikipedia Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:70 "Home" Idioms and ExpressionsPeace of Mind and A Piece of One's MindCaptain vs. Master

Identify and Discuss an Example of Discriminatory Practice in a care Essay

Identify and Discuss an Example of Discriminatory Practice in a care home for elderly people - Essay Example So we embarked on a journey to look for one of such institution. Finally we bumped into one of the Care home which seemed to have very sophisticated facilities; just what we had wanted. We later learnt that this institution demands a client must a pensioner. As it turned out, my grandfather was not a pensioner. And the obvious happened; we were turned away. There was no room for negotiations. What was bad about this incident was that my grandfather was denied a room without adequate explanation of the policy or giving us as a chance to negotiate terms of payment. They could have let us explain how we were going to raise the amount. This institution only seems to protect its interests and the expense of particular protected characteristics. The idea was that the pension can act a security in the event a client is unable to settle the arrears. This policy encourages discrimination of in the facility. The management had simply stereotyped my family. They had claimed that incidences of relatives bringing the elderly clients to the institution and disappearing without pay have increased. Therefore, they discriminated my grandfather on that basis. The aforesaid incident, though hard to notice, is a form of discrimination in the care homes for the elderly. This act was indirect discrimination. Here, the policy of pension applies to all the clients that report for admission. Every elderly person, no matter the age and race, must prove he or she is a pensioner. In essence, all the elderly clients fall in the pool of comparison. Technically, it creates an impression of equality since the policy applies to all. However, it is blatant this policy has disadvantaged a certain group of clients. The policy does not consider the protected characteristics of those who are not in the pension list. Even though it is common knowledge that not all the elderly had been employed by the government, the institution has failed

To what extent has globalization influenced one or more aspects of the Essay

To what extent has globalization influenced one or more aspects of the culture in your country illustrate your answer with examples - Essay Example But likewise, as economies become more intertwined, we find that they can also become more vulnerable to unexpected shifts and new forms of opaqueness. This isn’t a reason to turn away from globalization, but it is a reason to be vigilant. This essay will look at the way Russia has become more dependent on other countries through the process of globalization and it will suggest that this has mostly been for the best. Although the exact moment of globalization occurring in Russia is a debatable question considering the length of Russia’s history and its extensive involvement in world affairs, it could be send that most of the post-Soviet period has been marked by the rapid acceleration of Russia’s integration into the world economy. Boris Yeltsin, Russia’s first post-Soviet leader, led the country through a kind of economic shock therapy that involved deregulating markets, selling off state assets, and making Russia a better place to do business. It took awhile for these changes to help make Russia into a stable place to do business, but this began to happen under the premiership of Vladimir Putin. He was helped of course by rising world demand for Russia’s energy and other commodities. Prices for have been increasing a lot in recent years (before collapsing recently), and this helped Russia look to the rest of the world as a good place to do business. Britain decided to go full steam ahead with economic global integration. Of course, with current economic events shaking the world economy, we begin to see some of the potential negative effects of globalization for Russia. The problems point to one of the serious drawbacks of globalization: when you open your economy up to the other economies of the world you can get very rich as long as they do well—but you also become very vulnerable to their problems too. But in the course of this important debate it is vital to remember the benefits that have come with globalization. These changes have not

The Acts of Racism In The 20th Century Essay -- essays research papers

The Act’s of Racism In The 20th Century   Ã‚  Ã‚  Ã‚  Ã‚  Langston Hughes and Maya Angelou were very well known authors of the early 20th century. Most of their writings were concerned with racism and equality. During that time period there was much evidence that African Americans had been treated unfairly, unjustly, and as if they had been beneath the whites. Segregation of schools, churches, bathrooms, and stores were only a few of the many things wrong with this ere. Racism was very apparent in the two short stories â€Å"Graduation† and â€Å"One Friday Morning†. In one of these, a young girl is put down because of the color of her skin, and in the other, a whole class and audience were made to feel lower than they should have.   Ã‚  Ã‚  Ã‚  Ã‚  In Langston Hughes short story â€Å"One Friday Morning† a young girl by the name of Nancy Lee was denied an art scholarship because of the color of her skin. When she first learned that she was going to receive a reward for one of her pictures, she became very excited as any young girl her age would have been. Her vice principal Miss O’Shay was also very excited for her. She wanted Nancy to speak at a ceremony in honor of this art scholarship.   Ã‚  Ã‚  Ã‚  Ã‚  Friday morning came, and what was thought to be an adventurous day filled with lots a happiness, turned out to be the exact opposite for Nancy Lee. Just before she was about to give her speech in front of the whole school for what she had accomplish...

