ΣΤΟΙΧΕΙΑ ΙΟΙΚΗΣΗΣ ΕΠΙΧΕΙΡΗΣΕΩΝ

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1 ΣΤΟΙΧΕΙΑ ΙΟΙΚΗΣΗΣ ΕΠΙΧΕΙΡΗΣΕΩΝ Ολίβια Κυριακίδου Ε ίκουρος Καθηγήτρια Οργανωσιακής Συµ εριφοράς Τµήµα Οργάνωσης και ιοίκησης Ε ιχειρήσεων Οικονοµικό Πανε ιστήµιο Αθηνών Γραφείο: Πατησίων 76, 2 ος όροφοες, νο 6 Τηλ: okyriakidou@aueb.gr Περιγραφή του Μαθήµατος: Στο µάθηµα «Αρχές ιοίκησης Επιχειρήσεων» αναπτύσσεται µία σειρά στρατηγικών πλαισίων που σχετίζονται µε τη διοίκηση επιχειρήσεων στους τοµείς της τεχνολογίας και της πληροφορικής. Ιδιαίτερη έµφαση δίνεται στην ανάπτυξη και την εφαρµογή θεωρητικών µοντέλων που στοχεύουν στη διασαφήνιση των αλληλεπιδράσεων µεταξύ του ανταγωνισµού, των µοντέλων τεχνολογικών αλλαγών και αλλαγών στις αγορές, και της δοµής και ανάπτυξης των οργανωσιακών ικανοτήτων. Το κεντρικό ενδιαφέρον του µαθήµατος αυτού έγκειται στην απόκτηση µιας σειράς πανίσχυρων αναλυτικών εργαλείων που θεωρούνται απαραίτητα για την ανάπτυξη τεχνολογικών στρατηγικών και στρατηγικών πληροφοριακών συστηµάτων ως ουσιαστικού µέρους της εταιρικής στρατηγικής. Τα εργαλεία αυτά µας βοηθούν να λάµβάνουµε αποφάσεις σχετικά µε ποιες τεχνολογίες θα πρέπει να επενδύσουµε, τι δοµή θα δώσουµε σε αυτές τις επενδύσεις και πως µπορούµε να προβλέπουµε και να αντιµετωπίζουµε τη συµπεριφορά των ανταγωνιστών, των προµηθευτών και των πελατών µας. Το µάθηµα βασίζεται σε διαλέξεις, µελέτες περίπτωσης, προσοµοιώσεις και ανεξάρτητο διάβασµα. Τα σχετικά κείµενα αντλούνται από την έρευνα στο γνωστικό πεδίο των οικονοµικών και από την έρευνα στον τοµέα της τεχνολογικής αλλαγής και της θεωρίας των οργανώσεων. Οι περιπτώσεις µας δίνουν την ευκαιρία να ενσωµατώνουµε και να εφαρµόζουµε αυτά τα αφηρηµένα εργαλεία σε ένα πρακτικό, επιχειρηµατικό πλαίσιο. Μαθησιακοί Στόχοι Μετά το τέλος του µαθήµατος, οι φοιτητές θα είναι σε θέση να: Page 1 1. Εξοικειωθούν µε τις σύγχρονες τάσεις στη στρατηγική και διαχείριση της στρατηγικής καινοτοµίας και των επιχειρήσεων στους τοµείς της τεχνολογίας και των πληροφοριακών συστηµάτων 2. Να εξοικειωθούν µε τις διαδικασίες και τις δοµές παραγωγής καινοτοµίας 3. Να κατανοήσουν τις πιο αποτελεσµατικές στρατηγικές για την αξιοποίηση των καινοτοµιών 4. Να αναπτύξουν την ικανότητα να εφαρµόζουν αυτές τις έννοιες άµεσα σε πραγµατικές καταστάσεις 5. Να αναπτύξουν δεξιότητες που θα τους επιτρέπουν τον προσδιορισµό, την αξιολόγηση, και την επίλυση µιας σειράς θεµάτων που σχετίζονται µε προβλήµατα απόδοσης τόσο σε µεγάλες εταιρείες όσο και σε επιχειρηµατικά εγχειρήµατα.

