Does TV Affect American Culture Essay -- essays research papers

     Does Television Shows Reflect American Culture?There are many a(prenominal) movies and television shows that speculate American culture. A show or movie must address some current societal problem or trend in order to truly reflect American life murder, rape, racism, and, on a less serious note, parties, obtain, and sports are topics that deserve serious consideration by the public and the media. The show Beverly Hills 90210 attempts to be an consummate portrayal of the life of a typical well-off American teenager growing up in the 80s and 90s. The producers of the show attempt to integrate many veritable life short letters in to the show. By doing this they are suggesting to the audience, which happens to be geared toward teenagers and young adults, that what the characters do in the show is the ideal way to deal with these types of situations. Many aspects of American culture are represented on the television show Beverly Hills 90210, or just 90210 as it is commonly referred to. During the first year or so of Beverly Hills 90210 it dealt with the landing field of murder/homicide. One of Davids best friends was playing with a gun that he had acquired during a summer vacation to the mid-West. The friend shot himself by accident what followed was a time of mourning for David and a recollection of many fond memories of the times they shared together. This episodes tragedy brought the characters in the show closer together. Many innocent children, and sometimes adults, are killed accident tout ensembley playing with guns, or by drive-by shootings. This is a major problem in the United States and the show is trying to get the message come in that it is not a safe thing to do. It also raises the question as to why access of guns is so readily available to anyone. Every night on the news, someone can see many incidents in which there are suffering resulting from guns. Furthermore, the availability of guns makes the public scared. Chil dren have images of adults using guns for hunting or game. In the adolescents mind it appears that guns are not a bad item to own, when in reality guns are extremely dangerous weapons. Beverly Hills 90210 makes a strong attempt to touch upon its viewers that these accidents can be precautions. The show sends a message to the younger generation, which are becoming more and more violent, to stay away from things that result in violence like... ...s right in with the materialistic values promoted by our society in print, in television, in commercials, in movies - in other words, in all aspects of the media. All economic echelons of society in the United States are encouraged to purchase name brand clothing and other apparel. The"American ambitiousness" of shopping and credit cards is a reality in the show. The setting of the show is Beverly Hills, California, the home of all the popular trends and famous stars. This location, along with rich parents, provides for the perfect situation to make them look like rich brats. Although Beverly Hills 90210 is not a perfect reflection of American culture, it does lend itself to the stereotype of having a huge wardrobe and vitality the "American Dream". In the ten years during which 90210 has been on the air, the show has dealt with many topics. From the Persian Gulf War and high school, to AIDS and the Internet, the show has reflected many aspects of American culture. Beverly Hills 90210 sends a message to the viewers to make the best of ones life. Hopefully many of the viewers will be able to attain the "American Dream" that is the essence of American culture.

Aneroxia Nervosa :: essays research papers

Aneroxia NervosaSHOT BY SHOT ANALYSISSHOT ONE filming The points made where that the shot leave behind start dispatch as a birds eye view and zero in to a wide shot of a typical home. The point in this is to create a typical family home scene, in an ordinary neighbourhood so to emphasize that Craig is simply a bad egg and evoke emotion (in particular sympathy) from audience. A police car leave enter the shot and similtaniously the sounds depart stop, the scene will be cut shortly afterSOUND I thrust not chosen music in this scene because I felt it imperative to continue with the stereotypical noises of traffic, kids playing etc, for the same reasons as above.MISE-EN-SCENESetting A normal family home, again for the reasons above.Lighting Dark clouds be beginning to form so to show that trouble is brewing in the story.EDITING The shot will be cut as the police car parks and the noise of plying traffic etc. stops.SHOT TWOCINEMATOGRAPHY The shot will be in real time and will be a wide shot so to include all the family doing normal stereotypical activitiesSOUND Diagetic family noises will be presentChopping vegiesT.V noiseChatting etc.Toward the fetch up of the scene a doorbell will ring over all this and mum will go to answer it.MISE-EN-SCENESetting a typical family shot will be the setting to continue to create the scene intended and to evoke the sympathy when Craig will be arrested. Costume All are dressed in middle-upper class clothing except Craig who wears FUBU and baggy jeans, this is to ensure he is singled out from his family and made to number the bad eggFigure Behaviour Mum leaves to answer the door, all else continue with their activities (Dad chopping vegies, sister watching TV and Craig reading newspaper).Editing The will end as mum disappears through the doorway.SHOT THREE CINEMATOGRAPHY A close up is used here to show that Craig is aware of what is about to happen, audiences are invited to think this as he is obviously distressed. SOUND Stil l the diagenic sounds of the family.MIS-EN-SCENE Lighting craigs face is slighty shadowed to show that he is a dark horse, hes introuble.Figure conduct Craig obviously distressed, sweat appears as he is anticipating what is about to happen.EDITING As we hear the first sign of footsteps the shot is cutSHOT FOURCINEMATOGRAPHY The shot(s) are still all in real time. I have used what perhaps could be considered halway amongst a subjective shot and a long shot to include all the familys reactions as the police appear, but to still create the tension of a face off between the policeman and Craig.

Free College Admissions Essays: A Rare Encounter :: College Admissions Essays

A R be Encounter Very rarely in life does one encounter an individual who impacts you in such a sort that they not only become ingrained in memory, but also shape the type of person you want to become. For me, Mrs. Peggy Jeens was one of these very special and haunting people. Although I only had the pleasure of knowing Mrs. Jeens for two of my high school years, she affected me in ways far beyond the educational scope. Through her teaching, she showed me what adjust happiness and satisfaction were. How else could anyone teach for so long and still begin each day with a smile? With fire and thought-captivating lessons, Mrs. Jeens managed not only to somerset the information along to her students, but also make them enjoy learning in such a way that they looked forward to her class every day. big(p) teaching abilities, although essential, are not the only characteristics of an unforgett able teacher. In order for a teacher to have that unexplainable spark, you must know th em outside of the stage setting of school and have the opportunity to see their true personalities. I was most definitely able to do this with Mrs. Jeens by accompanying her on trips to Italy, Greece, Spain, and Morocco. During these week-long trips, I was able to get to know Mrs. Jeens in a way that most students cannot. I learned that she was an incredibly generous and fun-loving individual who made each trip an exciting adventure for her students. Even though we did not always encounter the best of circumstances, Mrs. Jeens always managed to take the worst situations and make them bright. Although I learned many things from my connector with Mrs. Peggy Jeens, the one I value above all is the ability to be happy with whatever life throws at you. Mrs. Jeens always emanated a happiness that septic everyone around her through her smiles, kind words, and loving nature. It is my personal belief that the most important thing in life is to be happy, as if you are happy, you are cont ent with your life and want for nothing.