Managers Explore and Exploit

Organizational Ambidexterity in Action: How Managers Explore and Exploit Author(s): Charles A. O'Reilly III and Michael L. Tushman Reviewed work(s): Source: California Management Review, Vol. 53, No. 4 (Summer 2011), pp. 5-22 Published by: University of California Press Stable URL: http://www. jstor. org/stable/10. 1525/cmr. 2011. 53. 4. 5 . Accessed: 27/11/2011 04:22 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www. jstor. org/page/info/about/policies/terms. sp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact [email  protected] org. University of California Press is collaborating with JSTOR to digitize, preserve and extend access to California Manag ement Review. http://www. jstor. org Organizational Ambidexterity in Action: How Managers explore and exploit Charles A. O’Reilly III Michael L. Tushman he life span of the average American is 79. Japanese can expect to live to age 83, Liberians to only 46. The average age of a large company is much less than any of these. Research has shown that only a tiny fraction of firms founded in the U. S. are likely to make it to age 40, probably less than 0. 1 percent. 1 In this study, for firms founded in 1976, only 10% survived 10 years later, leading the authors to conclude that â€Å"Despite their size, their vast financial and human resources, average large firms do not ‘live’ as long as ordinary Americans. 2 While this is partly understandable because of the high mortality rates among newly founded companies, other research has estimated that even large, well-established companies can only expect to live, on average, between another 6 to 15 years. 3 Ormerod, in a study of firm failure, noted that â€Å"Over 10 percent of all companies in the U. S. , the largest and most-successful e conomy in the history of the world, fail every single year. 4 In a study of the world’s largest companies between 1912 and 1995, Hannah reported that only 20 firms remained on her list for the entire period— and many of those were in industries like natural resources without disruptive change. In her study, the modal large firm failed. 5 Why this should be is a puzzle, since when firms are doing well they have all the resources (financial, physical, and intellectual) to continue to be successful. Yet the evidence is that most organizations do not survive for long periods of time. In addressing this conundrum, James March notes that central to the ability of a firm to survive over time is its ability to exploit existing assets and positions in a profit-producing way and simultaneously to explore new technologies and markets—to configure and reconfigure organizational resources to capture existing as well as new opportunities. In March’s terms, this is the fundamental tension at the heart of an enterprise’s long-run survival. â€Å"The basic problem confronting an organization is to engage in sufficient exploitation to ensure its T CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu 5 Organizational Ambidexterity in Action: How Managers Explore and Exploit current viability and, at the same time, devote enough energy to exploration to ensure its future viability. †6 March also notes that this requires not the blind variation-selection-retention process of biological evolution but what he refers to as â€Å"evolutionary engineering† in which organizational experience and memory are used to strengthen exploitation and exploration rocesses and adapt to changed environmental conditions. 7 Hannah, struggling to explain the survival of a comparatively small number of the world’s largest companies, suggests that a plausible explanation for the survivors is that â€Å"they had some distinctive architecture which enabled them—but not others—to constantly replicate their early success [and that] such corporate architectures must be complex and difficult to ident ify, describe and copy, for, if that were not the case, their value would be competed down by emulators. 8 In the past decade, a growing body of research has examined how organizations can both explore and exploit. 9 One promising stream of research has focused on how dynamic capabilities may underpin the ability of firms to sense, seize, and reconfigure organizational assets to adapt to changed environmental conditions. 10 With dynamic capabilities, sustained competitive advantage comes from the firm’s ability to leverage and reconfigure its existing competencies and assets in ways that are valuable to the customer but difficult for competitors to imitate. In this view, dynamic capabilities are embedded in organizational processes or routines around coordination, learning, and transformation and allow a firm to sense opportunities and then to seize them by successfully allocating resources, often by adjusting existing competencies or developing new ones. These capabilities underpin the organization’s ability to maintain ecological fitness and, when necessary, to reconfigure existing assets and develop the new skills needed to address emerging threats and opportunities The Roots of Organizational Ambidexterity O’Reilly and Tushman argue that the ability of a firm to be ambidextrous is at the core of dynamic capabilities. Ambidexterity requires senior managers to accomplish two critical tasks. 11 First, they must be able to accurately sense changes in their competitive environment, including potential shifts in technology, compeCharles A. O’Reilly III is the Frank Buck Professor of Management at the Graduate tition, customers, and regulation. Second, they School of Business at Stanford University. must be able to act on these opportunities and threats; to be able to seize them by reconfigurMichael L. Tushman is the Paul Lawrence ing both tangible and intangible assets to meet MBA Class of 1942 Professor of Business new challenges. 12 As a dynamic capability, ambiAdministration at the Harvard Business School. dexterity embodies a complex set of routines including decentralization, differentiation, targeted integration, and the ability of senior leadership to orchestrate the complex trade-offs that the simultaneous pursuit of exploration and exploitation requires. Developing these dynamic capabilities is a central task of executive leadership. 6 NIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit Although theoretically compelling, research on dynamic capabilities and ambidexterity is still at an early stage. Conceptually, the need for organizations to both explore and exploit is convincing, but how do managers and firms actually do this? At an operating level, how do the challenges of ambidexterity present themselves—and what differentiates the more successful attempts at ambidexterity from the less successful? To develop a more granular sense for the managerial challenges presented by ambidexterity, consider the following three examples. Mike Lawrie at Misys In 2007, Mike Lawrie was appointed CEO of Misys, a $1B FTSE 100 global supplier of software and services to banking and health care customers. Although Misys had been a star performer earlier in its history, by 2006 the firm was in trouble with margins and growth rates far below their competitors. It had grown through acquisitions and was a loose federation of 34 separate business units with 6,000 employees spread across 79 countries. Part of Lawrie’s turnaround strategy was straightforward: to install common practices across the business units to reduce costs and drive productivity. As a 27-year veteran of IBM and former CEO of Siebel Systems, Lawrie knew how to do this. More problematic was the potential disruptive challenge posed by open source software, which threatened the proprietary products from which Misys derived most of its current revenue. However, given the poor financial position of the company, Lawrie’s senior