2 Αξιολόγηση Στοιχείο Αξιολόγησης Τύ ος Αξιολόγησης Ποσοστό Παράδοση Παρουσίαση λάνου κοινωνικής ε ιχειρηµατικότητα Οµαδική 40% 6 & 13 Ιανουαρίου 4 δισέλιδα Οµαδική 20% ΤΒΑ Γρα τή εξέταση Ατοµική 40% TBA Πρόγραµµα ιαλέξεων Meeting # 1 Meeting Topic Introduction of the course Introduction to Strategy: Creating, capturing, and delivering value with technology strategy Date Thursday, Oct. 7 From 09:00 To 12:00 Porter, M. (1996), What is Strategy?, Harvard Business Review, Nov-Dec, McGahan, A. (2004), How Industries Change, Harvard Business Review, Is the strategy outlined for Motorola useful? Why or why not? In your view, how should one define a strategy for a technology driven company? How should such a strategy differ from a technology strategy? What should be the relationship between them? When is a technology strategy useful? What should be its role? Meeting # 2 Meeting Topic Case Studies eink Apple 2006 Date Thursday, Oct. 14 From 09:00 To 12:00 Utterback, James. "Invasion of a Stable Business by Radical Innovation." Chapter 7 in Mastering the Dynamics of Innovation. Cambridge, MA: Harvard Business School Press, ISBN: Moore, G. Crossing the Chasm. Revised ed. New York, NY: Harper Collins, (Read chapter 1 "High-Tech Marketing Illusion," and chapter 2 "High-Tech Marketing Enlightenment," pp ) ISBN: Christensen, Clayton. "How Can Great Firms Fail? Insights From the Hard Disk Industry." Chapter 1 in The Innovator's Dilemma. Cambridge, MA: Harvard Business School Press, 1997, pp eink What are the critical characteristics of electrophoretic displays? What implications do these characteristics have for systems of which they are a Page 2

3 component? Which possible applications should eink be targeting? How should eink prioritize its opportunities? Should they target a smaller niche initially? Which capabilities should eink build? Apple 2006 What are the critical technological trajectories in the personal computer industry over the last 20 years? Who are the relevant customers and how have their preferences evolved over the last 20 years? How has Apple's PC strategy evolved? What technology trajectories do they emphasize? What customers do they target? What capabilities have they built over time? How do these capabilities differentiate their offering? How has Apple's ipod and itunes strategy evolved? How does the iphone fit into the ipod/itunes strategy? How do technologies and customers differ for this product? What is your recommended next step for the ipod/itunes business? Meeting # 3 Meeting Topic Industry life cycle and evolution of markets Organization of Innovation Date Thursday, Oct. 21 From 09:00 To 12:00 Case Study Case: Novartis Abgenix and the XenoMouse Παράδοση Eisenhardt, K. and Galunic, C. (2000), Coevolving: At Last, A Way to Make Synergies Work, Harvard Business Review, Tushman, Michael, and Wendy Smith. "Technological Change, Ambidextrous Organizations and Organizational Evolution." In Companion to Organizations. Edited by J. Baum. Malden, MA: Wiley-Blackwell, ISBN: Novartis How have innovations traditionally been developed at Novartis? How has this changed over time? What role do biotechnology firms play in the Novartis innovation process? What are the advantages and disadvantages of centralized R&D? What other important issues are relevant to the design of Novartis's organizational structures? How should Novartis restructure now? Abgenix and the XenoMouse How do you think Abgenix can best exploit the Xeno Mouse? What should they do now? Who else could capture value from the Xeno Mouse? 1 η δισέλιδη εργασία Σχηµατίστε την οµάδα σας, ε ιλέξτε τον κλάδο ου σας ενδιαφέρει, φτιάξτε τις σχετικές S-curves: Είναι ιθανό ο κλάδος να υ όκειται σε «φυσικά τεχνολογικά όρια»; Page 3