Social Role Play and the Search For Identity in Chopin’s Desiree’s Baby

Social Role Play and the Search For Identity in Chopins Desirees BabyWhen I think about womens role in our society, especially nowadays,the first word that comes to my mind is exhausted. What I think of isthat this subject is exhausted. There are so many literary andsociological interpretations of the physical and psychological femaleimage that whatever I say or prove would be just another attempt tounderstand the incomprehensible. Its not because I am a woman, ormay be exactly because I am. But here the important expression is Iam and the extension can be endless. And what a human life is exactly aneverlasting search for the right word that would complete thesentence. As if we could complete it, our personality will becompleted as well. And after years of searching, determination and againsearching, we finally understand that there are so many I ams someof which have no logical explanation or sealed definition and all aresubjected to so many social and personal factors.Neverthel ess I will turn to one literary interpretation, Kate ChopinsDesirees ...

Free Narrative Essays - I Was Poor, Not Low Class :: Example Personal Narratives

I Was Poor, Not Low Class   Remember as a child people would tell you, You are what you eat. When you are fed fat, you volition become fat. When fed violence, you become violent. A diet of anger will make you hate. Hunger will make you hungrier, or so it would seem. I stand for it is ironic that we teach children at a young age to judge people by means other than the content of their character. Then, we expect children to be proficient and loving after being labeled by how others view them. After all, how many people, besides your closest friends and family, can walk into your room and point to items that lapse a reflection of who you really are? The thought of being that shallow and simple is unthinkable for near of the human species. Instead of being labeled by the world as it sees me, I plan to introduce myself to the world for who I really am.   I have eaten from the plate of materialism, only to find that it tasted foul in my mouth. I bought the high- end stereo and the large television. I soon realized these possessions made me feel guilty because I was ignoring my upbringing. I was betraying all of the feelings that I felt as a child in a poor family. Now, my walls are bare because I do not like to surround myself with propaganda. The same propaganda advertisers flaunted in drive of me while I was growing up in a lower income family, not lower class. The notion that the countrys population is separated into classes by wealth, with the least ladened deemed the lower class, is repulsive to me. I refuse to conform to the typical American consumer stereotype who needs material possessions to feel validated, ever again.   My dorm room is highlighted by a loft I built myself. The loft was not purchased from a hardware store or from a designer catalog. I used my carpentry knowledge and my own two hands to carefully construct the perfect loft. The loft does not symbolize convenience or organization as most may think . It is a symbol of my incredible independence, even to a fault.

Free Narrative Essays - I Was Poor, Not Low Class :: Example Personal Narratives

I Was Poor, Not Low Class   Remember as a child people would tell you, You are what you eat. When you are fed fat, you leave behind become fat. When fed violence, you become violent. A diet of anger will make you hate. Hunger will make you hungrier, or so it would seem. I think it is ironic that we teach children at a young age to adjudicate people by means other than the content of their character. Then, we expect children to be honest and loving after being labeled by how others view them. later all, how many people, besides your closest friends and family, can walk into your room and point to items that give a reflection of who you really are? The thought of being that school and simple is unthinkable for most of the human species. Instead of being labeled by the world as it sees me, I plan to introduce myself to the world for who I really am.   I have eaten from the plate of materialism, only to find that it tasted foul in my mouth. I bought the high-end stereo and the large television. I soon realized these possessions do me feel guilty because I was ignoring my upbringing. I was betraying all of the feelings that I felt as a child in a poor family. Now, my walls are manifest because I do not like to surround myself with propaganda. The same propaganda advertisers flaunted in front of me while I was growing up in a take down income family, not lower class. The notion that the countrys population is separated into classes by wealth, with the least wealthy deemed the lower class, is repulsive to me. I refuse to conform to the typical American consumer stereotype who needs material possessions to feel validated, ever again.   My dorm room is highlighted by a loft I built myself. The loft was not purchased from a hardware store or from a designer catalog. I used my carpentry knowledge and my own two hands to carefully construct the better loft. The loft does not symbolize convenience or organization as most may th ink. It is a symbol of my incredible independence, even to a fault.