team was focused on cutting costs and getting through the immediate crisis. With their legacy business and their powerful business unit managers under cost, quality, and growth pressures, open source experiments were seen as a needless distraction and a $300M cost. They questioned whether the company should divert scarce resources to fund an uncertain new initiative that, if successful, could undermine their current business model? In addition, if they were to do this, how should the new venture be organized and led? Ganesh Natarajan at Zensar Technologies Zensar Technologies is one of India’s top 25 business process outsourcing companies proving services to 300 of the Fortune 500 firms. In 2005, its business was growing but Ganesh Natarajan, the CEO, saw the opportunity to implement a potentially radical software process innovation (Solution Blue Prints or SBP). SBP was a revolutionary way to do software development that, if implemented, would require a more collaborative relationship with clients, a different product development framework, and a different sales process. Zensar’s existing customers, its top team, its sales force and its product development staff were not enthusiastic about SBP. Like Mike Lawrie’s team at Misys, Natarajan’s senior team and business unit leaders were preoccupied with their current business and saw little need to explore an approach that would require them to alter their current business model. When pressed by Natarajan to explore the new approach to software development, several senior managers CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu 7 Organizational Ambidexterity in Action: How Managers Explore and Exploit suggested that SBP simply be integrated into their existing units. Others wanted SBP to be spun out as a new venture. In contrast, the leader of the SBP project wanted to have his own business unit reporting directly to the CEO. As Natarajan reflected on the challenge, he was sure that the company should pursue SBP but was unsure how to structure the new initiative to best ensure its success. Caroline White at Defense Corp Defense Corp (pseudonym) is a major U. S. defense contractor with long-term relationships with customers in the military. Caroline White, a vice president and general manager of a division, saw an attractive opportunity for growth in the new Homeland Security market but was frustrated in her efforts to develop this area. Her mission, approved by the President, was to create a franchise in this business equivalent to those it enjoyed in other defense markets. In spite of this high-level approval, Caroline found funding difficult, with the business development funds budgeted by supporting units never available in the amounts promised. Instead, these seem to be siphoned off to support more near-term opportunities with existing clients. When Caroline pressed her colleagues in other business units about this, she heard complaints about her new initiative. They saw her mission as less tangible and immediate than theirs, with a smaller payoff to investment, and labeled her effort as a â€Å"think tank† as opposed to a real business. They also complained that her project lacked clarity around deliverables and metrics. Making matters more difficult, line of business leaders were under significant pressure to deliver revenues and questioned the viability of Caroline’s efforts. In the face of these obstacles, Caroline was resolved to ask the CEO to intercede. The question, however, was what she wanted him to do to ensure the viability of her exploratory effort? Given the resistance, she knew that it would require more than just funding to ensure the success of the new initiative. Mike Lawrie, Ganesh Natarajan and Caroline White each face the classic explore-exploit dilemma. What specifically can they do? At a high level of abstraction, ambidexterity requires a willingness of senior managers to commit resources to exploratory projects and the establishment of separate structural units for exploitation and exploration. Most research on ambidexterity begins with the acceptance of these general characteristics. 3 However, while there is general agreement about the elements of ambidexterity, O’Reilly and Tushman have noted that what is missing is a clear articulation of those specific management actions that facilitate the simultaneous pursuit of exploitation and exploration. What has been missing from the research on ambidexterity is insight into the core leadership mechanisms that underlie how dynamic capabilities operate in practice. T hus, while directionally correct, the research is not granular enough to be of much use to an operating manager facing the problems described above. To be practically useful, what is needed is greater insight into the specific micromechanisms required for a manager to implement and operate an ambidextrous strategy. This article reports the results of interviews and qualitative case studies 8 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit of leaders in 15 organizations that were confronted with the need to simultaneously explore and exploit. We use these data to induce how managers actually dealt with the challenges of ambidexterity. In doing this, we also explored those activities that discriminated between those more- versus less-successful attempts at implementing ambidextrous designs. Leading the Ambidextrous Organization In an attempt to characterize the specific elements of ambidexterity, we offer five propositions that are necessary for leaders to be successful at managing ambidexterity. 14 These are specific mechanisms that enable firms to successfully manage separate â€Å"explore-and-exploit† subunits and to leverage common assets in ways that permit the firm to adapt to new opportunities and threats. It is the presence of these characteristics that permits leaders to reconfigure existing competencies and assets to explore new opportunities even as the organization continues to compete in mature markets. Absent these elements, inertial forces keep the firm focused on the exploitative part of the business. 15 Thus, we propose that ambidexterity is more likely to be successful in the presence of the following five conditions: b A compelling strategic intent that intellectually justifies the importance of both exploration and exploitation. An articulation of a common vision and values that provide for a common identity across the exploitative and exploratory units. b A senior team that explicitly owns the unit’s strategy of exploration and exploitation; there is a common-fate reward system; and the strategy is communicated relentlessly. b Separate but aligned organizational architectures (business models, structure, incentives, metrics, and cultures) for the exploratory and ex ploitative units and targeted integration at both senior and tactical levels to properly leverage organizational assets. The ability of the senior leadership to tolerate and resolve the tensions arising from separate alignments. To appreciate the logic of these, consider the effects on ambidexterity if these elements were not present. First, without an intellectually compelling strategic intent to justify the ambidextrous form, there will be no rationale for why profitable exploit units, especially those under pressure, should give up resources to fund small, uncertain explore efforts. As previous research has shown, managers routinely discount future threats and focus on short-term gains at the expense of less certain long-term returns. 6 Second, absent a common vision and values, there will be no common identity to promote trust, cooperation, and a long-term perspective. 17 Third, if the senior team lacks a consensus about the importance of ambidexterity, those who are uncommitted will be encouraged to resist the effort, diminishing cooperation, increasing competition for resources, and slowing down execution. 