4 Για οιο λόγο ή γιατί όχι; Έχει υ οστεί «αναστατώσεις»; Είναι ιθανό να συµβούν κά οιες σύντοµα»; Meeting # 4 Meeting Topic Appropriability: uniqueness and complementary assets Date Thursday, Oct. 28 From 09:00 To 12:00 Case Study Ember: developing the next ubiquitous network standard Shapiro, C. and Varian, H. (1999), "The Art of Standards Wars." California Management Review 41, no. 2, Arthur, B. (1996), "Increasing Returns and the New World of Business." Harvard Business Review, Should Ember integrate into chip manufacturing? Why or why not? What are Ember's major competitive threats going forward? What should Ember's strategy be? Meeting # 5 Meeting Topic Open standards, increasing returns, and propriety control Date Thursday, Nov. 4 From 09:00 To 12:00 Case Study Red Hat and the Linux revolution Google and AOL Henderson, R. and Clarkm K (1990), "Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms", Administrative Science Quarterly, 35, Brown, S. and Eisenhardt, K. (1997), "The Art of Continuous Change: Linking Complexity Theory and Time-paced Evolution in Relentlessly Shifting Organizations", Administrative Science Quarterly, 42, Red Hat and the Linux revolution What are the major advantages of Linux over other operating systems? What role do standards play? What is Red Hat's strategy for creating and capturing value? What role do partnerships play? What should Red Hat do now? Google and AOL What value does Google create for users? How does Google capture value? What are the major turning points in Google's evolution? What role do partnerships play? What effect did Google's early partnerships (e.g., AOL) have on Google's evolution? Who are Google's major competitors in every stage of its evolution? What are the major threats to Google's dominance in internet advertising? What are Google's main competencies? Where does Google fit in the value chain? What are the most important markets that Google should enter? Why? Page 4

5 Meeting # 6 Meeting Topic Horizontal / vertical strategies and the evolution of the value chain Date Thursday, Nov. 11 From 09:00 To 12:00 Case Study Nokia, Apple iphone, and Google phone Today's class will focus on a comparison of the mobile phone technology strategies of Nokia, Apple, and Google. What are the critical technology trajectories and customer segments impacting the next generation mobile phone industry? What types of firms influence mobile technology standards and the adoption of technologies? Compare Nokia, Apple, and Google mobile phone products and technologies. What differential value do they offer? What customers do they target? Compare Nokia, Apple, and Google mobility value creation strategies. How do they fit with other lines of business? Compare Nokia, Apple, and Google mobility value capture strategies. What role do uniqueness and complementary assets play? How do the firm's capabilities differ? Compare the partnerships of each firm and describe their positions in the value chain. What should each firm do? Who will win the battle? Who will be most successful? Why? Meeting # 7 Meeting Topic Organizational dynamics: overload, time-pacing, simple rules, and probing Date Thursday, Nov. 18 From 09:00 To 12:00 Alza/Ciba (1): structuring a deal? Alza/Ciba (2): managing the relationship, Hamel, G., Doz, Y.L., and Prahalad, C.K. (1989), "Collaborate With Your Competitors And Win." Harvard Business Review, Meeting # 8 Meeting Topic Θέµατα ιοίκησης Ανθρω ίνων Πόρων Date Thursday, Nov. 25 From 09:00 To 12:00 Page 5 Infosys Allen, T.J. and Katz, R. (1986) The Dual Ladder: Motivational Solution or Managerial Delusion?, R&D Management, 16(2): Badawy, M.K. (1971) "Understanding the Role Orientations of Scientists and

6 Engineers", Personnel Journal, 50(6): Badawy, M.K. (1988) Managing Human Resources: What We Have Learned, Research-Technology Management, 31(5): Benabou, R. and Tirole, J. (2003) Intrinsic and Extrinsic Motivation, Review of Economic Studies, 70: Chen, T.Y., Chang, P.L. and Yeh, C.W. (2003) The Study of Career Needs, Career Development Programmes and Job Satisfaction Levels of R&D Personnel: The Case of Taiwan, Journal of International Human Resources Management, 14(6): Frey, B.S. (1997) On the Relationship Between Intrinsic and Extrinsic Work Motivation, International Journal of Industrial Organization, 15: Osterloh, M., Frey, B. and Frost, J. (2002) The Dynamics of Motivation of New Organizational Forms, International Journal of Economics and Business, 9(1): Meeting # 9 Meeting Topic ιαχείριση α οτελεσµατικών οµάδων Date Thursday, Dec. 2 From 09:00 To 12:00 Παιχνίδι ρόλου και συµπλήρωση ερωτηµατολογίου Ilgen, D.R., Hollenbeck, J.R., Johnson, M., and Jundt, D. (2005). Teams in organizations: from input-process-output models to IMOI models. Annual Review of Psychology, Vol.56, pp Jordan, P.J., Ashkanasy, N.M., Hartel, C.E.J., and Hooper, G.S. (2002), Workgroup emotional intelligence scale development and relationship to team process effectiveness and goal focus. Human Resource Management Review, vol.12, n.2, pp Burke, L.A., and Miller, M.K. (1999), Taking the mystery out of intuitive decision making. The Academy of Management Executive, vol.13, n.4, pp Nutt, P. C. (1999), Surprising but true: Half the decisions in organizations fail. The Academy of Management Executive, 13(4), Rutledge, R.W., (1995), Escalation of commitment in groups and the effects of information framing. Journal of Applied Business Research, vol.11, n.2, pp Meeting # 10 Meeting Topic Ηγεσία Date Thursday, Dec. 9 From 09:00 To 12:00 Page 6 Παιχνίδι ρόλου Cavallo, K., and Brienza, D., Emotional competence and leadership excellence at Johnson and Johnson: the emotional intelligence and leadership study. Consortium Research on Emotional Intelligence in Organizations, Collins, J.C. (2001). Level 5 Leadership. In Good to Great, ch.2, London: Random House Business Books. Fulmer, I.S., Gerhart, B., and Scott, K.S. (2003). Are the 100 best better? An empirical investigation of the relationship between being a great place to work and firm performance. Personnel Psychology, Winter, Vol. 56, n.4, pp Gofee, R., and Jones, G. (2005). Managing Authenticity: The Paradox of Great Leadership. Harvard Business Review, Dec., Gosling, J., and Mintzberg, H. (2003), The Five Minds of a Manager. HBR November, pp Stewart, G. Bennett III (2004), Champions of Profitable Growth. HBR July-August,

7 pp Goleman, D. (1998), What Makes a Leader?. Harvard Business Review, Dec., pp Kets de Vries, M. (2003), Doing an Alexander : Lessons on Leadership by a Master Conqueror. European Management Journal, vol.21, n.3, pp Lewis, K.M. (2000), When leaders display emotion: how followers respond to negative emotional expression of male and female leaders. Journal of Organizational Behavior, vol.21, pp Waldman, D.A., Balthazard, P.A., Peterson, S.J. (2011). Leadership and Neuroscience: Can we revolutionize the way that inspirational leaders are identified and developed?. Academy of Management Perspectives, Feb, pp Meeting # 11 Meeting Topic ιαχείριση καινοτοµίας και ε ιχειρηµατικότητα Date Thursday, Dec. 16 From 09:00 To 12:00 Case Study TBA TBA Meetings # Meeting Topic Presentations Date Thursday, Jan. 6 & 13 s From 09:00 To 12:00 Page 7