Race and Crime in America Essay

How do the great unwashed from antithetical entities in the United States perceive pass as it relates to the criminal justice system? This was the question asked to ten different people in different locations of the United States. In additional to this question a different group of participants were asked if they believe that the criminal justice system is racist? In this paper I propose that nigh people in the United States stomach a precise negative perception about the criminal justice and its promises. I concluded this based on view to case interviews I did with participants and through electronic responses. Regardless of their take to the woods, values, beliefs, social degree, gender and age in all the participants of my research paper agree on that there is a union between race and crime in America. To some the criminal justice system is non as blind as it is perceived to be. Some of the participants have little soul of the law system and its different compvirtuo sonts.Some not fully competent to be subject matter experts to determine if crime and race connect however, they all have the same generalization about the law, law enforcement and law discrimination. The public receives much of their impressions and intimacy of the criminal justice system through the mass media. Top-rated goggle box programs, such as Cable unexampleds Ne devilrk (CNN) ar de havering news on crime on an everyday basis. What people actually know, or note they know, about the criminal justice system underside sometimes be interpreted as a form of ignorance of what is kn proclaim to be mandatory knowledge in order to be law-abiding citizens in whatever society. As nonchalant some things may sound the public relies on the media to feed them the lasted and most accurate news, only when this is not ceaselessly true. In todays American society, race and crime go hand in hand. Day aft(prenominal) day there is news reports about people of various racial background s involved in criminal activities ranging in different parts of the country. In the gentlemans gentleman today we face many different problems.Issues that throughoutthe years have been improved but never resolved. Throughout the United States crime continues to be one of our increasing problems within the minorities. Many people believe that crime its a problem on its own that is now being related to race. In todays American society, race and crime go hand in hand. Day after day there is news reports about people of various racial backgrounds involved in criminal activities ranging in different parts of the country. As I did my research I chose a specific object lesson that happened in Queens, New York on November 25, 2006. A young man by the name of Sean Bell was out in a strip club with a couple of his friends celebrating that he was getting married. Later that dismantleing Sean Bell and his friends were being shot at by a couple of police detectives who believed they were arme d do the death of Mr. Bell. A similar case had occurred a couple of years back in 1999 with a young man by the name of Amadou Diallo who was laid-off 41 shots by police.The relevance of these two stories is that both of these men were black and according to the reports were both unarmed. Which leads to the question that many people have why these two young men are no longer here? This is where race plays a role. Looking into statistics there are a higher percent of black, Latino, and Asiatic crimes as there is whites. I believed these statistics are want this because they way authority figures are handling some situations especially against minorities. According to an article in the New York Times by Heather Mac Donald called Distorting the Truth about Crime and Race. She states that Black and Latinos are nine times more likely to be shut offped by a police officer than whites. Attitudes like these are a major part of the unresolved problems we have today. Situations like Mr. B ell and Mr. Diallo are the results to the police aggression and horizontal though authorities may deny that it has nothing to do with race.It has been a major controversy throughout the United States on why these situations still have a one thing in common race. We as a society need to gain a clearer collar of the vast relationship between law and society. Why is there such a large connection? Why is it that is always one race that is always the target? What changes need to occur so we can change the perception of the law? Are we still a segregated country? Are we severe to change or are we just turning the separate cheek? These were some of the additional questions I ask my responders. I conducted the survey through an online blogs and face to facequestionnaires. I based my questions on the location of participants and on the prior knowledge I knew they have with the criminal justice system own encounters or experiences family members of theirs have had.The group that I targete d was mainly individuals with a higher education level of a High school diploma. I felt this was a develop group to target instead of a younger crowd that I think regardless of their faults, mishap in life always look at someone or something else to blame for their current situation. I wanted a group of individuals that would look at crime and race in a trine dimensional perspective and not from a tunnel vision view. Not every member in society beliefs that a person is responsible for their own destiny and that is something I am a strong believer in. It was difficult to get more inputs with individuals on the blog rather than it was getting information from individuals face to face. I am not accredited why this was such a critical topic but it brought out some significant emotional accompaniment that an individual has or had experience or even a family member of theirs.* Andre Ceballos an undergrad student at Cornell University, Hispanic potent 26 years old, natural and raise d in New York City said The population of prison houses around the country definitely answers that question, its a damn shame. * Amir Vasquez undergraduate student at Virginia State university, Hispanic male, 30 years old, natural in the Dominican Republic raised in New York City shortly living in Colonial Heights, Virginia said just take a look at Colonial White, sorry I meant Colonial Heights, where I live schools are great, free after school programs the whole nine yards, then look across the river in the urban center of Petersburg their high schools are not even certified and some schools missing windows and things. My tear down is minorities usually dont get a seemly shake in education which leads to crime Mr. Vasquez seems to be speaking from a functionalist perspective, he is blaming society for not offering a better education system that when is not provided there is not much to look forward to besides doing criminal activity .* Keisha Brown an undergraduate student at S outh Carolina University, African America female 25 years old, born and raised in Brooklyn, New Yorkbeaten and killed by a group of white men for alledgedly whistling at a white woman at that time, the tint of his splutter caused him to be a target for such a violent crime by the white man who at those times did anything they could to make sure african americans did not survivein their white-only societytheres martin luther king, and even abraham lincoln who were all killed because of something to do with racism. even though lincoln was a white republican, he was the one who abolished slavery. his decision set him aside from the rest of his counterparts. yes, if you dig deeper into his history there are claims that he had slaves as servants etc, but the point im trying to make is that he actually put forth the effort to end slavery. Martin luther king was killed bc of the color of his skin and the rights that he fought for im stating facts from the late(prenominal) but it can be used as an introduction for your paper. oh yeah and to sum up my argument, even though those events were of the past, it has still followed the african american race even to the present day black and hispanic children in inner city communities have it even worse than any other child in america.Their race is what keeps them oppressed and from recieving the oppropriate education and solid cultural security that a white child gets living in a blue collar upper configuration suburban area. in that locationfore, when that black of hispanic child attempts to leave back tooth that inner city image, they cannot shake it b/c for so long theyve been treated like crimals and the scum of the earth, most of them have no choice but to turn to crime and violence just to get by in america. sry if i talked ur cutting edge off mami but i love talkin ab this type of stuff lol said To help answer your question there is definitely a connection with race and crime in America.It has been an issue sin ce the days of slavery, civil rights, and segregation. you can even go as far as to mention Emmitt Till who was savagely beaten and killed by a group of white men for allegedly whistling at a white woman at that time, the color of his skin caused him to be a target for such a violent crime by the white man who at those times did anything they could to make sure African Americans did not survive in their white-only society, theres Martin Luther King, and even Abraham Lincoln who were all killed because of something to do with racism.Even though Lincoln was a white republican, he was the one who abolished slavery. His decision set him aside from the rest of his counterparts. Yes, if we dig deeper into his history there are claims that he had slaves as servants etc., but the point I am trying to make is that he actually put forth the effort to end slavery. Martin Luther king was killed because of the color of his skin and the rights that he fought for. I am stating facts from the past and to sum up myargument, even though those events were of the past, it has still followed the African American race even to the present day. Black and Hispanic children in inner city communities have it even worse than any other child in America. Their race is what keeps them oppressed and from receiving the appropriate education and solid cultural security that a white child gets living in a blue collar upper class suburban area. Therefore, when that black of Hispanic child attempts to leave behind that inner city image, they cannot shake it because for so long theyve been treated like criminals and the scum of the earth, most of them have no choice but to turn to crime and violence just to get by in America.* Terry Powell an African America male, 34 years old born and raised in Baton Rouge, Louisiana before long in college said There is not a connection between crime and race because any race can commit a crime and this is clearly seen with white-collar crimes. Crime is seen in different locations high class communities as well as low class communities. * Christina Bailey an African American female 23 years old, born and raised in New Orleans, Louisiana presently in college said Yes, there is a connection because we as a society are not focusing on helping one another we are focus only on helping self. With a mind frame like this the less fortunate forget continue to commit crimes just so they can survive in America and needless to say the less fortunate race groups are the African Americans.* Jacob Weber a white male 26 years old, currently living in Hawaii, in his second year in college said Depending on the area that one lives, does crime and race have a connection. There is just a double standard in the system, and not until people that are neutral working in those positions will the system see any changes. The socialization agents play a major role, but regardless whites are more privilege than any other race. * Miguel Perez a Hispanic male 32 year s old, from Texas said It depends on the area but minorities are seem to always be the target and because of the racism that is not seen through the unclothed eye minorities get the least support from the system * Claudia Perez a Hispanic female 31 years old, from Texas said Racism is a significant cistron that dictates how America act on a situation for instance our president because of him being biracial, the public wanted him to show proof of his birth certificate, no other president has been asked to show this document to prove his race or birth location.* John Pates anAfrican American male 40 years old, currently living in Hawaii said Yes, through history it has been noted that the ratio between black men and white men in prison is not even although blacks and whites are committing the same crimes. * Carrie Williams a white female 30 years old born and raised in Richmond, Virginia currently in college said Race and crime have a major connection especially southmostern state s. In southern states you will always find a police officer patrolling neighborhoods of minorities more often than that of a white community. I have asked police officers why are they constantly patrolling my neighborhood and they said You never know what these people are planning to do next to me that was not an answer that a law enforcement should give a citizen.Police officers in the south need more education instead of just being told what benefits they will receive from being a police officer. Resources that oppose my thesis were not easily accessible and were not of very much accreditation. These sources were more opinionated on the topic rather than stating facts. There are many articles that supported my thesis. It is very clear to me that race and crime is a complex issue to discuss and is very hard to be honest on this topic because of our countrys history and our current statistics.In an article in the Huffington Post the author is aware of the controversy of racism in ou r legal system but he is also aware of how can it be a debate when the facts are proving other wise and he states 14 examples on how the system is not fair Saying the US criminal system is racist may be politically controversial in some circles. But the facts are overwhelming. No existing debate about that. (Quigley, 2010) Race and crime connectivity will be an issue for years to come. As a society we have to understand that not everyone will on a high social class because of many other reasons beside race. A fairness of the legal system is much needed and we need to stop looking at race when punishments are delivered we need to look at the concrete facts of a case.BibliographyParker, R. (2008 , June 02). ParaPundit. Retrieved November 1, 2010, from ParaPundit.com http//www.parapundit.com/archives/005242.htmlprecomments Quigley, B. (2010, July 26). The Huffigton Post . Retrieved November 1, 2010, from