18 The absence CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu 9 Organizational Ambidexterity in Action: How Managers Explore and Exploit f a common-fate reward system and a lack of relentless communication of the ambidextrous strategy can further undermine cooperation and encourage unproductive conflict. 19 Fourth, without separate alignments for explore and exploit units and targeted integration to leverage common assets, there will be inefficient use of resources and poor coordination across the units. 20 Finally, if the leadership is unable to manage the conflicts and trade-offs required by ambidexterity, the necessary decision processes will be compromised and end up in confusion and conflict. 1 Method and Results To assess whether these five propositions are veridical descriptions of ambidexterity in practice, we conduc ted semi-structured interviews with senior managers at fifteen firms that were attempting to manage both exploratory and exploitative units. Eight of the 15 cases were either successes or qualified successes as reflected in increased growth or profits, three were clear failures, and four firms were underperforming before learning how to be ambidextrous and deemed successful afterwards. Table 1 lists these companies and the challenge each faced. Senior managers and key informants in each firm were interviewed and asked to describe in detail how they attempted to simultaneously explore and exploit. 22 They were probed about the nature of their leadership challenges, what actions they had taken, an assessment of their progress to date, and to identify those elements that they believed were helping or hindering them in accomplishing their task of exploration and exploitation. The focus in these interviews was on understanding in some detail what actions had been taken and how these had been implemented. The goal of these interviews was to specify in a granular way what leadership actions were associated with the organization’s ability to reconfigure existing assets and develop the new capabilities needed for exploration. 23 Table 2 provides a summary of the comparative results across the fifteen organizations studied. These results suggest that there are themes associated with the leadership of more- versus less-successful ambidextrous designs. The first proposition offered by O’Reilly and Tushman suggests that ambidexterity is facilitated when there is a compelling strategic intent that intellectually justifies the explore and exploit strategy. In each of the 15 cases investigated here, there was a clear strategic intent on the part of the organization to pursue an exploratory venture (this obviously reflects our sample selection where cases were chosen based on their attempt to be ambidextrous). While each of the 15 firms articulated a strategic intent, only ten were able to actually execute such an aspiration. The articulation of a clear strategic intent clearly does not discriminate between more- versus less-successful attempts to implement ambidextrous designs. Other research has documented the transformation of firms occurring without an explicit ambidexterity strategy. 24 These results suggest that while 10 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit TABLe 1. sample description (continued on next page) IBM Life Sciences (Success) In 2000, IbM began a programmatic effort, (termed the Emerging business Organization or EbO), to identify and develop cross-IbM business that could provide $1b in revenue within a 5-year time frame. In April of that year, Carol kovac, an IbM R manager, was asked to establish a new Life science business that would capitalize on the increased demand for computing being generated by the genomic revolution. between its founding and 2006, Carol grew the business to $5b in revenue. IBM Middleware (Success) In 1998, IbM’s software division was in turmoil. There were conflicting pressures to continue to develop and service software for their existing installed base that relied heavily on mainframe computers and to develop radically new products based on the emerging World Wide Web. Resolving this required that their senior managers exploit existing programming languages and customers and to explore new languages and markets. They accomplished this by systematically establishing different units and carefully integrating them at senior levels. Cisco TelePresence (Success) Cisco systems is a $22b company that sells plumbing for the internet. It has grown at 12-17% annually and currently has a dominant market share in its main businesses. As a part of his effort to continue Cisco systems growth, John Chambers, the CEO, has launched an ambitious initiative to identify 30 new potential $1b businesses. His aim is to generate 25% of the firm’s revenues from these new ventures within 5-10 years. In October 2006, one of these efforts (TelePresence) was launched as an internal venture to develop high-end video conferencing. since then the business has grown from two internal entrepreneurs and a sheet of paper to more than 100 people and $200M in revenue. Misys Corporation (Success) Misys is a $1b software firm selling service and systems to health care and banking clients. As a part of a turnaround effort commenced in 2007, the new CEO initiated a cost-cutting effort in the mature business and proposed a new open source approach to replace the existing proprietary platform. To ensure the success of this disruptive approach, he set up a new exploratory unit and replaced several members of his senior team who were resisting the new approach. by 2010, the new open source platform had opened up new markets and attracted a significant number of new customers. DaVita Rx (Success) daVita is a $6b business that derives the bulk of its revenues from operating kidney dialysis centers. In 2004, kent Thiry, the CEO, formed a team to identify new business opportunities that would match daVita’s clinical skills with economic opportunities. One opportunity identified was to provide prescription drugs to chronic kidney patients. begun in 2004, daVita Rx was an internal start-up with a different business model, metrics, and margins than the larger daVita. by 2010, this new business was generating $220M in revenue with 400 employees. Defense Corp (Success) defense Corp is a $6b provider of hardware and systems to the u. s. military establishment. In 2005, in an attempt to broaden their customer base the company initiated an effort to sell technology to the newly established Homeland security Agency. Although the initiative was approved by the CEO, development funding and cooperation from main lines of business were slow in coming until a separate unit was established with a clear charter, appropriate metrics, and an aligned senior team. The new unit recently won a $13M contract. Ciba Vision (Success) In the early 1990s, Ciba Vision, a maker of soft contact lenses and lens solutions, was losing ground to their larger competitors, J and bausch and Lomb. In a bold move, Glenn bradley, the President, halted all incremental innovation and placed six bets on revolutionary new products such as extended wear lenses and daily disposables. These new units were encouraged to establish their own alignments (people, structure, culture) as they pursued their breakthrough innovation. With the success of several of these, revenues tripled over the next decade. Zensar Technologies (Success) In 2002, Zensar Technologies, a mid-sized Indian IT services firm was losing market share and key talent. There was substantial tension between a potentially promising new technology platform and the existing geographical business units. A new CEO shifted Zensar to a product-focused firm