Network Level Strategy and Strategy Formation
I only need two pages one for chapter 6 and one for chapter 7 Don‘t put them together， these two pages must be separate，because this is two critical note one for chapter 6 and one for chapter 7
Requirement：
Critical Notes. Focus on the “main readings by famous experts” part of each chapter--critique material from those sections only. You choose the chapters for which you will write a critical note. Each note should remark on at least one major assertion of the text that you believe is in error, or with which you disagree. Justify your views briefly, but in a convincing manner. Use supporting evidence from OUTSIDE material as well as the material we have read to support your views. Outside readings are allowed and encouraged for evidence. Use examples to illustrate your points! Cite all sources (in-text and reference list). Critical notes are graded 0-10. These notes give me an impression of your written communications skills and your ability to think critically (an essential attribute of a competent strategist).
Critical Notes for Chapters 6 and 7
Student’s Name
Institutional Affiliation
Critical Notes for Chapters 6 and 7
Critical Note: Chapter 6 – Network Level Strategy
In chapter six, the author says that in an embedded organizational perspective, “competition is the predominant factor that determines the interaction between organizations” (p. 309). In that case, it means that were it not for competition, firms would not bother to interact with others either in the same or different industries. In my opinion, competition is one of the factors that determine organizations’ coexistence. That is the reason why every organization does its best to outperform others. Some of the enterprises give in to a competition by collaborating with competitors to share profits. Others come together to gain more market share. However, the primary thing is that competition is not the predominant factor that affects inter-organizational interactions.
Norm Smallwood and Dave Ulrich make it clear that organizational capabilities are the most significant factors that determine how businesses interact. I agree with this view. If many people are asked to list the companies that they admire the most, the majority of individuals would say Apple Inc., Amazon, Microsoft, Starbucks, Tesla, and Nordstrom. These are some of the largest firms in the world. Many individuals like companies that are performing better. The primary thing that drives performance in a firm is not competition. Instead, it is organizational capabilities, resources, and core competencies. Smallwood and Ulrich say that capabilities involve expertise, abilities, and collective skills. These factors determine how people and resources are integrated to give the best outcomes. In most cases, the best-performing companies have unique core competencies and are focused on providing high-quality products. That is the aspect that makes them competitive due to their outstanding performance. However, competition is not the most significant factor that determines inter-organizational interactions.
Reference
Smallwood, N., & Ulrich, D. (2004). Capitalizing on capabilities. Harvard Business Review. Retrieved from https://hbr.org/2004/06/capitalizing-on-capabilities.
Critical Note: Chapter 7 – Strategy Formation
I disagree with the author that objectives ...