Marketing strategies of the crescent

In the recent years, Amtrak has been forced to undertake new merchandise strategies due to declining sales. As faster and more cost effective ways of voyageing have become more popular and cost effective, enlighten extend has had some difficulty keeping up. However, traveling by train offers some unique op airunities and experiences that be not avail equal to(p) with other modes of expatriate. Amtrak is attempting to use these unique attributes to food market its train that travels from rising York City to New siege of siege of Orleans and gage, the semilunar.Amtrak has been marketing the crescent-shaped by emphasizing the comfort that it offers as matchd to other forms of transportation. The new marketing strategies of Amtrak comp ar the seats of the rounded with the seats on an carpenters plane and show that the seats on the Crescent more spacious as compared to the seats an airplane. This marketing strategy is also similar to the new travel as you wish campaign for Amtrak Cascades which emphasizes the comfort and luxuries of traveling by train.Another marketing strategy that Amtrak has engaged is by improving the quality of the meals that are served since the Crescent is also equipped with a dining car which serves full meals that are cooked fresh aboard the train. The plug-in on board the Crescent has a wide variety of choices to select from and the quality of the food is much better than typical air rip food. In line with this marketing plan, Amtrak has also kept the prices of foods and beverages in its dining car and snack bar campaignable to provide the passenger with all the eating opportunities possible.The marketing strategies for the Crescent that have been utilized by Amtrak also emphasize the fact that train travel is more convenient and enjoyable than any other mode of orbit transportation, especially for families. Unlike traveling by car or any other mode of land transportation, traveling by train allows passengers to sit back and enjoy the mount.There is no more need to worry about taking a wrong turn or trying to navigate by using folded maps that are inaccurate or outdated or change surface finding a nice place to use the restroom. Amtrak capitalizes on this advantage by marketing its services to families with children by go discounted rates for children traveling with adults. This makes train travel a great experience for the entire family because it also allows the children to wander some on board the train as opposed to being confined to the backseat of a car.Boarding a train has also been made much easier by Amtrak to the extent that is has made this even easier than boarding an airplane. The passengers can avoid long lines and are allowed to keep most of their luggage within easy access of their seat. This is even better than airplanes which only allow hand carried items of limited dimensions to be stored on board with the passenger and cause a certain level of inconvenience for the passenger , not only during boarding but also upon arrival and waiting at the luggage claim area.Another inconvenience caused by traveling by airplane which Amtrak has used to its advantage it by allowing the use of cellular phones throughout the duration of the train ride. This advantage appeals to those who have important cable to conduct but up to now prefer to travel comfortably. The cellular phone use allows cablemen and bankers to be on top of their institute while enjoying the many fine facilities and comforts that the Crescent can provide.The Crescent is sometimes equipped with an observation car that allows travelers to climb up to a second level and enjoy a panoramic panorama of their surroundings through its large windows, which unlike in an airplane, allows the train travelers to enjoy much of the scenery as they travel. This is another advantage that the Crescent has over the modes of transportation because it allows the passenger to literally see life as it passes buy and t o experience and behold first hand the breathtaking beauty of America.While there are those who criticize train travel by saying that there are to many stops along the way, the train can still sometimes be a faster option than traveling by car because of the fact that passengers can sleep on a real bed while they travel throughout the night or even during the day thus eliminating the rest stops that ac company traveling by car.The Crescent also offers such soothing beds that even the passengers sleeping in the coach section of the train have a much more restful and revitalizing rest experience as compared to attempting to sleep in the cramp and uncomfortable seats on an airplane. Not only does the Crescent allow passengers to be well rested for their arrival at their destination it also makes the travel time much shorter as opposed to traveling by car or by bus.Another convenient smell of the Crescent, which Amtrak has capitalized on in its marketing strategies, is the fact that m ost train stations are located right in the middle of downtown business districts. This is the reason why Amtrak has been marketing train travel as a viable alternative aggressively to business travelers. Instead of having to go through the hassle of claiming baggage in an airport, finding a taxi, and then finally arriving at your destination, business travelers can walk or take a short subway ride to train station or from the train station to their intended destination.This saves a great deal of time and also allows these weary businessmen to maximize their work days while ensuring that they are not too stressed out or harassed as they normally would through other modes of transportation. The fact that the Crescent also has comfortable beds and even allow the use of cellular phones provides the businessman with more opportunities to work yet at the same time not expression too harassed or troubled by the time that he arrives at this final destination.Trains are also a good option for business travelers because they are less susceptible to weather delays thus offer greater reliability. These advantages of trains are the key points in the marketing strategies of Amtrak with respect to its Crescent Line and are the main draws for businessmen.The 9/11 attacks have also increased the volume of passengers on the Crescent Line of Amtrak as more and more Americans realize just how dependent the nation has become on a single mode of transportation which has proven vulnerable to attacks and tragedies. The tragedy has shown that passenger rail is vital and Amtrak greatly anticipates that more and more Americans will take to traveling by train instead of by airplanes because of this incident. The spotless record of train travel with regard to pirate has been a great influence on many Americans decisions to travel by train instead and Amtrak has capitalized on this by giving hard put travelers the security option of traveling by train.In August 2005, Hurricane Katrina may have greatly disrupted the Crescents route from New York to New Orleans but it also created a unique marketing opportunity for Amtrak. Amtrak used this to its advantage and worked diligently to restore train service to the New Orleans area via the Crescent within a month and a half of the aftermath caused by the hurricane and by doing so became one of the first companies to do so. some(prenominal) of the railroad tracks leading to the urban center were severely damaged in the storm. A press released announced the restoration of train service to the city and Amtrak officials stated that they hoped that having the city accessible by train once again would aid the city in its effort to start rebuilding. The situation allowed Amtrak to show the people of New Orleans that Amtrak values their city and looks forward to things returning to a more normal pace in the area.Another key step in this was in November 2005, when Amtrak began offering discounted rates to passengers traveling t o New Orleans. Travelers received a twenty percent discount on fares to New Orleans. Amtrak said they hoped that by making it more affordable, more tourists would be able to travel to New Orleans, boosting not only their sales, but the economy of the city. The discount was also offered to assist aid workers who traveled to the city.Amtrak has also vied for the business of people traveling on cruises out of New Orleans. Carnival and Amtrak partnered to offer twenty five percent discounts to passengers traveling on the Crescent to reach the port of New Orleans to depart on their cruise. The two companies hope that this is an incentive for tourists to travel to New Orleans thus helping the city recover faster. Amtrak was able to capitalize on this situation by showing that they are more than just a company that cares for the welfare of its passengers but also a company that cares for the welfare of America.These key advantages of traveling by train are also the key marketing strategies of Amtrak in increasing the volume of passengers on its Crescent Line. The congener comfort, reliability, luxury, convenience and security which the Crescent provides is incentive enough for any businessmen or any traveler for that matter to prefer traveling by train over the modes of transportation throughout America.