but kept the new technology venture as a business unit reporting to his office. In 2008, after the entrepreneurial unit’s technology and business model was validated this unit and its innovative business model was integrated into the product units. Over the five-year period, Zensar was able to build its core business even as it brought to the market a fundamentally new technology. CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu 11 Organizational Ambidexterity in Action: How Managers Explore and Exploit TABLe 1. sample description (continued from previous page) SAP Business-by-Design (Failure) In 2006, the CEO of sAP declared that future revenue growth for the company was in the small and Medium business market and selling software on demand. This software-as-a-service product (business-by-design or byd) was developed but no separate unit was established. Although this market has grown substantially, sAP has failed to successfully market their offering. In 2010, the CEO, Leo Apotheker, was fired for failing to implement business-by-design. HP Scanner (Declining to Success) beginning in 1991, HP’s scanner division had begun to develop a portable scanner to complement their flatbed product. For five years they had failed to commercialize any of their inventions. In 1996, a new division GM separated out the handheld business into an ambidextrous unit that was physically separated from the flatbed business and had its own people, systems, incentives, and culture. Two years later, this business was successful enough to be spun-out as its own division. Printing Company (Failure) In 2007, faced with increased competition and declining customer satisfaction and usage of their core legal research products, the senior managers of the business decided to reinvent their business as a web-based publisher based on a new open source architecture. In spite of a clear vision of the future, heavy investment in the new technology, and a promise to â€Å"rescue the company†, the new product has failed to reignite growth. The new unit has faced continual resistance from the more mature part of the business. Turner Technologies (Declining to Success) The Advanced IC division of Turner had issues of growth in new products as well as quality in its existing product line. While the division’s strategic intent was clear, it could not get traction on either performance issue until it split out the innovative strategic agenda from its existing product line. Energized by two new managers reporting the divisional GM and a rearticulated identity for the division, Turner was able to both effectively explore and exploit. Software Company (Failure) under pressure from corporate executives, the general manager of software Company articulated a strategic intent to both build on its struggling extant product line and initiate a remarkable set of new software solutions. This general manager built a separate unit, reporting directly to him, to focus on innovation. Over a three-year period, he did not, however, staff or fund this innovative unit. The unit underperformed in its existing as well as its innovative product line. IBM Network Technologies (Declining to Success) A highly entrepreneurial general manager articulated a strategic intent to exploit her existing chip line even as she promised to explore into fundamentally new chips. yet her zeal for exploration led her to build a business unit only focused on exploration. Her extant product line suffered. under pressure from corporate staff and client dissatisfaction, the general manager rebuilt her senior team and her business unit to focus attention on both her current product as well as her new product lines. USA Today (Declining to Success) In the late 1990s, usA Today, like most u. s. ewspapers, began to see a decline in both circulation and advertising revenues as web-based news began to supplant print. In response to this trend, Tom Curley, the paper’s publisher, adopted a â€Å"network strategy† which emphasized the delivery of news content across three platforms, print, the web, and TV. between 1999 and 2002, he was successful at managing this transition and simultaneously d elivering news content across the three platforms-with the result that earnings increased by 50 percent. 12 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit TABLe 2. Interview Results (continued on next page) strategic intent that intellectually justifies ambidextrous form Vision and values that promote a common identity but separate cultures senior team that explicitly owns the ambidextrous strategy (common-fate rewards, communication) Ambidextrous Leadership (conflict resolution, resource allocation) separate units with aligned architectures and targeted integration (senior level and tactical) Proposition 1 Proposition 2 Proposition 3 Proposition 4 Proposition 5 Success: IbM Life sciences yes yes yes 100% of bonus for senior executives yes yes yes 70% of bonus yes EbO structure yes success— $5b in revenue in 6 years Cisco TelePresence yes Council/board structure yes Geographically separate yes daVita Rx yes yes yes but some initial disputes over autonomy yes but some conflict over metrics and rewards yes senior leader integrates Ciba Vision yes yes â€Å"Healthy eyes for life† yes yes Geographically separate Explore report to senior team IbM Middleware yes yes â€Å"beat bEA† yes senior leaders agree on a new structure yes yes Geographically separate units yes distinct unit for new platform es senior leaders integration yes Tension held at top Zensar Technologies yes yes â€Å"Among the top Indian IT services Firms† Misys yes yes drive productivity and innovate yes Replaced old team with new one yes Open source reports to CEO yes CEO drove the new effort CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy . Edu Overall Performance success— $200M in revenue in 4 years success— $220M in revenue in 6 years success— tripled sales in 10 years success— old and new products combined both profit and growth doubled from 20052010 success— developed new platform with new customers 13 Organizational Ambidexterity in Action: How Managers Explore and Exploit TABLe 2. Interview Results (continued from previous page, continued on next page) strategic intent that intellectually justifies ambidextrous form Vision and values that promote a common identity but separate cultures senior team that explicitly owns the ambidextrous strategy (common-fate rewards, communication) Ambidextrous Leadership (conflict resolution, resource allocation) separate units with aligned architectures and targeted integration (senior level and tactical) Proposition 1 Proposition 2 Proposition 3 Proposition 4 Proposition 5 defense Corp yes No but did set new explore culture yes After initial resistance yes unit reports to President yes used consultant to mediate conflict Failure: sAP businessby-design yes No No disputes over revenue recognition yes but the strategy does not fit well with current one yes yes â€Å"save the company† No short-term revenue still dominates No clear ambidextrous unit or leader No Continued conflicts over who owns the customer No Ambidextrous unit not represented Failure— lack of penetration in targeted markets Failure—no new growth Printing Company No Explore unit not protected software Co No No yes No Transition to Success: usA Today yes yes â€Å"Network, not a newspaper† H-P scanner yes No No then yes senior team bonus based on overall performance No to yes yes separate units with targeted integration No then yes Physically separate units No to yes Resource allocation to web-based business No to yes senior leader integrates stalled to success— increased earnings 50% in 3 years stalled to success— then innovation unit spun out 14 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. suMMER 2011 