“High Fidelity”- Character anaysis Essay

pawn is a morose person who needs this excuse to always complain. Hes a truly pessimistic person, who flush toilett seem to find a positive outlook in any social occasion. Rob is alike a very self-conscious person who is not content with himself. He believes that he lacks in the areas he views as important in his life. He depends on his woman to keep him happy, and judges his life according to the woman hes with. He simply cant manage to be happy without one. His unhappiness drives him to be very sarcastic and notional to the domain around him. He makes a jerky remark to everything he notices. All and any Rob has a languid character which depends on other things preferably than himself to be happy.Rob seems to be a very pessimistic person. He sees everything in a negative fashion because he is not content with his life, and assumes it is insurmountable for things to improve. Once Rob returns home after seeing Marie sing with another man, he feels depressed and turns to h is records for some sort of reassuring escapeIs it so wrong, wanting to be home with your record collection? Its not like collecting records is like collecting stamps, or beermats, or antique thimbles. Theres a whole world in here, a nicer, dirtier, more violent, more peaceful, more colorful, sleazier, more dangerous, more loving world than the world I move in there is history, and geography, and poetry, and countless other things I should have studied at school, including music. (Hornby, 83)Rob seems to feel as though his records are the further thing he can rely on. Everyone has some sort dependence on certain sen cadencental things, be it a pet, friend or family member. In Robs case, his music is the only constant that will never let him down. He sees a whole different world inside his music, one which doesnt value the real worlds standards or values. It brings him somewhere else for a bit, somewhere which doesnt remind him of the depressing things in his life. It seems to me that with those discouraging thoughts it drives him to be very pessimistic. Without evetalking to Marie he assumed right score the bat that she was going to hook up with the man she was singing with. He didnt flush try to demo he cared in the least. His pessimism led him to give up on Marie very quickly, without even looking at the possible positive side. These actions show he has a very pessimistic outlook on life which is driven by his low self-esteem.Rob also seems unsatisfied with himself. Too piteous to be happy in a world where he feels he doesnt belong.Im here , in this stupid little flat, on my own, and Im thirty-five years old, and I own a tiny failing business, and my friends dont seem to be friends at all but people whose phone numbers I havent lost. And if I went back to sleep and slept for forty years and woke up without any odontiasis to the sound of Melody Radio in an old peoples home, I wouldnt worry that much, because the worst of life, i.e., the rest of it, w ould be over. And I wouldnt even have had to kill myself. (74)Rob looks at every aspect of his life and feels so insufficient that he doesnt even see the case for living. He feels like he has no substance in his life. From having no true friends, to a failing job. All the characteristics that he values to be a person worth living, have failed him. I think his mother plays an important role in Robs low self -esteem as she even degrades him and offers him no support. She doesnt even comfort him after the break-up with Laura, yet just criticizes and tells him that she would have left him to get on with it years ago. (48)She disgraces his job, and adds to his low self-confidence. Parents are vatic to be supportive in times of unhappiness. Parents are the people who are supposed to love unconditionally, but in Robs case it seems that they only regard the negative aspects of his life which definitely cannot improve his situation. He feels so inadequate because he has no one to turn to or depend on. He wants to run himself down, feel sorry for himself, celebrate his inadequacies. (72)Rob depends on a woman to keep him happy. He believes his woman defines him as a person, and each time he is without one he is miserable.Sometimes it seems as though the only way a man can judge his own niceness, his own decency, is by looking at his relationships with women- or rather, with prospective or current sexual partners. (68)He judges himself according to the woman hes affiliated with. He doesnt see himself as a full person without a woman. He believes that women are going to save him, lead him through to a best(p) life, that they can change and redeem him. (63) Rob is basically willing to be whatever his woman wants of him. Even his relationship with Sarah Kendrew was one of convenience because he had no one else, and wanted to feel equal to his companion. Charlie had made him feel inadequate and less of a person than her, so his relationship with Sarah was one where he ha d someone to slant on through his time of getting over her. Sarah made it easier for him because she was going through the identical situation. They were just staying together to have someone to lean on, and not be alone.He was her moment just as Charlie was mine, and when they split, Sarah had sworn off men for a while, just as I had sworn off women. It made reason to swear off together, to pool our loathing of the opposite sex and get to share a bed with someone at the same time. Our friends were all paired off, our careers seemed to have hardened into permanence, we were frightened of being left alone for the rest of our lives. (29)Rob just couldnt handle being alone. It was clear for him to make the relationship with Sarah work because she felt the same, and had the same problems he did. His weak character leads him to depend on woman to keep him happy and satisfied.Rob was also a very judgmental and critical person. His views on music could not be challenged, as he also ev aluated woman according to their musical interests and favorite(a) movies. His views were a little harsh sometimes, and he believed he was quite educated in certain areas, which therefore lead to his many judgments.Id regulate there were millions like me, but there arent, really lots of blokes have impeccable music taste but dont ask, lots of blokes read but are really fat, lots of blokes are sympathetic to feminism but have stupid beards, lots of blokes have a Woody Allen sense of humor but look like Woody Allen. Lots of blokes drink too much, lots of blokes behave stupidly when they drive cars, lots of blokes get into fights, or show off about money, or take drugs. I dont do any of these things really if I do OK with women, its not because of the virtues I have, but because of the shadows I dont have. (28)Rob makes a comment on every possible singer, songwriter, actress/actor he can. His critical attitude makes him look like a jerk. He acts above the people he criticizes to mak e him feel better about himself. He has a judgment on everything. Besides being critical to himself, hes critical to the world around him because he is miserable. He sees the negative in everything which makes him as overbearing as he is. His frustration makes him angry at everything and everyone around him.All and all, Robs depressive, dependent, self-conscious and critical attitudes demonstrate that he has a weak character. His pessimism leads to his depression, as his low self-esteem leads to his criticisms. He has a very miserable life because he doesnt even live up to his own standards. He depends on a woman to make him happy, which is completely unrealistic. Rob will never manage to be happy because he always manages to criticize and demean everything thats going on around him.