CMR. bERkELEy. Edu Overall Performance success— Won $13M in new contracts Poor Innovation Performance Organizational Ambidexterity in Action: How Managers Explore and Exploit TABLe 2. Interview Results (continued from previous page) strategic intent that intellectually justifies ambidextrous form Vision and values that promote a common identity but separate cultures senior team that explicitly own s the ambidextrous strategy (common-fate rewards, communication) Ambidextrous Leadership (conflict resolution, resource allocation) eparate units with aligned architectures and targeted integration (senior level and tactical) Proposition 1 Proposition 2 Proposition 3 Proposition 4 Proposition 5 Turner Technologies yes yes No to yes No to yes No to yes IbM Network Technologies yes No to yes yes No to yes No to yes possibly helpful, a clear strategic intent may not be a necessary condition for executing ambidextrous designs. The second proposition suggested the importance of a common vision and values as necessary to promote a common identity across explore and exploit units. Here the evidence is largely consistent with proposition two. Six of the eight consistently high-performing firms had a clear over-arching vision and common values. In contrast, two of the three poor performing firms did not have such clarity. Printing Company (pseudonym) had a senior team that both articulated a clear strategic intent as well as an overarching vision and identity. This senior team could not, however, execute against this clear strategy and overarching identity. Moreover, three of the four firms that learned how to be ambidextrous had or developed a well-defined vision. For example, at USA Today there was an explicit strategy to â€Å"be a network, not a newspaper. † The over-arching aspiration was to be â€Å"the local paper for the global village. † This strategy and vision, and a common set of values around fairness, accuracy, and trust, helped knit together a highly differentiated organization. Of the twelve firms able to execute ambidextrous designs, only HP Scanner and Misys were able to implement the ambidextrous design without an overarching identity. Thus, while not definitive, the evidence suggests that a common vision is an important discriminator of more- versus less-successful ambidextrous designs, but not necessarily a sufficient one. The third proposition argued for the importance of a consensus in the senior team about the ambidextrous strategy and a common-fate reward system within the team to promote this. Our data supports this proposition. In each of the three instances of failure, there was a lack of consensus within the senior team about the relative importance of ambidexterity and there was no CALIFORNIA MANAGEMENT REVIEW VOL. 3, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Overall Performance declining to improving declining to Improving 15 Organizational Ambidexterity in Action: How Managers Explore and Exploit common-fate reward system for the senior team. Interviews suggested that the existing reward systems that were based on sub-unit or functional performance were a major cause of the inability of the organization to leverage common assets. In the case of SAP, these disputes played out in the unwillingness of the sales force to promote lower-margin new products and disputes among senior managers about revenue recognition. In the printing company case, short-term financial pressures and the lack of any common-fate reward for the senior team resulted in a focus on achieving short-term revenue targets through the older but higher-margin products. Similarly, at Defense Corp, White’s Homeland Security initiative was initially opposed by other members of the senior team because of its inability to generate short-term revenue. The uncertainty of a long sales-cycle associated with a new government customer was overwhelmed by the short-term metrics of revenue and gross margin. The senior team’s systems for evaluating performance lacked the capacity to evaluate a business at a more immature phase of development. In contrast, in the most-successful ambidextrous efforts, the senior team was heavily incented to promote both explore and exploit businesses. In the Cisco TelePresence case, members of the governance team (Boards and Councils) had a significant portion of their bonus contingent on the success of both units. In the successful DaVita Rx case, there were initial disputes within the senior team about metrics and margins that were only resolved after a common-fate reward system was installed. At Misys, senior team resistance was overcome only after Lawrie replaced the opposing managers. Importantly, in three of the four cases where the firms learned how to be ambidextrous, there was a shift from a lack of consensus ownership about the importance of the exploratory effort to a fully committed senior team. This shift in top team ownership of the ambidextrous strategy involved the creation of common-fate incentive systems, a shift in leadership behaviors of the senior manager, and, in several cases, turnover within the senior team. The fourth condition proposed as necessary for successful ambidexterity was the presence of separate aligned architectures for the explore and exploit units coupled with targeted integration to ensure that common resources were leveraged across units. In all three instances of failure, these distinct alignments were conspicuously missing. In the case of SAP, responsibility for the exploratory venture (software-as-a-service) was split between two functional heads with the result that effective coordination never occurred and decisions were made slowly. At Software Company (pseudonym), a separate exploratory unit was established on paper but never staffed. In each of these ambidextrous failures, the locus of integration between the needs of the exploratory and exploitative activities was either too low in the firm or was ambiguous. In contrast, in each successful case there were always separate explore and exploit units with senior-level integration to ensure that resources were allocated. At IBM this was done either through their EBO process (e. g. in Life Sciences)25 or, in the Middleware case, through the establishment of distinct units focused on different time horizons; that is, mature, growth, and emerging 16 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit products. At Cisco this was done through a Boards and Councils process where there was a clear allocation of responsibilities, resources, and structures. In all successf ul cases, the exploratory units were initially physically separated from the exploit parts of the business. Similarly, for three of the four firms that learned how to be ambidextrous, there was a switch in organization design from an integrated approach (e. g. , project teams) to the establishment of separate units for explore and explore businesses. The final core mechanism proposed as important for successful ambidexterity was the ability of the ambidextrous leader to resolve the inevitable conflicts and resource allocation decisions that this organization design entails. This too is an important discriminator between more- versus less-successful ambidextrous designs. In each failure case this capability was lacking. At SAP there were continual disputes about resources and responsibilities across the participating functions without a clear mechanism or clear leadership for resolution. In the printing firm, although there was a separate explore unit with a responsible manager, he reported to an exploit manager who was held responsible for margins and short-term revenues. The exploratory unit manager was not represented on the senior team with the result that his voice was not heard when critical resource decisions were made. In contrast, in