Managers Explore and Exploit

disposalal ambidextrousness in movement How Managers Explore and work Author(s) Charles A. OReilly troika and Michael L. Tushman Reviewed work(s) rise California Management Review, Vol. 53, No. 4 (Summer 2011), pp. 5-22 create by University of California Press Stcap sufficient URL http//www. jstor. org/stable/10. 1525/cmr. 2011. 53. 4. 5 . Accessed 27/11/2011 0422 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, gettable at . http//www. jstor. org/page/info/ active/policies/terms. sp JSTOR is a non-for-profit service that helps scholars, researchers, and students discover, use, and earn upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate upstart-sprung(prenominal) forms of scholarship. For more information about JSTOR, please contact emailprotected org. University of California Press is collaborating with JSTOR to digitize, impact and extend ac cess to California Management Review. http//www. jstor. org organisational ambidexterity in Action How Managers search and use Charles A.OReilly III Michael L. Tushman he life pas de deux of the average Ameri base is 79. Japanese can expect to live to age 83, Liberians to only 46. The average age of a large company is much bantam than any of these. Research has sh induce that only a tiny fraction of secures founded in the U. S. are likely to make it to age 40, probably less than 0. 1 percent. 1 In this study, for trustys founded in 1976, only 10% persistd 10 eld later, leading the authors to conclude that Despite their size, their vast financial and human resources, average large profligates do non live as long as ordinary Americans. 2 While this is partly understandable because of the high mortality rates among brand- unseasonedly founded companies, approximately another(prenominal) research has estimated that even large, rise-established companies can only expect t o live, on average, between a nonher 6 to 15 years. 3 Ormerod, in a study of firm failure, noted that Over 10 percent of all companies in the U. S. , the largest and most- successful economy in the history of the world, fail every single year. 4 In a study of the worlds largest companies between 1912 and 1995, Hannah reported that only 20 firms re mained on her list for the entire period and many of those were in industries like native 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 establishments do not survive for long periods of time.In addressing this conundrum, James treat notes that central to the major power of a firm to survive over time is its ability to exploit alert as confines and positions in a profit-producing way and simultaneously to search newfangled technologies and marketplacesto configure and reconfigure organisational resources to capture alert as well as new opport unit of measurementies. In Marchs terms, this is the storeamental tension at the heart of an enterprises long-run survival. The radical problem confronting an organization is to engage in sufficient exploitation to command itsT calcium counselling REVIEW VOL. 53, none 4 summertime 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 next viability. 6 March also notes that this requires not the blind variation-selection-retention bear upon of biological evolution yet what he refers to as evolutionary engineering in which organisational 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 worlds largest companies, suggests that a plausible explanation for the survivors is that they had some unmistakableive architecture which enabled them still not othersto constantly replicate their earlier success and that such somatic architectures must be building complex and difficult to discern, 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 twain research 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 firms 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 ruining new ones. These capabilities underpin the organizations ability to maintain ecological fitness and, when essential, to reconfigure existing assets and develop the new skills needed to address uphill threats and opportunities The Roots of organisational AmbidexterityOReilly and Tushman argue that the ability of a firm to be double-faced is at the heart and soul of dynamic capabilities. Ambidexterity requires sr. film directors 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. OReilly III is the Frank Buck Professor of Management at the Graduate tition, customers, and regulation. Second, they School of business organization 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 ranking(prenominal) 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 organisational Ambidexterity in Action How Managers Explore and Exploit Although theoretically obligate, research on dynamic capabilities and ambi dexterity is still at an early stage. Conceptually, the need for organizations to both research and exploit is convincing, but how do passenger cars and firms actually do this? At an operating level, how do the challenges of ambidexterity present themselvesand what differentiates the more successful gets at ambidexterity from the less successful?To develop a more granular sense for the jitneyial challenges presented by ambidexterity, consider the following terce examples. mike Lawrie at Misys In 2007, Mike Lawrie was appointed chief operating officer of Misys, a $1B FTSE 100 global supplier of bundle 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 development rates far below their competitors. It had grown through acquisitions and was a loose federation of 34 signalize art sector units with 6,000 employees open up across 79 countries.Part of Lawries turnaro und strategy was straightforward to install habitual practices across the business units to reduce costs and involve 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 imperil the proprietary products from which Misys derived most of its current receipts. However, given the poor financial position of the company, Lawries elder group was focused on cutting costs and acquire through the immediate crisis.With their legacy business and their powerful business unit managers under cost, quality, and growth printing presss, open source experiments were seen as a needless astonishment 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 meditation b e organized and led? Ganesh Natarajan at Zensar Technologies Zensar Technologies is one of Indias blow over 25 business process outsourcing companies proving services to 300 of the Fortune calciferol firms.In 2005, its business was growing but Ganesh Natarajan, the CEO, axiom the opportunity to machine a potentially radical software process innovation (Solution Blue Prints or SBP). SBP was a revolutionary way to do software study that, if implemented, would require a more collaborative relationship with clients, a different product development framework, and a different gross revenue process. Zensars existing customers, its top team, its sales force and its product development staff were not enthusiastic about SBP. akin Mike Lawries team at Misys, Natarajans senior team and business unit leaders were preoccupied with their current business and saw little need to research an approach that would require them to alter their current business model. When pressed by Natarajan to ex plore 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 surmount ensure its success. Carolean White at Defense pot Defense Corp (pseudonym) is a major U. S. justification 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 country of origin 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 appear 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 investing, and labeled her effort as a 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 taxs and questioned the viability of Carolines 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? precondition 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 specialisedally can they do? At a high level of abstraction, ambidexterity requires a departingness of senior managers to commit resources to exploratory projects and the establishment of signalize geomorphological units for exploitation and exploration. nearly research on ambidexterity begins with the acceptance of these general characteristics. 3 However, while at that place is general agreement about the elements of ambidexterity, OReilly and Tushman have noted that what is absentminded is a sink articulation of those specific management actions that facilitate the simultaneous pursuit of exploitation and ex ploration. What has been missing from the research on ambidexterity is insight into the core leadership mechanisms that underlie how dynamic capabilities operate in practice. Thus, 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 double-dealing strategy. This denomination 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 fallacious designs. Leading the ambidextrous Organization In an attempt to characterize the specific elements of ambidexterity, we offer five-spot propositions that are necessary for leaders to be successful at managing ambidexterity. 14 These are specific mechanisms that enable firms to successfully manage separate 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 exploitatory 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 strategical intent that intelle ctually justifies the importance of both exploration and exploitation. An articulation of a common vision and values that provide for a common individuality operator across the exploitative and exploratory units. b A senior team that explicitly owns the units strategy of exploration and exploitation in that respect is a common-fate reward trunk and the strategy is communicated relentlessly. b Separate but aligned organizational architectures (business models, structure, incentives, metrics, and cultures) for the exploratory and exploitative 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 rational e for why profitable exploit units, oddly 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 indistinguishability 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 colloquy of the ambidextrous strategy can further undermine cooperation and encourage unproducti ve 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 conducted 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 lightheaded failures, and tetrad firms were underperforming before learning how to be ambidextrous and deemed successful aft(prenominal)wards. bow 1 lists these companies and the challeng e each faced. Senior managers and get a line 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 pick out 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 polish of these interviews was to specify in a granular way what leadership actions were associated with the organizations 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- ve rsus less-successful ambidextrous designs.The first proposition offered by OReilly 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 adjudicate selection where cases were chosen establish on their attempt to be ambidextrous). While each of the 15 firms provide a strategic intent, only ten were able to actually hunt down 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 at heart 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, IbMs 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 seni or 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 shops 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 firms 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 jackpot (Success) Misys is a $1b software firm se lling 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 daVitas 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 mod el, 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 access 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 visual sense (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 additive innovation and placed six bets on revolutionary new products suc h 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 bring up 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 units 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 R EVIEW 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 eat 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, HPs 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 p hysically 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 rescue the company, the new product has failed to reignite growth.The new unit has faced continuous resistance from the more mature part of the business. food 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 divisions strategic intent was clear, it could not get traction on either perform ance issue until it carve up 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 dash fo r 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 papers publisher, adopted a network strategy which emphasize 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 delivering 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. EduOrganizational A mbidexterity in Action How Managers Explore and Exploit TABLe 2. question 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) fallacious Leadership (conflict resolution, resource allocation) separate units with aligned architectures and targeted integration (senior level and tactical) proposal 1 proposal 2 Proposition 3 Proposition 4 Proposition 5 SuccessIbM 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 Healthy eyes for life yes yes Geographica lly separate Explore report to senior team IbM Middleware yes yes 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 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 13Organizational 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 ambide xtrous 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 2Proposition 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 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 Failureno new growthPrinting Company No Explore unit not protected soft ware Co No No yes No Transition to Success usA Today yes yes 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 unforesightful fundament 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 owns the ambidextrous strategy (common-fate rewards, communication) Ambidextrous L eadership (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 seni or 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 be a network, not a newspaper. The over-arching aspiration was to be 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 inevitably a sufficient one. The third proposition argued for the importance of a consensus in the senior team about the ambidextrous strategy and a c ommon-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 coitus 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 operable 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, Whites 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 teams 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 m argins 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 self-control 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, respons ibility for the exploratory venture (software-as-a-service) was split between two useful 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 allotd. At IBM this was through 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 Exp lore 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 successful 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, recognisable 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 IBMs Network Technology category was her team able to balance resource allocation and decision making between her explore and exploit business lines. The Management of AmbidexterityOne 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 fifte en 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 ambid extrous 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 Teeces observation that dynamic capabilities reside in large measure with the enterprises 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, butmore importantlyto manage the inherent tensions associated with incompatible organizational architectures.These results also extend previous research that has link 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. EduOrganizational 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 p revious 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 Lawrie 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 unitsa 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 exploit ation. 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 evi dence for the benefits CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. 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, The Case of the Disappearing Firms Empirical Evidence and Implications, daybook of Organizational Behavior, 27/1 (February 2006) 79-100. . Ibid. , p. 96. 3. Rajshree Agarwal and Michael Gort, 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 ( unsanded York, NY Pantheon Books, 2005), p. 18. 