each successful case, there was a clear, identifiable leader and forum to resolve conflicts and make definitive resource allocation decisions. For example, at Zensar, even though there were substantial conflicts between the existing business units and the new integrative software platform, the CEO saw to it that his team actually dealt with these conflicts and made the appropriate resource allocation shifts between the existing units. At Misys, Mike Lawrie ensured that resources needed for the new open source effort were allocated in a timely manner. Similarly, in each of the four units that learned how to be ambidextrous, the general manager changed the senior team composition and processes to resolve conflicts associated with exploration and exploitation. For instance, at USA Today, only after Curley replaced several members of his team was his firm able to excel at both print and web-based content delivery. Similarly, only after the division general manager changed her leadership style at IBM’s Network Technology Division was her team able to balance resource allocation and decision making between her explore and exploit business lines. The Management of Ambidexterity One of the key features of ambidexterity is the ability of the organization to reallocate assets and capabilities to address new threats and opportunities. Practically speaking, this means that leaders within the organization are able to make the difficult choices required to reconfigure assets to promote exploratory ventures. The results from these fifteen case studies suggest that there are identifiable core mechanisms that discriminate between more- versus less-successful ambidextrous designs in action. The most-successful ambidextrous designs had leaders who developed a clear vision and common identity (Proposition 2), CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu 17 Organizational Ambidexterity in Action: How Managers Explore and Exploit built senior teams that were committed to the ambidextrous strategy and were incented to both explore and exploit (Proposition 3), employed distinct and aligned subunits to focus on either exploration or exploitation (Proposition 4), and built teams that could deal with the resource allocations and conflicts associated with exploration and exploitation (Proposition 5). Those less-successful attempts at ambidexterity did not employ these core mechanisms. Although useful, the articulation of a clear strategic intent (Proposition 1) and, to a lesser extent, the provision of an overarching vision (Proposition 2) did not discriminate between the more- versus less-successful attempts to build an ambidextrous organization. This suggests that articulating why ambidexterity is important is not the same as how it is implemented. In the implementation of an ambidextrous design, execution appears to trump strategy. The first two propositions (articulating a strategy and overarching vision for the ambidextrous form) are the easy part for senior managers. The next three propositions are about strategic execution. These require hard choices about resource allocation, leader behavior, senior team composition (or replacement), and the balancing of contradictory organizational architectures. The most-successful ambidextrous designs had more of these components from the beginning. In contrast, those firms that learned how to be ambidextrous struggled with at least two of these core components and only after resolving these were they to effectively implement an ambidextrous design. These results suggest that effective ambidextrous designs are based on a set of interrelated choices made by the leader. Any subset of the core mechanisms is associated with underperformance. As such, executing ambidextrous designs can be seen as a complex senior leadership task that requires an integrated set of strategic, structural, incentive, and top team process decisions. Clearly, successful ambidextrous designs require more than the simple organizational structural decision in which the exploratory and exploitative subunits are separated. The critical elements, and perhaps the more difficult elements, are the processes by which these units are integrated in a value enhancing way. Discussion These results are largely consistent with Teece’s observation that â€Å"dynamic capabilities reside in large measure with the enterprise’s top management team. †26 Concretely, it appears that ambidexterity as a dynamic capability rests on the ability of leaders not only to articulate a strategic intent and vision that justifies exploration and exploitation, but—more importantly—to manage the inherent tensions associated with incompatible organizational architectures. These results also extend previous research that has linked transformational leadership to successful ambidexterity by explicating some of the core processes that underpin the transformational leadership construct. 27 These mechanisms are largely consistent with earlier research. For example, our findings that senior team consensus is an important ingredient in the implementation of ambidexterity is consistent with previous research showing that the behavioral integration 18 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit of the senior team is a precursor to successful ambidexterity. 28 Similarly, the importance of targeted integration and clear incentives documented here has also been suggested in previous studies. 29 The critical aspect of resource allocation illustrated here has also been seen in previous studies, especially in research showing that failed efforts at renewal stem not from a lack of technology or resources but the inability of senior managers to allocate those resources effectively to the exploratory effort. 0 Finally, while each component characteristic of ambidextrous designs is important, it appears that it is the set of components interacting together that define the dynamic capabilities that drive effective ambidextrous designs. 31 These patterns suggest concrete yet integrated sets of actions that leaders can take to execute strategies that encompass both exploration and exploitation. At Misys, Mike Lawri e articulated his strategic intent for open source software solutions at a senior team offsite. He kept Misys Open Source as a separate unit reporting to his office. He also emphasized the need for cost and quality progress in his existing business units even as he encouraged disciplined experimentation in the open source unit. As a leader, Lawrie was able to tolerate the competition between Misys Open Source and other platforms and was willing to risk shortterm revenue to help create longer-term options with a potentially disruptive technology. He has seen his strategy pay dividends. The healthcare business unit revenues grew more than 30% in 2009 with Misys Open Source as the basis for important new contracts with hospitals, physicians, and insurers. At the same time, Open Source has triggered innovation into other Misys units—a new banking product has large open source components, and the Misys website is completely open source. To realize the potential of SBP at Zensar, Ganesh Natarajan made the decision to keep SBP separate from the other units. He clarified his strategic and emotional rationale for exploration and exploitation with his senior team and, for the next two years, relentlessly emphasized both exploration and exploitation. By 2008, SBP had almost doubled its number of clients as well as profits. Having demonstrated its success technically and in the market, SBP was then reintegrated within the main business in 2008. Finally, at Defense Corp, Caroline White received approval to separate her homeland security exploration unit and built a new management system and metrics for gauging progress of this business. She also changed the incentives of her top team so that they were all accountable for both short-term results as well as longer-term results. By 2010, the exploratory unit proved its value, winning a $13M contract with the Transport Security Agency for improving perimeter security at U. S. irports. Conclusion There is now convincing evidence suggesting that for organizations to survive in the face of change, they need to be able to successfully exploit their existing businesses and to explore into new spaces by reconfiguring existing resources and developing new capabilities. 32 While the evidence for the benefits CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CM R. bERkELEy. Edu 19 Organizational Ambidexterity in Action: How Managers Explore and Exploit of ambidexterity is accumulating, there exists a gap in understanding how ambidexterity is actually managed within organizations. This article has explored how leaders within organizations actually implement ambidexterity. The actions, behaviors, and design choices made by the senior leader comprise the dynamic capabilities that enable firms to simultaneously explore and exploit and emphasize the key role of strategic leadership in adapting, integrating, and reconfiguring organizational skills and resources to match changing environments. Notes 1. Charles I. Stubbart and Michael B. Knight, â€Å"The Case of the Disappearing Firms: Empirical Evidence and Implications,† Journal of Organizational Behavior, 27/1 (February 2006): 79-100. . Ibid. , p. 96. 3. Rajshree Agarwal and Michael Gort, â€Å"The Evolution of Markets and Entry, Exit, and Survival of Firms,† Review of Economics and Statistics, 78/3 (August 1996): 489-498. 4. Paul Ormerod, Why Most Things Fail (New York, NY: Pantheon Books, 2005), p. 18. 5. Leslie Hannah, â€Å"Marshall’s Trees and the Global Forest: Were Giant Redwoods Diff erent? † Center for Economic Performance, Discussion Paper #318, 1997. 6. See James G. March, â€Å"Exploration and Exploitation in Organizational Learning,† Organization Science, 2/1 (February 1991): 71–87; James G. March, â€Å"The Evolution of Evolution,† in J. Baum and J. Singh, eds. , Evolutionary Dynamics of Organizations (New York, NY: Oxford University Press, 1994), pp. 39-52. 7. For interesting examples of how biological evolution might apply to organizations, see Tim Harford, Adapt: Why Success Always Starts With Failure (New York, NY: Farrar, Straus and Giroux, 2011); Martin A. Nowak and Roger Highfield, Supercooperators: Altruism, Evolution and Why We Need Each Other to Succeed (New York, NY: Free Press, 2011); Charles A. O’Reilly, J. Bruce Harreld, and Michael L. Tushman, â€Å"Organizational Ambidexterity: IBM and Emerging Business Opportunities,† California Management Review, 51/4 (Summer 2009): 75-99; Ormerod, op. cit. 8. Hannah, op. cit. , p. 19. 9. See, for example, Ze-Lin He and Poh-Kam Wong, â€Å"Exploration vs. Exploitation: An Empirical Test of Ambidexterity,† Organization Science, 15/4 (July/August 2004): 481-494; Sebastian Raisch, Julian Birkinshaw, Gilbert Probst, and Michael L. Tushman, â€Å"Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance,† Organization Science, 20/4 (July/August 2009): 685-695; Michael L. Tushman and Charles A. O’Reilly, â€Å"The Ambidextrous Organization: Managing Evolutionary and Revolutionary Change,† California Management Review, 38/4 (Summer 1996): 8-30. 10. For a review of the growing literature on dynamic capabilities, see V. Ambrosini and C. Bowman, â€Å"What Are Dynamic Capabilities and Are They a Useful Construct in Strategic Management? † International Journal of Management Reviews, 11/1 (March 2009): 29-49; Kathleen M. Eisenhardt and Jeffrey A. Martin, â€Å"Dynamic Capabilities: What Are They? † Strategic Management Journal, 21/10-11 (October/November 2000): 1105–1121; J. Bruce Harreld, Charles A. O’Reilly, and Michael L. Tushman, â€Å"Dynamic Capabilities at IBM: Driving Strategy into Action,† California Management Review, 49/4 (Summer 2007): 21-43; Constance E. Helfat, Sydney Finkelstein, Will Mitchell, Margaret A. Peteraf, Harbir Singh, David J. Teece, and Sidney G. Winter, Dynamic Capabilities: Understanding Strategic Change in Organizations (Malden, MA: Blackwell Publishing, 2007); David J. Teece, Gary Pisano, and Amy Shuen, â€Å"Dynamic Capabilities and Strategic Management,† Strategic Management Journal, 18/7 (August 1997): 509-533. 1. C. O’Reilly and M. Tushman, â€Å"Ambidexterity as a Dynamic Capability: Resolving the Innovator’s Dilemma,† Research in Organizational Behavior, 28 (2008): 190. 12. Harreld et al. (2007), op. cit. ; David J. Teece, â€Å"Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance,† Strategic Management Journal, 28 (D ecember 2007): 1319-1350. 13. See, for example, Vijay Govindarajan and Chris Trimble, â€Å"Building Breakthrough Businesses within Established Organizations,† Harvard Business Review, 83/5 May 2005): 58-68; Justin P. Jansen, Frans A. Tempelaar, Frans A. Van den Bosch, and Henk W. Volberda, â€Å"Structural 20 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms,† Organization Science, 20/4 (July/August 2009): 797-811; Michael H. Lubatkin, Zeki Simsek, Yan Ling, and John F. Veiga, â€Å"Ambidexterity and Performance in Small- to Medium-Sized Firms: The Pivotal Role of TMT Behavioral Integration,† Journal of Management, 32/5 (2006): 646672; Tom J. Mom, Frans A. Van den Bosch, and Henk W. Volberda, â€Å"Understanding Variation in Managers’ Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms,† Organization Science, 20/4 (July/August 2009): 812-828; Sebastian Raisch and Julian Birkinshaw, â€Å"Organizational Ambidexterity: Antecedents, Outcomes, and Moderators,† Journal of Management, 34/3 (June 2008): 375-409; Michael L. Tushman, Wendy K. Smith, Robert C. Wood, George Westerman, and Charles A. O’Reilly, â€Å"Organizational Designs and Innovation Streams,† Industrial and Corporate Change, 19/5 (October 2010): 1331-1366. O’Reilly and Tushman (2008), op cit. Clay M. Christensen, The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail (Boston, MA: Harvard Business School Press, 1997); Erwin Danneels, â€Å"The Dynamics of Product Innovation and Firm Competences,† Strategic Management Journal, 23/12 (December 2002): 1095-1121; March (1991), op. it. ; Mary Tripsas and Giovanni Gavetti, â€Å"Capabilities, Cognition, and Inertia: Evidence from Digital Imaging,† Strategic Management Journal, 21/1011 (October/November 2000): 1147-1161. Max Bazerman and Michael Watkins, Predictable Surprises (Boston, MA: Harvard Business School Press, 2004); Mary J. Benner and Michael L. Tushman, â€Å"Exploitation, Exploration and Process Management: The Productivit y Dilemma Revisited,† Academy of Management Review, 28/2 (April 2003): 238-256; March (1991), op. cit. Justin J. Jansen, Dusya Vera, and Mary Crossan, â€Å"Strategic Leadership for Exploration and Exploitation: The Moderating Role of Environmental Dynamism,† Leadership Quarterly, 20/1 (February 2009): 5-18; R. Scott Livengood and Rhonda K. Reger, â€Å"That’s Our Turf! Identity Domains and Competitive Dynamics,† Academy of Management Review, 35/1 (January 2010): 48-66; Louise A. Nemanich and Dusya Vera, â€Å"Transformational Leadership and Ambidexterity in the Context of an Acquisition,† Leadership Quarterly, 20/1 (February 2009): 19-33. Lubatkin, Simsek, Ling, and Veiga, op. cit. Jatinder Sidhu, Henk Volberda, and Harry Commandeur, â€Å"Exploring Exploration Orientation and Its Determinants: Some Empirical Evidence,† Journal of Management Studies, 41/6 (September 2004): 913-932. Christine M. Beckman, â€Å"The Influence of Founding Team Company Affiliations on Firm Behavior,† Academy of Management Journal, 49/4 (August 2006): 741-758; J. Jansen, G. George, F. Van den Bosch, and H. 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