5. Leslie Hannah, marshals Trees and the Global Forest Were Giant Redwoods Different? Center for Economic Performance, Discussion Paper 318, 1997. 6. See James G. March, exploration and Exploitation in Organizational Learning, Organization Science, 2/1 (February 1991) 7187 James G.March, The Evolution of Evolution, in J. Baum and J. Singh, eds. , Evolutionary high-powers of Organizations (New York, NY Oxford University Press, 1994), pp. 39-52. 7. For interesting examples of how biological evolution might accept 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(prenominal) Other to Succeed (New York, NY Free Press, 2011) Charles A. OReilly, J. Bruce Harreld, and Michael L.Tushman, 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, 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, Organizational Ambidexterity match Exploitation and Exploration for Sustained Performance, Organization Science, 20/4 (July/August 2009) 685-695 Michael L.Tushman and Charles A. OReilly, 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, What are Dynamic Capabilities and argon They a Useful Construct in Strategic Management? International led ger of Management Reviews, 11/1 (March 2009) 29-49 Kathleen M. Eisenhardt and Jeffrey A. Martin, Dynamic Capabilities What Are They? Strategic Management Journal, 21/10-11 (October/November 2000) 11051121 J.Bruce Harreld, Charles A. OReilly, and Michael L. Tushman, 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 agreement Strategic Change in Organizations (Malden, MA Blackwell Publishing, 2007) David J. Teece, Gary Pisano, and Amy Shuen, Dynamic Capabilities and Strategic Management, Strategic Management Journal, 18/7 (August 1997) 509-533. 1. C. OReilly and M. Tushman, Ambidexterity as a Dynamic Capability Resolving the Innovators Dilemma, Research in Organizational Behavior, 28 (2008) 190. 12. Harreld et al. (2007), op. cit. David J. Teece, Explicating Dynamic Capabi lities The Nature and Microfoundations of (Sustainable) Enterprise Performance, Strategic Management Journal, 28 (December 2007) 1319-1350. 13. See, for example, Vijay Govindarajan and Chris Trimble, grammatical construction 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, 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 map of Integration Mechanisms, Organization Science, 20/4 (July/August 2009) 797-811 Michael H. Lubatkin, Zeki Simsek, Yan Ling, and John F.Veiga, 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, 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, Organizational Ambidexterity Antecedents, Outcomes, and Moderators, Journal of Management, 34/3 (June 2008) 375-409 Michael L.Tushman, Wendy K. metalworker, Robert C. Wood, George Westerman, and Charles A. OReilly, Organizational Designs and Innovation Streams, Industrial and Corporate Change, 19/5 (October 2010) 1331-1366. OReilly and Tushman (2008), op cit. Clay M. Christensen, The Innovators Dilemma When New Technologies Cause Great Firms to Fail (Boston, MA Harvard Business School Press, 1997) Erwin Danneels, 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, 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, Exploitation, Exploration and carry through Management The Productivity Dilemma Revisited, Academy of Management Review, 28/2 (April 2003) 238-256 March (1991), op. cit. Justin J.Jansen, Dusya Vera, and Mary Crossan, Strategic Leadership for Exploration and Exploitation The talk over Role of Environmental Dynamism, Leadership Quarterly, 20/1 (February 2009) 5-18 R. Scott Livengood and Rhonda K. Reger, Thats Our Turf Identity Domains and Competitive Dynamics, Academy of Management Review, 35/1 (January 2010) 48-66 Louise A. Nemanich and Dusya Vera, 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. Jatin der Sidhu, Henk Volberda, and Harry Commandeur, Exploring Exploration Orientation and Its Determinants Some Empirical Evidence, Journal of Management Studies, 41/6 (September 2004) 913-932. Christine M. Beckman, The Influence of trigger 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. Volberda, Senior Team Attributes and Organizational Ambidexterity The Moderating Role of Transformational Leadership, Journal of Management Studies, 45/5 (July 008) 982-1007. Charles A. OReilly and Michael L. Tushman, The Ambidextrous Organization, Harvard Business Review, 82/4 (April 2004) 74-83 Nicolaj Siggelkow and Daniel Levinthal, Temporarily Divide to Conquer Centralized, Decentralized, and Reintegrated Organizational Approaches to Exploration and Adaptation, Organization Science, 14/6 (November/December 2003) 650-669. Clark Gilbert, Unbundling the Structure of Inertia Resource versus Routine Rigi dity, Academy of Management Journal, 48/5 (October 2005) 741-763 Mom, Van den Bosch, and Volberda, op. cit. Charles A. OReilly, David F. Caldwell, Jennifer A. Chatman, Margaret Lapiz, and William Self, How Leadership Matters The Effects of Leaders Alignment on Strategy Implementation, Leadership Quarterly, 21/1 (February 2010) 104-113 Wendy K. Smith and Michael L. Tushman, Managing Strategic Contradictions A Top Management get for Managing Innovation Streams, Organization Science, 16/5 (September/October 2005) 522-536. V. J. Gilchrest, Key Informant Interviews, in B. F. Crabtree and W. L. Miller, eds. , Doing Qualitative Research (London Sage, 1992).This research used a multi-case design in which cases were create verbally for each of the fifteen ambidexterity efforts (e. g. , Eisenhardt, 1989). These cases were then used to generate insights into those actions that were more or less likely to be associated with the successful implementation of an ambidextrous form. Each of the 15 cases was compared to the five propositions suggested by OReilly and Tushman (2008). Given the exploratory and qualitative nature of this investigation and the nature of our convenience sample, any results are necessarily tentative.CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu 21 Organizational Ambidexterity in Action How Managers Explore and Exploit 24. Govindarajan and Trimble, op. cit. Charles H. House and Raymond L. Price, The HP Phenomenon Innovation and Business Transformation (Stanford, CA Stanford University Press, 2009) Richard S. Rosenbloom, Leadership, Capabilities, and Technological Change The Transformation of NCR in the Electronic Era, Strategic Management Journal, 21/10-11 (October/ November 2000) 1083-1103. 25.OReilly, Harreld, and Tushman, (2009) op cit. 26. Teece (2007), op cit. , p. 146. 27. Jansen, George, Van den Bosch, and Volberda, op. cit. Jansen, Vera, and Crossan, op. cit. Nemanich and Vera, op. cit. Smith and Tushman, op. cit. 28. For example, see Beckman (2006), op. cit. Lubatkin, Simsek, Ling, and Veiga, op. cit. Alva Taylor and Constance E. Helfat, Organizational Linkages for Surviving Technological Change Complementary Assets, Middle Management, and Ambidexterity, Organization Science, 20/4 (July/August 2009) 718-739. 9. See Jansen, Tempelaar, Van den Bosch, and Volberda, op. cit. OReilly and Tushman (2004), op. cit. Wendy K. Smith, Managing Strategic Ambidexterity Top Management Teams and Cognitive Processes to Explore and Exploit Simultaneously, paper presented at the 25th EGOS Colloquium, Barcelona, July 3, 2009 Tushman, Smith, Wood, Westerman, and OReilly, op. cit. 30. For example, see Gilbert, op. cit. Robert Sobel, When Giants Stumble Classic Business Blunders and How to Avoid Them (Paramus, NJ Prentice Hall, 1999) Donald N.Sull, The Dynamics of Standing Still Firestone Tire and Rubber and the Radial Revolution, Business History Review, 73/3 (Autumn 1999) 430-464 Tripsas and Gavetti, o p. cit. 31. Harreld, OReilly, and Tushman (2007), op. cit. Jan Rivkin and Nicolaj Siggelkow, Balancing Search and Stability Interdependencies among Elements of Organizational Design, Management Science, 49/3 (March 2003) 290-311 Richard Wittington, Andrew Pettigrew, Simon Peck, Evelyn Penton, and Martin Conyon, Change and Complementarities in the New Competitive Landscape, Organization Science, 10/5 (September/October 1999) 583-600. 2. Matthew S. Olson and Derek Van Bever, standstill Points (New Haven, CT Yale University Press, 2008) Raisch and Birkinshaw (2008), op. cit. Juha Uotila, Markku Maula, and Thomas Keil, and Shaker A. Zhara, Exploration, Exploitation and Financial Performance Analysis of S 500 Corporations, Strategic Management Journal, 30/2 (February 2009) 221-231. 22 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu