Project plan Essay Example | Topics and Well Written Essays - 750 words

Project plan - Essay Example ‘Cosseted children growing up unable to cope with failure because parents are not allowing them to be independent’ reads the article’s title. She has written that in the past two decades there has been a trend towards parents over-controlling their children. Because of this, modern children are ending up struggling to adapt to setbacks that life throws when mature. Laura insists on the importance of letting kids undergo a certain standard of risk to rectify the mistakes they make as time goes by. Laura argues that children should need to experience some standards of risk to learn how to deal with failure accurately. Laura further points in this text that risk-taking and the learning opportunities it presents help nurture decision-making skills for adolescents and young adults. It is appropriate for modern parents to let their children explore life for them to be prepared to deal with its challenges when they become mature (Clark, 2013). To some extent, Frank Furedi coincides with Laura Clark. ‘University students- are they toddlers or young adults?’ is the title of his article published in The Independent. In this article, Furedi points to reports saying that undergraduates are following a careless lifestyle. Furedi further says that lectures are neglecting students and letting them do as they wish. Modern universities are treating students like toddlers. Furedi argues that children have been denied a chance to think for themselves and, as a result, lack the capacity to be independent and take control of their lives. Furedi criticizes parents who are over-concerned with how their children are faring in university. He points out that during the late 1990s it was an embarrassment for college students to be seen with parents in campus. In recent times, parents are invading their children’s campus life denying

Digital Bangladesh Essay Example for Free

Digital Bangladesh Essay Bangladesh is resounding with the target of achieving digital Bangladesh. Broadly speaking, a digital society ensures an Information and communication Technology (ICT) driven knowledge-based where information will be readily available on line and where all possible tasks of the government, semi-government and also private spheres will be processed using the modern technology. So, a digital Bangladesh must guarantee efficient and effective use of modern ICT in all spheres of the society with a view to establishing good governance. In other word, making Bangladesh a digital one, we have to establish technology driven e-governance, e-commerce, e-production, e-agriculture, e-health etc. , in the society emphasizing the overall development of the common people. Building strong ICT infrastructure is the pre-requisite for making Bangladesh a digital one. For this, we need to focus on the following relevant issues assessing the harsh reality that hinders our development in this context. Latest statistics reveal that Bangladesh faces a power deficit of up to 200 MW against a demand of 5000 MW daily. It may be noted that for proper ICT development an uninterrupted power supply is a must. For the ICT development Internet users of the country must be increased. In this case our position is the worst one among the South Asian countries. From different sources, it has been learnt that, English language literacy rate in Bangladesh is lesser than one percent. Whereas, English language literacy rates in India and Pakistan are 60% and 20% respectively. There is a strong correlation between English literacy and ICT development in the present context of Globalization. In the arena of ICT English has become the Lingua-Franca. Though the above accounts seem to be frustrating one, these can be easily overcome within a reasonable span of time if we can establish good governance in the country. For making a digital Bangladesh by 2021, the government must address the above stated issues effectively and efficiently in transparent manners. In many cases we need to reformulate our national policy (e. g. education policy, ICT policy) in accordance with the Millennium Development Goals. It the leaders of our country objectively guide this generation, they can do wonder for the nation.

Effect of Stigma on Mental Health

Effect of Stigma on Mental Health From thousands of years, debate has been going on among practitioners how to treat mental illness. Several modifications have been done from burning, chaining, locking them in homes and drilling their heads to unchaining and treating them like humans (Foerschner, 2010). But the nurses who work in mental health setting still face the problems in delivering care in a stigma free environment in order to promote the health of mentally ill patients (Stuart, 2009). For such mentally ill clients we need to accept their behavior rather than stigmatization (Angermeyer Matschinger, 2003). Stigma is a â€Å"collection of negative attitudes, beliefs, thoughts, and behaviors that influence the individual, or the general public, to fear, reject, avoid, be prejudiced, and discriminate people† (Gary, 2005). The reason behind selection of this topic is that to accepting mentally ill patient with the intention of promoting their health. In West, stigma to mental illness is properly recognized, equally managed and prevented. Yet, in Eastern cultures, being mentally ill is still seen as a mark of dishonor for family, mental health patients are still stigmatized and socially isolated and supposed as being haunted by evil spirit or jinn (Naeem, Ayub, Javed, Irfan, Haral Kingdon, 2006). Additionally, mental health is considered to be the most avoided field in Pakistan due to the stigma attached to it (Qasim, 2012). Not so long I have being in psychiatric setting where we all were sitting in cafà © having our break together, suddenly a man in brown traditional clothes with leather jacket wearing black goggles ask one of our colleague if he want some tea? he answered â€Å"no†, that person sat on nearby table and ask waiter to bring one zinger burger. While noting his getup which was not according to weather and unusual behavior, my colleague abruptly ask our faculty â€Å"Ma’am is he mad or what? After hearing those words that patient suddenly pushes his chair and leaves the cafà ©.† This is how people unintentionally target psychiatric patient by hitting their self-esteem rather accepting them as a part of society and understand there awkward behavior as a part of their illness. In a society stigma marks a boundary between â€Å"normal† and â€Å"outsider,† and between â€Å"us† and â€Å"them† (Link Phelan, 2001). Question is how we can break this boundary of discrimination which is causing barrier to recovery of mentally ill clients? The case scenario will now be analyzed on a social cognitive model explains how public and self stigma are formed and maintained. There are 3 components that structure this model are: stereotype, prejudice, and discrimination. Social psychologists see stereotypes as information learned by society (Augoustinos, Ahrens, Innes, 1994; Esses, Haddock, Zanna, 1994; Hilton von Hippel, 1996; Judd Park, 1993; Krueger, 1996; Mullen, Rozell, Johnson, 1996). Without thinking we quickly create expectation and impression of people who fit in to a stereotyped group, (Hamilton Sherman, 1994) just like my colleague label that person as ‘mad’. Prejudice endorse people may show a negative reactions by supporting their learned negative stereotype. (Devine, 1988, 1989, 1995; Hilton von Hippel, 1996; Krueger, 1996). Prejudice may lead to discriminatory behavior (Weiner, 1995) just like my colleague discriminate that person as one who is not following societal norms and discriminate his behavior from normal to abnormal (for social cognitive model refer appendix fig 1.). Being stigmatized has several harmful effects on the individual, the immediate family and the community too. At first in the name of honor or embarrassment, the individual and family doesn’t reach the health care provider for treatment options. It also cause non-adherence to effective treatment regimen. Self stigma is another effect resulting in low self esteem, negative self perception and self care when a person internalizes the discriminatory behavior and societal stigmatizing attitude. Lastly stigma has also affects the attitude of health care provider. Study has shown that in hospital setting nurses display punishing attitude and use unacceptable manner for treating them, like unnecessarily retraining them (Pinto-Foltz Logsdon, 2009). To reduce stigma and discrimination against people with mental health disorders the largest ever program was launched in England on Jan 21, 2009, called Time to Change. By referring social cognitive model this program aims to show that change is possible that would bring hope to people who are deleteriously exhausted by discrimination (refer appendix fig 2.) (Henderson Thornicroft). A few procedures for stigma decrease are accounted in the literature. These interventions and techniques might be used at diverse levels: the intrapersonal, interpersonal, organizational/institutional, group, and governmental/structural (McLeroy et al, 1988; Richard et al, 1996). Firstly, intrapersonal level has always remained a primary focus to change the behavior of an individual. Interventions are done to change the individual’s knowledge, behavior, attitude, self concept, enhancing self esteem, coping skills, strengthening, and financial support. We can carry out these interventions via indiv idual counseling or cognitive behavioral therapy (CBT) and Self help advocacy and support groups (Heijnders Van Der Meij, 2006). Secondly, intervention at interpersonal level deals with the impact of social gathering and social support on the health of mentally ill client. The interpersonal environment of the patient includes their family, friends and work environment. They intend to build connections between patient and his/her interpersonal environment in order to restore or promote their health. This could be carry out through Care and support by family, Home care teams, and Community-based rehabilitation (Heijnders Van Der Meij, 2006). Furthermore, the organizational level also being used in order to change the perception of public towards stigma and its effect on individual. This could be accomplished through training programs and institutional changes which increase knowledge of the disease and effect of stigma on the lives of mentally ill clients (Heijnders Van Der Meij, 2 006). Additionally stigma reduction can be intervene at community level whose aim is to increase knowledge about mental illness and stigma attached to it. For stigma reduction campaign, education is often used as a first step and it may combine with the other strategies as well. Educational interventions may include presentations, discussions, simulations, audiotapes, and movies, focusing specific populations (Heijnders Van Der Meij, 2006). Lastly, on governmental level work can be carried out in order to structure such policy which aims to protect the rights of the people who are suffering from stigmatizing illness (Heijnders Van Der Meij, 2006). The World Health Organization (WHO) argued that ‘policies on discrimination, access to prevention and care, confidentiality of care and individual’s rights can make a significant impact’ (2002). In Conclusion it is recommended that client’s dignity and safety should remain paramount at all times. To break the chain of stigma the social cognitive model should be vigilantly applied in psychiatric setting. Patient-centred approach is required, which starts with intrapersonal level, which gives power to affected person to development self esteem and stigma reduction related programs at other levels. â€Å"There is nothing either good or bad, but thinking makes it so† (Shakespeare, Hamlet, Act 2 Scene 2).

Evolution Within a People in A Dolls House and An Enemy of the People

Evolution Within a People in A Doll's House and An Enemy of the People by Henrik Ibsen In all cultures it is easy to see the effects of change. Change can be a revolution, a new form of thought, or a new idea surfacing. No matter what these changes are, they often emerge from the minority. In several cases this results an uprising, turning the social system on end. Simple examples of this type of change can be seen in the French or American revolutions, and even in the hippie movement of the 1960's. These changes depict how an idea shared only by a select few can snowball into the mindset of thousands. Within A Doll's House and An Enemy of the People, Henrick Ibsen shows his standpoint on the benefits of social change, and evolution within a people. A Doll?s House presents a revolutionary change for Norway in the 1880?s. During this time period women were seen as second or even third class citizens, and though numerically this is not true, a minority . Ibsen presents his character Nora as a plaything, sorely manipulated by the men in her life. As the play pro...

Why did the Munich Putsch fail?

The Munich Putsch failed for a number of reasons. Hitler was forced to act too quickly and to make a hasty, spontaneous response because of ill-judged and flawed plans that were based on too many assumptions. Hitler assumed that the time was right. The invasion of the Ruhr resulted in the crisis of Hyperinflation which caused disorder in Germany. Hitler believed that the people wanted a weak end to Germany and he thought that he had a lot of supporters. However, Hitler was mistaken because he had left the Putsch too late. By November 1923, the worst of Hyperinflation was over and the Germans had faith in Gustav Stresseman, as Chancellor, to solve their problems. The Putsch failed because Hitler was misguided and didn't see the wider picture. He was too focused on Bavaria and he didn't think things through. Hitler's plan was to March on Berlin, gathering support, just like Mussolini had marched on Rome in 1922. Hitler was naive and shortsighted, he assumed too much. He thought that he could just take over Berlin and everyone would just follow him hen nobody even knew whom he was. Hitler felt he had to act because he had heard that Ritter Von Kahr was threatening to make Bavaria a republic. This would ruin Hitler's plans. On the 8th November 1923, Hitler panicked. He burst into the Beer Hall because he believed that Kahr was going to announce a Republic. 600 SA surrounded the hall while Hitler put a gun to Kahr's head and forced him to support Hitler's revolution. Hitler also got General Luddendorff to offer his support. Hitler then et Kahr go after he promised to come back in the morning. He was naive and he didn't think that Kahr would warn the police or army about his plans. Hitler was impulsive and he didn't think about the consequences of his actions. On the morning of 9th November Hitler began the Putsch with 2,000 instead of 55,000 men. His uncoordinated plans, poor organisation and impulsive acts left no time for clear instructions. This meant that so many Nazis turned up either late or confused. The result of this was that the police killed 16 Nazis and injured over 100 people, including Hitler. However, Hitler and Luddendorff were later arrested and charged with treason. However, it can also be argued that in the long term the Putsch didn't really fail. He gave Hitler widespread publicity and his name was spread all over Germany. He learnt from his mistakes, and realised that the only way to seize power was through elections. 10 years later, he would be voted leader of Germany.

Free Essays on A Vintage Thunderbird

Love Is More Than A Heart Love is a very important thing to most people and as the saying goes ‘you can never choose who you love’. This is very true of the love between Nick and Karen, the main characters in Ann Beattie’s A Vintage Thunderbird. This fictional short story is rich in meaning and symbolism. When Nick is mugged, the character Stephanie, and most importantly the vintage Thunderbird all are symbols of Nick and Karen’s love for each other and their relationship. According to the hidden meaning of these events these two are meant to be together forever. Stephanie is a mutual friend of both Nick and Karen. In a time when Karen has run off to Bermuda, Stephanie comes to see Nick in need of being rescued. Stephanie has found herself pregnant and not wanting to be. For two weeks the two of them bond while waiting for Karen to return. Once she came back Karen and Nick were able to get over there argument to help Stephanie. They helped her to make and follow-through with a very difficult decision. This only proves that no matter how upset they are that Nick and Karen really love each other and are able to pull to together in a time of need. Stephanie is the only woman who doesn’t get Nick beaten. Nick has been mugged twice since he first met Karen. Over a year ago, when Nick went to visit an old girlfriend and they squabbled. As Nick was leaving he was assaulted by a teenager, who left him with out a wallet or cigarettes and badly bruised. If Nick had only stayed in the city with Karen this never would have happened. The second time that Nick is battered was while on a date with another woman. He had corresponded with Karen shortly before and she had asked Nick to leave the woman he was seeing to talk to her, Nick refused. While on the date he felt pangs of guilt for treating Karen the way that he had so he called her. She gave him the ultimatum of coming to see her right then or not at all. Nick said good-bye to his d... Free Essays on A Vintage Thunderbird Free Essays on A Vintage Thunderbird Love Is More Than A Heart Love is a very important thing to most people and as the saying goes ‘you can never choose who you love’. This is very true of the love between Nick and Karen, the main characters in Ann Beattie’s A Vintage Thunderbird. This fictional short story is rich in meaning and symbolism. When Nick is mugged, the character Stephanie, and most importantly the vintage Thunderbird all are symbols of Nick and Karen’s love for each other and their relationship. According to the hidden meaning of these events these two are meant to be together forever. Stephanie is a mutual friend of both Nick and Karen. In a time when Karen has run off to Bermuda, Stephanie comes to see Nick in need of being rescued. Stephanie has found herself pregnant and not wanting to be. For two weeks the two of them bond while waiting for Karen to return. Once she came back Karen and Nick were able to get over there argument to help Stephanie. They helped her to make and follow-through with a very difficult decision. This only proves that no matter how upset they are that Nick and Karen really love each other and are able to pull to together in a time of need. Stephanie is the only woman who doesn’t get Nick beaten. Nick has been mugged twice since he first met Karen. Over a year ago, when Nick went to visit an old girlfriend and they squabbled. As Nick was leaving he was assaulted by a teenager, who left him with out a wallet or cigarettes and badly bruised. If Nick had only stayed in the city with Karen this never would have happened. The second time that Nick is battered was while on a date with another woman. He had corresponded with Karen shortly before and she had asked Nick to leave the woman he was seeing to talk to her, Nick refused. While on the date he felt pangs of guilt for treating Karen the way that he had so he called her. She gave him the ultimatum of coming to see her right then or not at all. Nick said good-bye to his d... Free Essays on A Vintage Thunderbird Love Is More Than A Heart Love is a very important thing to most people and as the saying goes ‘you can never choose who you love’. This is very true of the love between Nick and Karen, the main characters in Ann Beattie’s A Vintage Thunderbird. This fictional short story is rich in meaning and symbolism. When Nick is mugged, the character Stephanie, and most importantly the vintage Thunderbird all are symbols of Nick and Karen’s love for each other and their relationship. According to the hidden meaning of these events these two are meant to be together forever. Stephanie is a mutual friend of both Nick and Karen. In a time when Karen has run off to Bermuda, Stephanie comes to see Nick in need of being rescued. Stephanie has found herself pregnant and not wanting to be. For two weeks the two of them bond while waiting for Karen to return. Once she came back Karen and Nick were able to get over there argument to help Stephanie. They helped her to make and follow-through with a very difficult decision. This only proves that no matter how upset they are that Nick and Karen really love each other and are able to pull to together in a time of need. Stephanie is the only woman who doesn’t get Nick beaten. Nick has been mugged twice since he first met Karen. Over a year ago, when Nick went to visit an old girlfriend and they squabbled. As Nick was leaving he was assaulted by a teenager, who left him with out a wallet or cigarettes and badly bruised. If Nick had only stayed in the city with Karen this never would have happened. The second time that Nick is battered was while on a date with another woman. He had corresponded with Karen shortly before and she had asked Nick to leave the woman he was seeing to talk to her, Nick refused. While on the date he felt pangs of guilt for treating Karen the way that he had so he called her. She gave him the ultimatum of coming to see her right then or not at all. Nick said good-bye to his d...

Child Labor Amendment Essays

Child Labor Amendment Essays Child Labor Amendment Paper Child Labor Amendment Paper Constitutional Principles : Section One Failed Amendments Assignment: We know that 27 amendments have been added to the Constitution over the years. Far more amendments have been proposed, and have failed to make It through the process of being added to the Constitution. Do some research online or at your library to discover some failed amendments. Choose one of the amendments that failed and write a brief essay Including the following Information: Describe the proposed amendment and what It would do. When was the amendment proposed? Why was the amendment proposed? Why did some Individuals believe there was a deed for such an amendment at that time? Why did the amendment fall? Could this amendment pass today? Given the changing times, do you think this amendment would have a chance at passing today If It were proposed again? Write a 1 page essay answering the questions above and submit it to your instructor once it is completed. Do not forget to include a list of your sources. Point value: 25 points Grading Rubric: Answer is written in essay format, not just answers to each question -5 points Bibliography of research sources is included 5 points Essay is at least one full page in length 5 points All questions are answered clearly and accurately within the essay 10 points In 1 924, The child labor amendment was proposed which allowed congress to Congress the power to control regulate and prohibit the labor of children under the age of 18. The amendment was proposed because children/employees 14-16 years of age were instinctual meaning that they were violating the rules. I would assume the people from back in the day wanted whats best for the children. They were being born in the factories which might effect their health/birth. The child amendment failed because it was nonlinearity by 28 states requiring 0 more to become an amendment. Congressional research shows that only 28 states approved the amendment the last being In 1937. Since the amendment was not approved by 3/4 of the states It Is technically still pending because Congress did not set a time limit. If this amendment was proposed again I think It would probably not be approved by half of the states because so many things that have changed from back then to now meaning there Is no children being born In factories. In my pollen this amendment would be useless because there are already so many young or soon to be parents myself Included. It wasnt approved by 38 states back then when times were hard and hospitals were way different from what they are now why would It be approved now when medicine and technology is so advanced? Child Labor Amendment By carcinoma-o Far more amendments have been proposed, and have failed to make it through the failed and write a brief essay including the following information: Describe the proposed amendment and what it would do. Why was the amendment proposed? Why did some individuals believe there was a need for such an amendment at that time? Why did the amendment fail? Amendment would have a chance at passing today if it were proposed again? Write a Answer is written in essay format, not Just answers to each question 5 points In 1924, The child labor amendment was proposed which allowed congress to approved the amendment the last being in 1937. Since the amendment was not approved by 3/4 of the states it is technically still pending because Congress did not If this amendment was proposed again I think it would probably not be approved now meaning there is no children being born in factories. In my opinion this be parents myself included. It wasnt approved by 38 states back then when times were hard and hospitals were way different from what they are now why would it be

Biography Topics

Biography Topics Are you looking for an interesting person to write about? Youll find that the more you are intrigued or inspired by your subject, the more time youll give to this assignment. This list may inspire you. Try to find a biography subject you enjoy reading about! Albert Einstein (scientist)Alexander Fleming (scientist)Alexander Graham Bell (inventor)Alexander the Great (leader)Amelia Earhart (aviation)Anne Frank (Holocaust)Benjamin Franklin (Founding Father)Betty Ford (inspirational)Carl Sagan (scientist)Charles Lindbergh (aviation)Clarence Birdseye (inventor)Eli Whitney (inventor)Elie Wiesel (Holocaust)Frank Lloyd Wright (architect)George Eastman (inventor)George Washington Carver (agricultural chemist)Henry Ford (industrialist)Isaac Newton (scientist)Jacques Cousteau (explorer)Jane Goodall (anthropologist)Johann Gutenberg (inventor)John Deere (inventor)John F. Kennedy (political leader)John James Audubon (nature)Jonas Salk (scientist, inventor)Karl Benz (inventor)Leonardo da Vinci (scientist and artist)Lewis Braille (inventor)Margaret Mead (anthropologist)Marie Curie (physicist and chemist)Martin Luther King, Jr. (civil rights)Medgar Evers (civil rights)Mohandas Gandhi (political leader)Mother Teresa (Nobel Prize winner)Nelson Mandela (poli tical leader)Patrick Henry (Founding Father)Rachel Carson (conservationist)Robert Goddard (physicist and inventor)Rosa Parks (civil rights)Samuel Morse (inventor)Sandra Day OConnor (political leader)Stephen Hawking (scientist)Susan B. Anthony (famous women)Thomas Edison (inventor)W.E.B. Dubois (civil rights)Wright Brothers (inventors)Winston Churchill (political leader)

Psychiatric Nursing care analysis Research Paper

Psychiatric Nursing care analysis - Research Paper Example At the end, a discussion of nursing management techniques for patients experiencing symptoms of depression will be examined. Current Theories in the Etiology, Presentation, and Prognosis of Depression The causes of depression are complex, but are generally understood to be a combination of environmental and genetic factors, such as a traumatic life event combined with a genetic susceptibility to hormone disruption in seratonin levels, though such a connection has not been conclusively proven (Abela & Hankin, 2008; Risch et al., 2009). There is, however, a definitive correlation between â€Å"stressful† or otherwise disruptive events and the beginnings of depressive symptoms (Risch, et al., 2009). Depression is often co-morbid to an anxiety disorder or attention deficit disorder (Luby, Belden, Pautsch, Si, & Spitznagel, 2009;Goldberg, et al., 2010). When presenting independently, these disorders are also generally risk factors for depression. Depression is also often seen as a precursor to the development of senility or dementia in older adults (Brommelhoff et al., 2009). Additionally, as well as being a symptom, insomnia in older adults is considered a risk factor for depression, though this is still controversial (Fiske, et al., 2009). Depression has two core symptoms used in diagnosis which must be experienced for at least a two week period: feelings of sadness or misery without a specific reason for such feelings, and a loss of interest in previous-enjoyed activities (Goldberg, Kendler, & Sirovatka, 2010). In older adults such as the client in this report, insomnia is a widely noted symptom, which is a converse to the hypersomnia usually noted in younger adults with depression (Nutt, Wilson, & Paterson, 2008). Other symptoms include difficulty concentrating and impaired decision-making, change in appetite or eating habits, feelings of worthlessness, and thoughts of suicide (Keenan et al., 2008). Older adults, however, are less likely to display emotio nal symptoms, and instead present with cognitive decline, motor skills impairment, and a wider range of somatic symptoms (Fiske, Wetherell, & Gatz, 2009). The prognosis of major depressive disorder is highly variable against the length of time the initial depressive episode was present. More minor presentations of the disorder behave similarly to major depressive disorder, but the patients are likely to worsen before they improve. In one study, patients with a previous history of depressive episodes lasting longer than one year were more likely to suffer from a relapse episode that would last longer than six months. This was true even if the initial episode experienced was only minor or sub-threshold depression (Gilchrist & Gunn, 2007). Sub-threshold symptoms in older adults will generally persist for at least a year and makes the person seven times more likely to develop major depression in that time frame than those who do not exhibit such symptoms (Lyness, Chapman, McGriff, Draye r, & Duberstein, 2009). Relationship of Theories to Client Behavior Given that the client has recently undergone major surgery, she is at a higher risk for depression than most of the population. Any surgery could be considered a major life event, but an open colon resection especially would be a very stressful and possibly traumatic experience for the patient, resulting in major physical changes to

Why was Japan so unsuccessful in solving the problem of deflation over Essay

Why was Japan so unsuccessful in solving the problem of deflation over the past decade - Essay Example On 29 December 1989, the Nikkei peaked at 38, 916 after a five year return of 237%. The rate in June of 2008 was at 14, 354 which is a startling 63% lower than the 1989 figure (Harrison 2008). According to the International Monetary Fund (2006), Japan was experiencing recovery from its previous declining position, but by 2009, the International Monetary fund showed recognition that the economic downturn of 2008 had stifled progress and the deflation was still a pervasive issue. As Shown in the graph examples in figure 1, both the real estate market and the stock market have shown steady deflationary trends since 1990. There have been a series of attempts to remedy the problem of deflation in Japan. These attempts include fiscal expansion, reduction of interest rates, Yen depreciation, and finally a zero interest rate program followed by a quantitative expansion program (Greenwood 2010). Unfortunately, these programs have all been ineffective in providing relief from the ongoing deflationary period. Greenwood (2010) states that the lack of recovery is due to poor political and economic leadership, an unwillingness to adopt unorthodox strategies, mistakes at the technical level, and the appearance of a â€Å"balance sheet recession†. An expansionary fiscal policy adopted by a government is marked by measures that are taken in order to create increased economic stabilization through governmental policies intended to create economic stimulus. In 1981, Yasuhiro Nakisone, Prime Minister of Japan, instituted polices that were stringent for the Japanese economy. However, by 1986, Naksone believed that these policies would require some adjustment in order to avert the looming crisis. A private advisory group headed by Bank of Japan Chairman Maekawa Haruo and commissioned by Nakisone submitted a report commonly referred to as the Maekawa Report which states that the Japanese economic policies and

Invention of Press and Advertisement Technology Essay

Invention of Press and Advertisement Technology - Essay Example The parts of the Columbian printing press included the American eagle perching rebelliously with not only outstretched wings but also open beak on the focal counterbalance lever. The eagle acted as a counterbalance weight that was adjusted by sliding it along the focal counterbalance lever (Mullins 17). The clutching of a flight of Jove’s thunderbolts by the eagle’s talons represents war while on the contrary the olive branch of peace, as well as Horn of Plenty, signifies prosperity. The main counterbalance is tipped in one of its ends to form an arrow that rests in the horn-like opening of the crescent moon. The other end of the counterbalance is coiled to form something like a dolphin; its open jaws suitably hold the hook that connects it with the top end of the great lever (Mullins 17). A similar creature (dolphin) also extends along the top front of the great lever. The Columbian has two pillars that are decorated with the caduceus. The right-hand pillar also has a conventional ear of wheat near its top. The type table of the Columbian was also made out of iron, and it was wound below the printing platen (Mullins 17). Printing of the materials was enhanced by exerting force through a wood on the printing table. The Columbian printing press stands on four legs made of iron. The ends of the legs are molded to form something like the paws of a lion. Despite proving to be a bit faster than the past printers, advancement in technology led to other inventions that led to the abandonment of the use of weights and levers. For instance, mechanization of printing was started in 1824. As a result of this, gears and power were added to the wooden-framed platen press. This type of press led to the production of high-quality prints in the nineteenth century. The new media today incorporates computers into the printing process. The balancing of the elements for quality production of prints is not done physically by balancing weights. The development of electronic devices in addition to other technological devices has led to the evolution of printing.

Home depot in chile Case Study Example | Topics and Well Written Essays - 500 words

Home depot in chile - Case Study Example Home Depot adopted the international strategy, when it entered the Chilean market in 1998. As part of that strategy, it tried to implement the same practices and marketing strategies, which they carried out in its United States operations. In the case of international strategy, the firm transfers its core competencies and operational strategies to the foreign subsidiary. (Aswathappa 355). One of the key operational strategies of Home Depot in U.S. is sizably selling Do-It-Yourself (DIY) products, and they transferred the same to Chile. Instead of multidomestic strategy (which focuses on customizing the product according to the local market) and global strategy (which focuses on selling a product based on a globally formulated strategy), Home Depot adopted international strategy. As it was its first market expansion out of North America, Home Depot did not have any global strategy. Also, they avoided the multidomestic strategy and did not customize its products according to the Chilea n people. So, in line with the international strategy, Home Depot put more of DIY products on its shelves. However, this strategy of transferring the same practices to Chile did not work first because Chilean people were less willing than in the United States to repair their houses by themselves. b.

Home depot in chile Case Study Example | Topics and Well Written Essays - 500 words

Home depot in chile - Case Study Example Home Depot adopted the international strategy, when it entered the Chilean market in 1998. As part of that strategy, it tried to implement the same practices and marketing strategies, which they carried out in its United States operations. In the case of international strategy, the firm transfers its core competencies and operational strategies to the foreign subsidiary. (Aswathappa 355). One of the key operational strategies of Home Depot in U.S. is sizably selling Do-It-Yourself (DIY) products, and they transferred the same to Chile. Instead of multidomestic strategy (which focuses on customizing the product according to the local market) and global strategy (which focuses on selling a product based on a globally formulated strategy), Home Depot adopted international strategy. As it was its first market expansion out of North America, Home Depot did not have any global strategy. Also, they avoided the multidomestic strategy and did not customize its products according to the Chilea n people. So, in line with the international strategy, Home Depot put more of DIY products on its shelves. However, this strategy of transferring the same practices to Chile did not work first because Chilean people were less willing than in the United States to repair their houses by themselves. b.

Idea Generation and Analysis Research Paper Example | Topics and Well Written Essays - 500 words

Idea Generation and Analysis - Research Paper Example OSHA official have extremely comprehensive rules that are difficult to be understood by both employers and employees. The most notable thing I believe is to ensure that a relationship is maintained between OSHA and the people they intend to protect. Forums should be put in place that employers and employees can be sensitized about safety and security around the boat yard. 2. In line with the first idea, there should be material distributed within the boat yards that would encourage safe working practices within the boat yard. Small screens could be placed in common areas that employees take their breaks, and the screens should show clips of the various kinds of hazards that the workers are exposed to. The video should show how the accidents could occur and after which show how the accidents can be avoided. 3. There should be hazard signs placed at high risk areas. The signs should indicate what risk the worker might be exposing themselves to. For instance, if the surface where the worker is working on is slippery, there could be a hazard indicating there is a wet surface ahead; making the worker more alert to the danger. These hazards could be accompanied by voiceovers since some workers might be too distracted to see signs, and they would be at risk. 4. Workers might have a common are where they go into change into their work clothes when they report to work. The management could put up check lists at exists of the changing rooms. This checklists should be both visual and textual as they would attract more attention. â€Å"Do you have you helmet on†, and beside that a picture of a hard hat. Ensuring that the workers have the right gear on would reduce the risk of injury should something go wrong. 5. OSHA should not only enforce rules but should also encourage the adaptation of safe working practices within boat yards. They could encourage employee efforts

Conceptual Model in Mental Health Nursing Essay

Conceptual Model in Mental Health Nursing - Essay Example For instance, the client is having a difficult time reorienting himself into his Muslim culture. Basically this client needs the service providers to establish a health model that will provide him with more information about his mental health illness and give him clear perspectives concerning the form of treatment that would be best for him. A good percentage of information and research shows that the psychodynamic model would be good for him because it would help him come to accept his situation fully and then would allow for him to be able to cope and be involved in the decision making areas of his treatment process. This would allow him to be able to fulfill his desire of continuing his education as he would be more comprehensive about what his illness entails and what to expect from the mental health care providers with regards to his treatment. Of course this does not mean that he won't require a supportive environment to help with the emotional pressures that he has to face. The utilization of the psychodynamic model can bring a better enlightenment into all of these issues, not just for this client but for the service providers as well. This client suffers from many repressed memories which have led to him developing a mental health illness that is ultimately crippling his ability to c... el is very useful in bringing about awareness within client's, concerning their past circumstances that are either adverse or even positive (Blum 2003). This is done in stages and carries with it a very humanistic appeal which in many ways shelters the client but not to the point of overshadowing their memories that are being brought forth. This model deals with the patient on a very humane and caring basis, recognizing them as human beings who need help and have needs just as anyone else (Gabbard 2004). The main reasoning behind choosing it is this client is already suffering from depression, schizophrenia, delusions, hallucinations, false auditory and visual perceptions and other troubling problems as well. It is believed that the psychodynamic model will allow for the service providers to get to the root causes of the problem and thus facilitate means to assist the client in dealing with these repressed memories and current daily problems as well. The Psychodynamic Model and it's Advantages It has been unquestionably proven that the psychodynamic model is very helpful for the service providers as it helps them in acquiring a firmer understanding of all of the needs of the service user (Smith 2002). For this client in particular this is extremely important as there are a multitude of issues that are taking place which in fact are complicating his illness and treatment process. Furthermore, the psychodynamic approach is far better in assisting this client for many other reasons other than what has been stated as well. While some mental health care models only look at the medical circumstances, the psychodynamic approach looks at socioeconomic and personal causes as being probable reasons why a specific mental breakdown occurs. It also draws upon more

Home depot in chile Case Study Example | Topics and Well Written Essays - 500 words

Home depot in chile - Case Study Example Home Depot adopted the international strategy, when it entered the Chilean market in 1998. As part of that strategy, it tried to implement the same practices and marketing strategies, which they carried out in its United States operations. In the case of international strategy, the firm transfers its core competencies and operational strategies to the foreign subsidiary. (Aswathappa 355). One of the key operational strategies of Home Depot in U.S. is sizably selling Do-It-Yourself (DIY) products, and they transferred the same to Chile. Instead of multidomestic strategy (which focuses on customizing the product according to the local market) and global strategy (which focuses on selling a product based on a globally formulated strategy), Home Depot adopted international strategy. As it was its first market expansion out of North America, Home Depot did not have any global strategy. Also, they avoided the multidomestic strategy and did not customize its products according to the Chilea n people. So, in line with the international strategy, Home Depot put more of DIY products on its shelves. However, this strategy of transferring the same practices to Chile did not work first because Chilean people were less willing than in the United States to repair their houses by themselves. b.

Conceptual Model in Mental Health Nursing Essay

Conceptual Model in Mental Health Nursing - Essay Example For instance, the client is having a difficult time reorienting himself into his Muslim culture. Basically this client needs the service providers to establish a health model that will provide him with more information about his mental health illness and give him clear perspectives concerning the form of treatment that would be best for him. A good percentage of information and research shows that the psychodynamic model would be good for him because it would help him come to accept his situation fully and then would allow for him to be able to cope and be involved in the decision making areas of his treatment process. This would allow him to be able to fulfill his desire of continuing his education as he would be more comprehensive about what his illness entails and what to expect from the mental health care providers with regards to his treatment. Of course this does not mean that he won't require a supportive environment to help with the emotional pressures that he has to face. The utilization of the psychodynamic model can bring a better enlightenment into all of these issues, not just for this client but for the service providers as well. This client suffers from many repressed memories which have led to him developing a mental health illness that is ultimately crippling his ability to c... el is very useful in bringing about awareness within client's, concerning their past circumstances that are either adverse or even positive (Blum 2003). This is done in stages and carries with it a very humanistic appeal which in many ways shelters the client but not to the point of overshadowing their memories that are being brought forth. This model deals with the patient on a very humane and caring basis, recognizing them as human beings who need help and have needs just as anyone else (Gabbard 2004). The main reasoning behind choosing it is this client is already suffering from depression, schizophrenia, delusions, hallucinations, false auditory and visual perceptions and other troubling problems as well. It is believed that the psychodynamic model will allow for the service providers to get to the root causes of the problem and thus facilitate means to assist the client in dealing with these repressed memories and current daily problems as well. The Psychodynamic Model and it's Advantages It has been unquestionably proven that the psychodynamic model is very helpful for the service providers as it helps them in acquiring a firmer understanding of all of the needs of the service user (Smith 2002). For this client in particular this is extremely important as there are a multitude of issues that are taking place which in fact are complicating his illness and treatment process. Furthermore, the psychodynamic approach is far better in assisting this client for many other reasons other than what has been stated as well. While some mental health care models only look at the medical circumstances, the psychodynamic approach looks at socioeconomic and personal causes as being probable reasons why a specific mental breakdown occurs. It also draws upon more

James Dean as the Iconic Rebel Figure Essay Example for Free

James Dean as the Iconic Rebel Figure Essay The Oxford English Dictionary defined a rebel as â€Å"a person who resists authority, control, or convention† . These are the characteristics of James Dean’s screen personas in Nicholas Ray’s Rebel Without a Cause and Elia Kazan’s East of Eden. In a time where conformity was a dominant ideology in society, rebellion became a way to display your own individuality. Rebel Without a Cause and East of Eden both respectively deal with the vexing problem of the asocial youth who remain stubbornly delinquent against the nuclear family. Each respective film touches upon the puzzling subject of the 1950s, which is juvenile delinquency. The films also provide ammunition for the ideological rebellious behavior for teens to parody. Rebel Without a Cause and East of Eden are both concerned with young people â€Å"estranged from their communities and struggling to define themselves differently than the norm† . James Dean was an attractive rebel figure because he represented the raw-nerved emotions of being an adolescent while he also asserted a romantic, mythic notion about, which became attractive to audiences young and old. Dean’s upfront sexiness and relentless desire to imbue honor make Rebel Without a Cause and East of Eden films that withstand generational changes and remain prevalent within teenage society today. James Dean as the archetype for the ‘rebel’ character personified a decade of defiance, and his screen portrayal of the iconic rebel sparked a cult following that superseded his life. The continued relevance and renowned status of Dean’s screen persona is prevalent because of its â€Å"sympathetic treatment of adolescent anguish† that each director concentrated on. The enigmatic nature of the rebel icon made it easy for the viewing audience to grab hold and manifest their personal principles onto it. Dean was catapulted to a cult figure as he evoked the submerged pain and spoke for a generation of people who had sense of being stifled and smothered by values that were imprisoned by. Furthermore, Dean molded the formation of the â€Å"tough-but-tender† iconic teen rebel in the 1950s, and became a commodity and the legendary figure of teenage angst. Dean’s unbridled emotions both on and off screen became essential in both Rebel Without a Cause and East of Eden as they channeled the teenager in all of us . The 1950s were a time when teenagers were struggling with their own identity and this idea of conformity was oppressive to their individual growth. James Dean epitomized the ‘rebel’, as his inability to stick to confined conformity both on and off screen was a major asset during 1950s filmmaking. The rebel character that was present in both films was an attempt to glorify individuality. Dean’s protagonist characters in each respective film were alienated, vulnerable and antisocial, which were standard traits of the common rebel. The 1950s became an era where individualism had to be tempered to suit the demanded conformity. The ‘rebel’ icon as a whole offered refuge in a time where adolescents were trapped in environments created by political and social forces beyond their control, which impeded their ability to make their own choices or realize their aspirations. Filmmakers like Ray and Kazan attempted to assert their individuality by creating these rebellious characters that went against the accepted norms and fought for what they wanted to achieve. Ray was acutely aware that the recognitions of the attractive young rebel would intonate a large following, and casting the Hollywood bad-boy, James Dean, created a synergy between Dean’s screen persona, Jim Stark, and his real life counterpart. With his magnificent confusion, pained fragility, and unwavering sexiness, Dean became the template for teenage rebellion. Rebel Without a Cause exemplifies a thinly veiled attempt to search for authority that catapults into an attempt to search for an identity for oneself. On the other hand, in Kazan’s films, he exploited Dean’s screen persona as the rebel anti-hero in American movies, democratizing and linking the rebellious behavior to root in American values . This was also seen in Rebel Without a Cause; however, this idea was predominant within East of Eden. By Kazan doing this, Dean as a rebel character, but also the film East of Eden became symbolic visions and vehicles of change. The integrity of the family formed the backbone conformity in the 1950s and non-conformity based on a non-traditional family was something that had not been fully explored. The non-traditional nuclear family is something that was taboo; however, both Ray and Kazan deal with them in their respective films. In Rebel Without a Cause the use of gender-role reversal is apparent; and within East of Eden, the idea of an absentee mother is present. These non-traditional nuclear families pave the way for the rebel character that Dean personifies on screen. Dean is used as a sentimentalist with a yearning to refurbish the struggling nuclear family. Since the nuclear family played such an influential role, Hollywood saw it as worth saving and worth reconstructing. During this decade, the nuclear family dominated, so it was important to reconstruct the failing nuclear family in order to promote the conformity the government and society sorely desired; in cases where the nuclear family could not be restored, sickness or injury became the typical Hollywood scapegoat. While the nuclear family plays an important role in understanding the rebel character, the family plays a background role within the film itself. The nuclear family within Rebel Without a Cause features gender role reversal where Dean’s father is a weak pushover and is controlled by his overpowering wife, that ultimately forces Dean to react in a rebellious manner. These non-traditional gender roles confuse the teenage characters and propagate the rebellious characteristics as a mean for garnering attention. In order to right these wrongs, Jim adopts a surrogate family, whereby Judy is his wife, and Plato becomes the adoptive son. Since there is a lack of a traditional nuclear family, the escape to the abandoned mansion removes Dean from the â€Å"compromises of the real world† whereby he is able to live with Judy and Plato in an â€Å"idealized version of family life†, which is when he comes to the realization that he no longer needs to â€Å"equate masculinity with violent rebellion† and perpetuates his reintegration into society. Additionally, Elia Kazan was fascinated with James Dean’s personal struggles, which helped him connect to his rebellious character as Cal in East of Eden. Kazan used Dean’s personal problems to his advantage, exploiting them and creating a tumultuous nuclear family that mimicked the biblical tale of Cain and Abel. The â€Å"love and hate† plotline that deals with forbidden love and explosive passions is reticent of the well-known biblical tale. Cal – defiant, disobedient, and uncompromising – provokes the central conflict within the film, which impersonates his biblical counterpart Cain. Cal himself is stuck between the â€Å"brooding coast of his mother’s sin† and the â€Å"sunlit valley of his father’s righteousness†, which adjusts and brings to light the coexistence of good and evil within all of us. Cal and Aron are primary demonstrations of this good versus evil idea, as they are fighting for their father’s affections, which is a paralleled allegory of the biblical tale. However, it is also applicable to the 1950s when the film was created, and can be further adapted to fit modern society, which is why East of Eden is a timeless film. Dean’s character Cal exhibits a multitude of self-destructive behavior. As a traditional rebellious character, Dean exhibits free will and the capacity to forgive even though he begrudges his father and brother throughout the diegetic. Cal is embittered with the idea that his father favors Aron, his â€Å"perfect† twin brother. Further, Cal attempts to win his father’s undying affection by farming beans and selling them for a large profit. If Cal shows his father that he can create a successful business and repay him monies lost, he would be showered with the affection he feels deprived from. Cal’s plan backfires and instead resorts to â€Å"killing† his brother by destroying his integrity in order to gain his father’s affection and adoration. However, this plan fails and ultimately causes his father’s demise. The theme of reconciliation appears in East of Eden when Dean offers to take care of his invalid father shows his father that his intentions, while misguided, were pure and only used as a guise for his father to notice all his hard work. Dean’s concern with masculinity and manhood is at the forefront of Rebel Without a Cause. Dean exhibits â€Å"moral and psychological vertigo as he teeters on the brink of manhood† , and is concerned with masculinity as there has been an apparent lacking representation of manhood within his home life. Dean is searching for a strong and upright male figure with whom he can identify with, which was a customary representation during the 1950s. Instead of being a strong role model, Dean’s father portrayed as a craven subordinate who succumbs to the over-demanding ways of his boisterous wife. For a struggling teen, these ideals prove to be less than appropriate, which launches Dean into rebellion, in hopes of finding the role model he desperately needs and desires. In the absence of a credible adult guidance, especially from his father, Dean questions his masculinity. Furthermore, Dean equates manhood with honor. This theme of masculinity and honor is present in both Rebel Without a Cause and East of Eden. In Rebel Without a Cause Dean plays the role of the informer, which is an honorable characteristic . Informing is construed as the highest act of courage, and displays a defining moral choice. Having this moral compass helps to shape and define the man that Dean will turn in to, which is a dependable figure as he attempts to salvage Pluto’s insanity and Judy’s insecurities. Dean screen persona is concerned with not only preserving his honor, but also with surviving and thriving in a world that embodies teenage confusion. Ultimately, Dean’s reconciliation with hegemony makes a rebel honorable, possible by the virtue of its own authority and â€Å"unimpaired by psychosis, alienation, or a romanticized futility†. While Dean is a rebel within East of Eden by defying his father’s orders, he has honorable characteristics when dealing with his manhood. Integrity and honor are integral parts to Dean’s persona as he attempts to save his father and salvage his well being after an ill-advised investment. The rebel character that became a figure of non-conformity, and rugged individualism became not only a culture but also became a political stance as a way to stray from American hegemony. Ray uses Dean as a dissent of social control, in order to promote the independence that became synonymous with rebellious behavior. There was a pressure to conform that was thrust upon the young adolescents, who were already facing a confusing time during their formative years. Dean as a ‘rebel’ is espoused as the cause of the protestor and stultified the inherently violent social system. The rebel sparked debate and offered a different perspective that would not have been possible with a completely conformist hegemonic society. In order to stray from a completely hegemonic society, and defy global homogenization, America can turn iconography against itself. This was a message the Ray attempted to portray by having the rebellious characters fight each other even though ultimately they believed in the same things. Psychological and social issues became prevalent and defined the two types of rebels that were present within Rebel Without a Cause. Firstly, there is the rebel that James Dean personified with displays of reconciliation and reintegration into society; and secondly, there is a character such as Plato who was a clear representation of irreconcilable rebellion. Dean is able to be readmitted into society as his disaffection was not profound in the first place, and was used as a mechanism of expression and attention in the wake of the absence of a strong father. Additionally, Dean’s rebelliousness was sentimentalized, which furthered his reintegration. On the other hand, irreconcilable rebellion is equated to insanity, which cannot be accommodated in society, thusly forcing Plato’s death and the end of the film. While psychological issues can be discusses and presented within a film, insanity is not accepted during the 1950s, so to respond to this, it is imperative for Plato to die. With the death of Plato and the re-integration of Dean’s character, there is a theme of rehabilitation. Moreover, â€Å"once the abyss of personal isolation is bridged, rebelliousness ceases† and those who cannot experience rehabilitations have no place within the film diegetic. This was seen with Plato who was shot down, and Buzz who died during the â€Å"chicken run† he challenged Dean to. Kazan’s representation of the rebellious character in East of Eden was seen as a function of a lack of love and meaningful contact, which is why Cal’s forbidden relationship with Abra became central within the narrative. Dean’s screen persona is searching for the â€Å"authentic self† and his masculine identity, which leads him to his mother as well as his reliance on Abra. Further, Abra is the catalyst for the reconciliations between Cal and his father as she promotes the loving relationship the Cal lacks with his father. East of Eden deals with moral values in a generation where teenagers begin to question their father’s generation. Abra became a representation of purity and simplicity that helped bridge the tumultuous relationship between father and son during the period of intense personal moral dilemma for the teenage rebel. All in all, â€Å"the young rebel character that is firmly ingrained in our cultural imagination carries its traces to the Hollywood screen rebels of the fifties, none more than James Dean† . Both Rebel Without a Cause and East of Eden are dealing with the protagonist’s movement into moral orientation and their journey into self-identification, and present themselves as remedial, therapeutic, and redemptive, which explain symptoms with implied cures. Over the decades the rebel has been a particularly ambiguous icon, where the meanings often contradict one another; however, the use of James Dean as an iconoclastic rebel defined term and created the archetypal ‘rebel’ character. During the 1950s, every aspect of emerging teen culture was viewed as threatening and incomprehensible; however, the rebel character was used for teens to expand their personal boundaries during a time when the cultural landscape was largely undefined.

The Birth of Jesus Christ The Debate

The Birth of Jesus Christ The Debate The birth of Jesus is the most celebrated day yet the most controversial as pertains to the exact day of reference. Different theologians have a different time line in which they use to calculate the date. These variations became eminent when the worlds chronometer shifted from 1999 to 2000. It marked the dawn of the new millennium but other purists claim that it was celebrated a year earlier than it should have. Thus, these controversy brews doubts as to the precise day in which the Saviour was born. The birth of Jesus is only accounted for in the gospel of Matthew and Luke in the New Testament. In these gospels the chronology has not been mentioned but the Roman Christians acknowledged it to be 6th January. Therefore, today the controversy of time is taken as baseless because Christmas symbolizes a renewed joy in the Christian life: a time for happiness and festivities. In the words of the angels: this day a Saviour will be born-Christ the Lord (Luke 2: 11) thus Jesus is a source o f salvation to sinners. The birth of Jesus is the Christian account of how a messiah was born to deliver the world from sin. Synopsis of the birth of Jesus Jesus was conceived by Mary when John the Baptists mother (Elizabeth) was six months into pregnancy. The angel named Gabriel was sent by God to inform Mary that she was going to have a son. That son was conceived through the immaculate power of God because Mary was a virgin about was about to marry Joseph. When Angel Gabriel broke the news to her, she was very scared because she knew the news of pregnancy would not auger well with Joseph. The angel promised her that Joseph would not reject her and advised her of how favoured she was in the eyes of God. When Mary revealed this to Joseph, he decided to break off their relationship in a private manner without the notification of other people. As he thought of how to execute his plans, an angel appeared before him and confirmed that she was indeed pregnant through the Holy Spirit. The angel then instructed him that the name of the baby would be Jesus. The role of this child was to save the world from sins and he would also be called Immanuel meaning that God was in the presence of the people (Lucado, 1995). After this revelation by the angel, Joseph decided to marry Mary after all. Jesus was born at the time when Emperor Augustus had ordered a census throughout the Roman Empire. Each and every person was required to register their names in the town in which they live. Hence, Joseph went to Bethlehem to register their names because he was a descendant of David. While they were in Bethlehem, Mary got her labour pains and had to give birth in a manger as there was no room in the inn they sought. The shepherds who were guarding their flock that night were visited by an angel who gave them the good news (Luke 2: 8 NIV). He gave them a sign of prove that a child would be found lying in the manger covered with cloth. Immediately after, heaven opened and other angels joined the one talking to the shepherds in song and dance. The shepherds then set out to Bethlehem to witness the birth of their king. When they arrived, they found Mary and Joseph with a child lying in the manger and knew that the angels had spoken the truth. Then a group of people who had prowess in reading the movement of the stars came to Herod demanding to see the small king. Herod was not happy with this piece of news and sent the wise men to investigate the exact place the baby was born. The star led them to Jesus and they brought him gifts like gold, frankincense and myrrh. After the short visit they returned to their country because God had warned them not to take the message back to Herod. That same night an angel instructed Joseph to run with his family to Egypt because it was no longer safe there. Herod then instructed his subjects to kill all the children who were two years and below as prophesied by Jeremiah but metaphorically as Rachael crying for her dead children. Importance of the birth of Jesus The birth of Jesus is important in the Christendom because it represents the actual purpose for which Christians believe and hold their faith. The existence of Jesus Christ proves the validity of the Old Testament. Most of prophesies made in the Old Testament have come to existence because of the birth of Jesus. According to prophet Jeremiah, babies would be killed in search of the Jewish king that was born (Jeremiah 31:15 NIV). This came true when Jesus and his family had migrated to Egypt to escape from the wrath of Herod. Again, the birth of Jesus was the beginning of the Christian faith where people believe of the second coming of the Lord to deliver them from the worldly misery. According to Simeon, Jesus would act as the light among the Jews and Gentiles (Luke 2: 25-32). The Bible also reveals that the only way to heaven is by following in the footsteps of Jesus. No one can have eternal life if they are not at par with the requirements of Jesus. Moreover, Jesus was born to save people from their sins so that they do not perish. He gave the Christians a chance to hope for a life where there is no pain, tears or any form of problem. He made people believe about a place called heaven where peace abides. Popular misconceptions about the birth of Jesus Christians have always said that he was born on 25th December but the Bible does not tell of the precise date that his birth took place. It only talks of Jesus being born at the time when Herod was King (Matthew 2: 18 NIV). Again, it is always depicted that Mary was riding at the back of a donkey when they arrived in Bethlehem but this is not the case. It is not outlined how they reached Bethlehem. It is also assumed that Jesus was born in a stable but the bible talks of manger which is a feeding trough. The trough could be anywhere not necessarily in a stable and the bible just talks of a scenario where there were no rooms in the inn. In addition, people assume that Mary gave birth on the same day they arrived in Bethlehem but it is stated otherwise (Lucado, 1995). According to Luke 2: 6, it is written that time came for Mary to have a baby while they were in Bethlehem, so it could have been days past since they arrived. Conclusion As aforementioned, the precise date of birth of Jesus is not important because Christians understand the greater purpose of his existence. Matthew accounts for the birth of Jesus while Herod still ruled Bethlehem while Luke accounts for it as having been a decade after Herods death. However, Christians have resulted to adorning 25th December as the day in which Christ was born. The nativity of Jesus is the basis by which Christmas exists and marked as holy by Christians all over the world. It is vital that Christians remind themselves of his second coming so as to be reunited forever in heavenly bliss. Therefore as Christians, Christ still remains the reason why faith and hope exists.

Tacoma Narrows Bridge Essay -- Architecture Engineering History Bridge

Tacoma Narrows Bridge One of the most influential engineering discoveries in the past century was the ill-fated Tacoma Narrows Bridge. â€Å"Galloping Gertie† as she was known to local residents, the massive Washington state suspension bridge shook, rattled and rolled its way into the history books. Legendary in its time, the Tacoma Narrows Bridge held many records and drew tourists from around the world in its short life. However, the famous bridge is not known for its creative engineering or speedy construction, unfortunately the bridge was destined to fail. That failure in turn changed the way every building is constructed today as well as further man’s understanding of physics and the forces of nature. In this paper we will examine the history of the Tacoma Narrows Bridge from design to construction, the failure of the bridge, and ultimately the rebuilding project. The bridge was constructed roughly 8 miles west of downtown Tacoma and 40 miles south of Seattle. This area of Washington is a maze of waterways and islands named the Puget Sound where the Pacific Ocean meets the mainland of Washington. The original build location is known as the Tacoma Narrows, due to the proximity of Olympic Peninsula and the mainland. The Olympic Peninsula is home to beaches, the Hoh Rain Forest, the Olympic Mountains and the Victorian Seaport. The span between shores is about a mile wide which is surprisingly the closest in all 20,000 square miles of Puget Sound, hence the name Tacoma Narrows. The Olympic Peninsula rests in the middle of the Puget Sound in Western Washington and is home to wildlife, hunting and fishing, and a few fledgling communities in the 1930’s. State officials had been p... ... due for completion in 2008. Today 90,000 vehicles cross the Tacoma Narrows a day, in the next 5 years the Washington Toll Authority Projects the bridges to transport 120,000 vehicles a day. The Tacoma Narrows Bridge was possibly the luckiest engineering catastrophe if there ever was one. Despite the very real danger, no human life was lost and engineers and the human race alike are better off for it. Bibliography: http://en.wikipedia.org/wiki/Tacoma_Narrows_Bridge http://euclid.ucc.ie/applmath/projects/bridge/ http://www.brantacan.co.uk/osclinks.htm http://www.civeng.carleton.ca/Exhibits/Tacoma_Narrows/DSmith/photos.html http://www.civl.port.ac.uk/comp_prog/tacoma/design.htm http://www.lib.washington.edu/specialcoll/tnb/ http://www.nwrain.net/~newtsuit/recoveries/narrows/narrows.htm http://www.vibrationdata.com/Tacoma.htm

Battle of Bunker Hill :: essays papers

Battle of Bunker Hill Boom, Bang, Crack! The sounds of muskets being fired, its ammunition ricocheting off rocks and splintering trees are heard all around. The pungent smell of gun powder stings the nose, and its taste makes the mouth dry and sticky. The battle is still young, but blood soaked uniforms and dead or dying men can already be seen, causing the fear of death to enter many of the soldiers' minds. It is remembered that freedom is what the fight is for, so we must continue to gain independence. The battle has been going on for a short time now, although vision is already obscured from all the smoke and dust in the air. It is becoming increasingly difficult to breathe, with all of these air borne substances entering my lungs. People are still being struck by musket balls for the cries of agony rise above the many guns' explosions. This is how the battle to be known as Bunker Hill began. On June 17, 1775 the Battle of Bunker Hill took place. It is one of the most important colonial victories in the U.S. War for Independence. Fought during the Siege of Boston, it lent considerable encouragement to the revolutionary cause. This battle made both sides realize that this was not going to be a matter decided on by one quick and decisive battle. The battle of Bunker Hill was not just an event that happened overnight. The battle was the result of struggle and hostility between Great Britain and the colonies for many years. Many of the oppressive feelings came as a result of British laws and restrictions placed on them. It would not be true to say that the battle was the beginning of the fight for independence. It is necessary to see that this was not a rash decision that occurred because of one dispute, but rather the seeds sown to precipitate this battle were planted a long time ago and had just burst forth. Perhaps two of the most notable injustices, as perceived by the colonists, were the Stamp Act and the Intolerable Acts. The Stamp Act was passed by the British Parliament to raise money for repaying its war debt from the French and Indian War. The Act levied a tax on printed matter of all kinds including newspapers, advertisements, playing cards, and legal documents. The British government was expecting protest as result of the tax but the level of outcry they received.

Managers Explore and Exploit

Organizational Ambidexterity in Action: How Managers Explore and Exploit Author(s): Charles A. O'Reilly III and Michael L. Tushman Reviewed work(s): Source: California Management Review, Vol. 53, No. 4 (Summer 2011), pp. 5-22 Published by: University of California Press Stable URL: http://www. jstor. org/stable/10. 1525/cmr. 2011. 53. 4. 5 . Accessed: 27/11/2011 04:22 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www. jstor. org/page/info/about/policies/terms. sp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact [email  protected] org. University of California Press is collaborating with JSTOR to digitize, preserve and extend access to California Manag ement Review. http://www. jstor. org Organizational Ambidexterity in Action: How Managers explore and exploit Charles A. O’Reilly III Michael L. Tushman he life span of the average American is 79. Japanese can expect to live to age 83, Liberians to only 46. The average age of a large company is much less than any of these. Research has shown that only a tiny fraction of firms founded in the U. S. are likely to make it to age 40, probably less than 0. 1 percent. 1 In this study, for firms founded in 1976, only 10% survived 10 years later, leading the authors to conclude that â€Å"Despite their size, their vast financial and human resources, average large firms do not ‘live’ as long as ordinary Americans. 2 While this is partly understandable because of the high mortality rates among newly founded companies, other research has estimated that even large, well-established companies can only expect to live, on average, between another 6 to 15 years. 3 Ormerod, in a study of firm failure, noted that â€Å"Over 10 percent of all companies in the U. S. , the largest and most-successful e conomy in the history of the world, fail every single year. 4 In a study of the world’s largest companies between 1912 and 1995, Hannah reported that only 20 firms remained on her list for the entire period— and many of those were in industries like natural resources without disruptive change. In her study, the modal large firm failed. 5 Why this should be is a puzzle, since when firms are doing well they have all the resources (financial, physical, and intellectual) to continue to be successful. Yet the evidence is that most organizations do not survive for long periods of time. In addressing this conundrum, James March notes that central to the ability of a firm to survive over time is its ability to exploit existing assets and positions in a profit-producing way and simultaneously to explore new technologies and markets—to configure and reconfigure organizational resources to capture existing as well as new opportunities. In March’s terms, this is the fundamental tension at the heart of an enterprise’s long-run survival. â€Å"The basic problem confronting an organization is to engage in sufficient exploitation to ensure its T CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu 5 Organizational Ambidexterity in Action: How Managers Explore and Exploit current viability and, at the same time, devote enough energy to exploration to ensure its future viability. †6 March also notes that this requires not the blind variation-selection-retention process of biological evolution but what he refers to as â€Å"evolutionary engineering† in which organizational experience and memory are used to strengthen exploitation and exploration rocesses and adapt to changed environmental conditions. 7 Hannah, struggling to explain the survival of a comparatively small number of the world’s largest companies, suggests that a plausible explanation for the survivors is that â€Å"they had some distinctive architecture which enabled them—but not others—to constantly replicate their early success [and that] such corporate architectures must be complex and difficult to ident ify, describe and copy, for, if that were not the case, their value would be competed down by emulators. 8 In the past decade, a growing body of research has examined how organizations can both explore and exploit. 9 One promising stream of research has focused on how dynamic capabilities may underpin the ability of firms to sense, seize, and reconfigure organizational assets to adapt to changed environmental conditions. 10 With dynamic capabilities, sustained competitive advantage comes from the firm’s ability to leverage and reconfigure its existing competencies and assets in ways that are valuable to the customer but difficult for competitors to imitate. In this view, dynamic capabilities are embedded in organizational processes or routines around coordination, learning, and transformation and allow a firm to sense opportunities and then to seize them by successfully allocating resources, often by adjusting existing competencies or developing new ones. These capabilities underpin the organization’s ability to maintain ecological fitness and, when necessary, to reconfigure existing assets and develop the new skills needed to address emerging threats and opportunities The Roots of Organizational Ambidexterity O’Reilly and Tushman argue that the ability of a firm to be ambidextrous is at the core of dynamic capabilities. Ambidexterity requires senior managers to accomplish two critical tasks. 11 First, they must be able to accurately sense changes in their competitive environment, including potential shifts in technology, compeCharles A. O’Reilly III is the Frank Buck Professor of Management at the Graduate tition, customers, and regulation. Second, they School of Business at Stanford University. must be able to act on these opportunities and threats; to be able to seize them by reconfigurMichael L. Tushman is the Paul Lawrence ing both tangible and intangible assets to meet MBA Class of 1942 Professor of Business new challenges. 12 As a dynamic capability, ambiAdministration at the Harvard Business School. dexterity embodies a complex set of routines including decentralization, differentiation, targeted integration, and the ability of senior leadership to orchestrate the complex trade-offs that the simultaneous pursuit of exploration and exploitation requires. Developing these dynamic capabilities is a central task of executive leadership. 6 NIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit Although theoretically compelling, research on dynamic capabilities and ambidexterity is still at an early stage. Conceptually, the need for organizations to both explore and exploit is convincing, but how do managers and firms actually do this? At an operating level, how do the challenges of ambidexterity present themselves—and what differentiates the more successful attempts at ambidexterity from the less successful? To develop a more granular sense for the managerial challenges presented by ambidexterity, consider the following three examples. Mike Lawrie at Misys In 2007, Mike Lawrie was appointed CEO of Misys, a $1B FTSE 100 global supplier of software and services to banking and health care customers. Although Misys had been a star performer earlier in its history, by 2006 the firm was in trouble with margins and growth rates far below their competitors. It had grown through acquisitions and was a loose federation of 34 separate business units with 6,000 employees spread across 79 countries. Part of Lawrie’s turnaround strategy was straightforward: to install common practices across the business units to reduce costs and drive productivity. As a 27-year veteran of IBM and former CEO of Siebel Systems, Lawrie knew how to do this. More problematic was the potential disruptive challenge posed by open source software, which threatened the proprietary products from which Misys derived most of its current revenue. However, given the poor financial position of the company, Lawrie’s senior team was focused on cutting costs and getting through the immediate crisis. With their legacy business and their powerful business unit managers under cost, quality, and growth pressures, open source experiments were seen as a needless distraction and a $300M cost. They questioned whether the company should divert scarce resources to fund an uncertain new initiative that, if successful, could undermine their current business model? In addition, if they were to do this, how should the new venture be organized and led? Ganesh Natarajan at Zensar Technologies Zensar Technologies is one of India’s top 25 business process outsourcing companies proving services to 300 of the Fortune 500 firms. In 2005, its business was growing but Ganesh Natarajan, the CEO, saw the opportunity to implement a potentially radical software process innovation (Solution Blue Prints or SBP). SBP was a revolutionary way to do software development that, if implemented, would require a more collaborative relationship with clients, a different product development framework, and a different sales process. Zensar’s existing customers, its top team, its sales force and its product development staff were not enthusiastic about SBP. Like Mike Lawrie’s team at Misys, Natarajan’s senior team and business unit leaders were preoccupied with their current business and saw little need to explore an approach that would require them to alter their current business model. When pressed by Natarajan to explore the new approach to software development, several senior managers CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu 7 Organizational Ambidexterity in Action: How Managers Explore and Exploit suggested that SBP simply be integrated into their existing units. Others wanted SBP to be spun out as a new venture. In contrast, the leader of the SBP project wanted to have his own business unit reporting directly to the CEO. As Natarajan reflected on the challenge, he was sure that the company should pursue SBP but was unsure how to structure the new initiative to best ensure its success. Caroline White at Defense Corp Defense Corp (pseudonym) is a major U. S. defense contractor with long-term relationships with customers in the military. Caroline White, a vice president and general manager of a division, saw an attractive opportunity for growth in the new Homeland Security market but was frustrated in her efforts to develop this area. Her mission, approved by the President, was to create a franchise in this business equivalent to those it enjoyed in other defense markets. In spite of this high-level approval, Caroline found funding difficult, with the business development funds budgeted by supporting units never available in the amounts promised. Instead, these seem to be siphoned off to support more near-term opportunities with existing clients. When Caroline pressed her colleagues in other business units about this, she heard complaints about her new initiative. They saw her mission as less tangible and immediate than theirs, with a smaller payoff to investment, and labeled her effort as a â€Å"think tank† as opposed to a real business. They also complained that her project lacked clarity around deliverables and metrics. Making matters more difficult, line of business leaders were under significant pressure to deliver revenues and questioned the viability of Caroline’s efforts. In the face of these obstacles, Caroline was resolved to ask the CEO to intercede. The question, however, was what she wanted him to do to ensure the viability of her exploratory effort? Given the resistance, she knew that it would require more than just funding to ensure the success of the new initiative. Mike Lawrie, Ganesh Natarajan and Caroline White each face the classic explore-exploit dilemma. What specifically can they do? At a high level of abstraction, ambidexterity requires a willingness of senior managers to commit resources to exploratory projects and the establishment of separate structural units for exploitation and exploration. Most research on ambidexterity begins with the acceptance of these general characteristics. 3 However, while there is general agreement about the elements of ambidexterity, O’Reilly and Tushman have noted that what is missing is a clear articulation of those specific management actions that facilitate the simultaneous pursuit of exploitation and exploration. What has been missing from the research on ambidexterity is insight into the core leadership mechanisms that underlie how dynamic capabilities operate in practice. T hus, while directionally correct, the research is not granular enough to be of much use to an operating manager facing the problems described above. To be practically useful, what is needed is greater insight into the specific micromechanisms required for a manager to implement and operate an ambidextrous strategy. This article reports the results of interviews and qualitative case studies 8 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit of leaders in 15 organizations that were confronted with the need to simultaneously explore and exploit. We use these data to induce how managers actually dealt with the challenges of ambidexterity. In doing this, we also explored those activities that discriminated between those more- versus less-successful attempts at implementing ambidextrous designs. Leading the Ambidextrous Organization In an attempt to characterize the specific elements of ambidexterity, we offer five propositions that are necessary for leaders to be successful at managing ambidexterity. 14 These are specific mechanisms that enable firms to successfully manage separate â€Å"explore-and-exploit† subunits and to leverage common assets in ways that permit the firm to adapt to new opportunities and threats. It is the presence of these characteristics that permits leaders to reconfigure existing competencies and assets to explore new opportunities even as the organization continues to compete in mature markets. Absent these elements, inertial forces keep the firm focused on the exploitative part of the business. 15 Thus, we propose that ambidexterity is more likely to be successful in the presence of the following five conditions: b A compelling strategic intent that intellectually justifies the importance of both exploration and exploitation. An articulation of a common vision and values that provide for a common identity across the exploitative and exploratory units. b A senior team that explicitly owns the unit’s strategy of exploration and exploitation; there is a common-fate reward system; and the strategy is communicated relentlessly. b Separate but aligned organizational architectures (business models, structure, incentives, metrics, and cultures) for the exploratory and ex ploitative units and targeted integration at both senior and tactical levels to properly leverage organizational assets. The ability of the senior leadership to tolerate and resolve the tensions arising from separate alignments. To appreciate the logic of these, consider the effects on ambidexterity if these elements were not present. First, without an intellectually compelling strategic intent to justify the ambidextrous form, there will be no rationale for why profitable exploit units, especially those under pressure, should give up resources to fund small, uncertain explore efforts. As previous research has shown, managers routinely discount future threats and focus on short-term gains at the expense of less certain long-term returns. 6 Second, absent a common vision and values, there will be no common identity to promote trust, cooperation, and a long-term perspective. 17 Third, if the senior team lacks a consensus about the importance of ambidexterity, those who are uncommitted will be encouraged to resist the effort, diminishing cooperation, increasing competition for resources, and slowing down execution. 18 The absence CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu 9 Organizational Ambidexterity in Action: How Managers Explore and Exploit f a common-fate reward system and a lack of relentless communication of the ambidextrous strategy can further undermine cooperation and encourage unproductive conflict. 19 Fourth, without separate alignments for explore and exploit units and targeted integration to leverage common assets, there will be inefficient use of resources and poor coordination across the units. 20 Finally, if the leadership is unable to manage the conflicts and trade-offs required by ambidexterity, the necessary decision processes will be compromised and end up in confusion and conflict. 1 Method and Results To assess whether these five propositions are veridical descriptions of ambidexterity in practice, we conduc ted semi-structured interviews with senior managers at fifteen firms that were attempting to manage both exploratory and exploitative units. Eight of the 15 cases were either successes or qualified successes as reflected in increased growth or profits, three were clear failures, and four firms were underperforming before learning how to be ambidextrous and deemed successful afterwards. Table 1 lists these companies and the challenge each faced. Senior managers and key informants in each firm were interviewed and asked to describe in detail how they attempted to simultaneously explore and exploit. 22 They were probed about the nature of their leadership challenges, what actions they had taken, an assessment of their progress to date, and to identify those elements that they believed were helping or hindering them in accomplishing their task of exploration and exploitation. The focus in these interviews was on understanding in some detail what actions had been taken and how these had been implemented. The goal of these interviews was to specify in a granular way what leadership actions were associated with the organization’s ability to reconfigure existing assets and develop the new capabilities needed for exploration. 23 Table 2 provides a summary of the comparative results across the fifteen organizations studied. These results suggest that there are themes associated with the leadership of more- versus less-successful ambidextrous designs. The first proposition offered by O’Reilly and Tushman suggests that ambidexterity is facilitated when there is a compelling strategic intent that intellectually justifies the explore and exploit strategy. In each of the 15 cases investigated here, there was a clear strategic intent on the part of the organization to pursue an exploratory venture (this obviously reflects our sample selection where cases were chosen based on their attempt to be ambidextrous). While each of the 15 firms articulated a strategic intent, only ten were able to actually execute such an aspiration. The articulation of a clear strategic intent clearly does not discriminate between more- versus less-successful attempts to implement ambidextrous designs. Other research has documented the transformation of firms occurring without an explicit ambidexterity strategy. 24 These results suggest that while 10 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit TABLe 1. sample description (continued on next page) IBM Life Sciences (Success) In 2000, IbM began a programmatic effort, (termed the Emerging business Organization or EbO), to identify and develop cross-IbM business that could provide $1b in revenue within a 5-year time frame. In April of that year, Carol kovac, an IbM R manager, was asked to establish a new Life science business that would capitalize on the increased demand for computing being generated by the genomic revolution. between its founding and 2006, Carol grew the business to $5b in revenue. IBM Middleware (Success) In 1998, IbM’s software division was in turmoil. There were conflicting pressures to continue to develop and service software for their existing installed base that relied heavily on mainframe computers and to develop radically new products based on the emerging World Wide Web. Resolving this required that their senior managers exploit existing programming languages and customers and to explore new languages and markets. They accomplished this by systematically establishing different units and carefully integrating them at senior levels. Cisco TelePresence (Success) Cisco systems is a $22b company that sells plumbing for the internet. It has grown at 12-17% annually and currently has a dominant market share in its main businesses. As a part of his effort to continue Cisco systems growth, John Chambers, the CEO, has launched an ambitious initiative to identify 30 new potential $1b businesses. His aim is to generate 25% of the firm’s revenues from these new ventures within 5-10 years. In October 2006, one of these efforts (TelePresence) was launched as an internal venture to develop high-end video conferencing. since then the business has grown from two internal entrepreneurs and a sheet of paper to more than 100 people and $200M in revenue. Misys Corporation (Success) Misys is a $1b software firm selling service and systems to health care and banking clients. As a part of a turnaround effort commenced in 2007, the new CEO initiated a cost-cutting effort in the mature business and proposed a new open source approach to replace the existing proprietary platform. To ensure the success of this disruptive approach, he set up a new exploratory unit and replaced several members of his senior team who were resisting the new approach. by 2010, the new open source platform had opened up new markets and attracted a significant number of new customers. DaVita Rx (Success) daVita is a $6b business that derives the bulk of its revenues from operating kidney dialysis centers. In 2004, kent Thiry, the CEO, formed a team to identify new business opportunities that would match daVita’s clinical skills with economic opportunities. One opportunity identified was to provide prescription drugs to chronic kidney patients. begun in 2004, daVita Rx was an internal start-up with a different business model, metrics, and margins than the larger daVita. by 2010, this new business was generating $220M in revenue with 400 employees. Defense Corp (Success) defense Corp is a $6b provider of hardware and systems to the u. s. military establishment. In 2005, in an attempt to broaden their customer base the company initiated an effort to sell technology to the newly established Homeland security Agency. Although the initiative was approved by the CEO, development funding and cooperation from main lines of business were slow in coming until a separate unit was established with a clear charter, appropriate metrics, and an aligned senior team. The new unit recently won a $13M contract. Ciba Vision (Success) In the early 1990s, Ciba Vision, a maker of soft contact lenses and lens solutions, was losing ground to their larger competitors, J and bausch and Lomb. In a bold move, Glenn bradley, the President, halted all incremental innovation and placed six bets on revolutionary new products such as extended wear lenses and daily disposables. These new units were encouraged to establish their own alignments (people, structure, culture) as they pursued their breakthrough innovation. With the success of several of these, revenues tripled over the next decade. Zensar Technologies (Success) In 2002, Zensar Technologies, a mid-sized Indian IT services firm was losing market share and key talent. There was substantial tension between a potentially promising new technology platform and the existing geographical business units. A new CEO shifted Zensar to a product-focused firm but kept the new technology venture as a business unit reporting to his office. In 2008, after the entrepreneurial unit’s technology and business model was validated this unit and its innovative business model was integrated into the product units. Over the five-year period, Zensar was able to build its core business even as it brought to the market a fundamentally new technology. CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu 11 Organizational Ambidexterity in Action: How Managers Explore and Exploit TABLe 1. sample description (continued from previous page) SAP Business-by-Design (Failure) In 2006, the CEO of sAP declared that future revenue growth for the company was in the small and Medium business market and selling software on demand. This software-as-a-service product (business-by-design or byd) was developed but no separate unit was established. Although this market has grown substantially, sAP has failed to successfully market their offering. In 2010, the CEO, Leo Apotheker, was fired for failing to implement business-by-design. HP Scanner (Declining to Success) beginning in 1991, HP’s scanner division had begun to develop a portable scanner to complement their flatbed product. For five years they had failed to commercialize any of their inventions. In 1996, a new division GM separated out the handheld business into an ambidextrous unit that was physically separated from the flatbed business and had its own people, systems, incentives, and culture. Two years later, this business was successful enough to be spun-out as its own division. Printing Company (Failure) In 2007, faced with increased competition and declining customer satisfaction and usage of their core legal research products, the senior managers of the business decided to reinvent their business as a web-based publisher based on a new open source architecture. In spite of a clear vision of the future, heavy investment in the new technology, and a promise to â€Å"rescue the company†, the new product has failed to reignite growth. The new unit has faced continual resistance from the more mature part of the business. Turner Technologies (Declining to Success) The Advanced IC division of Turner had issues of growth in new products as well as quality in its existing product line. While the division’s strategic intent was clear, it could not get traction on either performance issue until it split out the innovative strategic agenda from its existing product line. Energized by two new managers reporting the divisional GM and a rearticulated identity for the division, Turner was able to both effectively explore and exploit. Software Company (Failure) under pressure from corporate executives, the general manager of software Company articulated a strategic intent to both build on its struggling extant product line and initiate a remarkable set of new software solutions. This general manager built a separate unit, reporting directly to him, to focus on innovation. Over a three-year period, he did not, however, staff or fund this innovative unit. The unit underperformed in its existing as well as its innovative product line. IBM Network Technologies (Declining to Success) A highly entrepreneurial general manager articulated a strategic intent to exploit her existing chip line even as she promised to explore into fundamentally new chips. yet her zeal for exploration led her to build a business unit only focused on exploration. Her extant product line suffered. under pressure from corporate staff and client dissatisfaction, the general manager rebuilt her senior team and her business unit to focus attention on both her current product as well as her new product lines. USA Today (Declining to Success) In the late 1990s, usA Today, like most u. s. ewspapers, began to see a decline in both circulation and advertising revenues as web-based news began to supplant print. In response to this trend, Tom Curley, the paper’s publisher, adopted a â€Å"network strategy† which emphasized the delivery of news content across three platforms, print, the web, and TV. between 1999 and 2002, he was successful at managing this transition and simultaneously d elivering news content across the three platforms-with the result that earnings increased by 50 percent. 12 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit TABLe 2. Interview Results (continued on next page) strategic intent that intellectually justifies ambidextrous form Vision and values that promote a common identity but separate cultures senior team that explicitly owns the ambidextrous strategy (common-fate rewards, communication) Ambidextrous Leadership (conflict resolution, resource allocation) separate units with aligned architectures and targeted integration (senior level and tactical) Proposition 1 Proposition 2 Proposition 3 Proposition 4 Proposition 5 Success: IbM Life sciences yes yes yes 100% of bonus for senior executives yes yes yes 70% of bonus yes EbO structure yes success— $5b in revenue in 6 years Cisco TelePresence yes Council/board structure yes Geographically separate yes daVita Rx yes yes yes but some initial disputes over autonomy yes but some conflict over metrics and rewards yes senior leader integrates Ciba Vision yes yes â€Å"Healthy eyes for life† yes yes Geographically separate Explore report to senior team IbM Middleware yes yes â€Å"beat bEA† yes senior leaders agree on a new structure yes yes Geographically separate units yes distinct unit for new platform es senior leaders integration yes Tension held at top Zensar Technologies yes yes â€Å"Among the top Indian IT services Firms† Misys yes yes drive productivity and innovate yes Replaced old team with new one yes Open source reports to CEO yes CEO drove the new effort CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy . Edu Overall Performance success— $200M in revenue in 4 years success— $220M in revenue in 6 years success— tripled sales in 10 years success— old and new products combined both profit and growth doubled from 20052010 success— developed new platform with new customers 13 Organizational Ambidexterity in Action: How Managers Explore and Exploit TABLe 2. Interview Results (continued from previous page, continued on next page) strategic intent that intellectually justifies ambidextrous form Vision and values that promote a common identity but separate cultures senior team that explicitly owns the ambidextrous strategy (common-fate rewards, communication) Ambidextrous Leadership (conflict resolution, resource allocation) separate units with aligned architectures and targeted integration (senior level and tactical) Proposition 1 Proposition 2 Proposition 3 Proposition 4 Proposition 5 defense Corp yes No but did set new explore culture yes After initial resistance yes unit reports to President yes used consultant to mediate conflict Failure: sAP businessby-design yes No No disputes over revenue recognition yes but the strategy does not fit well with current one yes yes â€Å"save the company† No short-term revenue still dominates No clear ambidextrous unit or leader No Continued conflicts over who owns the customer No Ambidextrous unit not represented Failure— lack of penetration in targeted markets Failure—no new growth Printing Company No Explore unit not protected software Co No No yes No Transition to Success: usA Today yes yes â€Å"Network, not a newspaper† H-P scanner yes No No then yes senior team bonus based on overall performance No to yes yes separate units with targeted integration No then yes Physically separate units No to yes Resource allocation to web-based business No to yes senior leader integrates stalled to success— increased earnings 50% in 3 years stalled to success— then innovation unit spun out 14 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. suMMER 2011 CMR. bERkELEy. Edu Overall Performance success— Won $13M in new contracts Poor Innovation Performance Organizational Ambidexterity in Action: How Managers Explore and Exploit TABLe 2. Interview Results (continued from previous page) strategic intent that intellectually justifies ambidextrous form Vision and values that promote a common identity but separate cultures senior team that explicitly own s the ambidextrous strategy (common-fate rewards, communication) Ambidextrous Leadership (conflict resolution, resource allocation) eparate units with aligned architectures and targeted integration (senior level and tactical) Proposition 1 Proposition 2 Proposition 3 Proposition 4 Proposition 5 Turner Technologies yes yes No to yes No to yes No to yes IbM Network Technologies yes No to yes yes No to yes No to yes possibly helpful, a clear strategic intent may not be a necessary condition for executing ambidextrous designs. The second proposition suggested the importance of a common vision and values as necessary to promote a common identity across explore and exploit units. Here the evidence is largely consistent with proposition two. Six of the eight consistently high-performing firms had a clear over-arching vision and common values. In contrast, two of the three poor performing firms did not have such clarity. Printing Company (pseudonym) had a senior team that both articulated a clear strategic intent as well as an overarching vision and identity. This senior team could not, however, execute against this clear strategy and overarching identity. Moreover, three of the four firms that learned how to be ambidextrous had or developed a well-defined vision. For example, at USA Today there was an explicit strategy to â€Å"be a network, not a newspaper. † The over-arching aspiration was to be â€Å"the local paper for the global village. † This strategy and vision, and a common set of values around fairness, accuracy, and trust, helped knit together a highly differentiated organization. Of the twelve firms able to execute ambidextrous designs, only HP Scanner and Misys were able to implement the ambidextrous design without an overarching identity. Thus, while not definitive, the evidence suggests that a common vision is an important discriminator of more- versus less-successful ambidextrous designs, but not necessarily a sufficient one. The third proposition argued for the importance of a consensus in the senior team about the ambidextrous strategy and a common-fate reward system within the team to promote this. Our data supports this proposition. In each of the three instances of failure, there was a lack of consensus within the senior team about the relative importance of ambidexterity and there was no CALIFORNIA MANAGEMENT REVIEW VOL. 3, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Overall Performance declining to improving declining to Improving 15 Organizational Ambidexterity in Action: How Managers Explore and Exploit common-fate reward system for the senior team. Interviews suggested that the existing reward systems that were based on sub-unit or functional performance were a major cause of the inability of the organization to leverage common assets. In the case of SAP, these disputes played out in the unwillingness of the sales force to promote lower-margin new products and disputes among senior managers about revenue recognition. In the printing company case, short-term financial pressures and the lack of any common-fate reward for the senior team resulted in a focus on achieving short-term revenue targets through the older but higher-margin products. Similarly, at Defense Corp, White’s Homeland Security initiative was initially opposed by other members of the senior team because of its inability to generate short-term revenue. The uncertainty of a long sales-cycle associated with a new government customer was overwhelmed by the short-term metrics of revenue and gross margin. The senior team’s systems for evaluating performance lacked the capacity to evaluate a business at a more immature phase of development. In contrast, in the most-successful ambidextrous efforts, the senior team was heavily incented to promote both explore and exploit businesses. In the Cisco TelePresence case, members of the governance team (Boards and Councils) had a significant portion of their bonus contingent on the success of both units. In the successful DaVita Rx case, there were initial disputes within the senior team about metrics and margins that were only resolved after a common-fate reward system was installed. At Misys, senior team resistance was overcome only after Lawrie replaced the opposing managers. Importantly, in three of the four cases where the firms learned how to be ambidextrous, there was a shift from a lack of consensus ownership about the importance of the exploratory effort to a fully committed senior team. This shift in top team ownership of the ambidextrous strategy involved the creation of common-fate incentive systems, a shift in leadership behaviors of the senior manager, and, in several cases, turnover within the senior team. The fourth condition proposed as necessary for successful ambidexterity was the presence of separate aligned architectures for the explore and exploit units coupled with targeted integration to ensure that common resources were leveraged across units. In all three instances of failure, these distinct alignments were conspicuously missing. In the case of SAP, responsibility for the exploratory venture (software-as-a-service) was split between two functional heads with the result that effective coordination never occurred and decisions were made slowly. At Software Company (pseudonym), a separate exploratory unit was established on paper but never staffed. In each of these ambidextrous failures, the locus of integration between the needs of the exploratory and exploitative activities was either too low in the firm or was ambiguous. In contrast, in each successful case there were always separate explore and exploit units with senior-level integration to ensure that resources were allocated. At IBM this was done either through their EBO process (e. g. in Life Sciences)25 or, in the Middleware case, through the establishment of distinct units focused on different time horizons; that is, mature, growth, and emerging 16 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit products. At Cisco this was done through a Boards and Councils process where there was a clear allocation of responsibilities, resources, and structures. In all successf ul cases, the exploratory units were initially physically separated from the exploit parts of the business. Similarly, for three of the four firms that learned how to be ambidextrous, there was a switch in organization design from an integrated approach (e. g. , project teams) to the establishment of separate units for explore and explore businesses. The final core mechanism proposed as important for successful ambidexterity was the ability of the ambidextrous leader to resolve the inevitable conflicts and resource allocation decisions that this organization design entails. This too is an important discriminator between more- versus less-successful ambidextrous designs. In each failure case this capability was lacking. At SAP there were continual disputes about resources and responsibilities across the participating functions without a clear mechanism or clear leadership for resolution. In the printing firm, although there was a separate explore unit with a responsible manager, he reported to an exploit manager who was held responsible for margins and short-term revenues. The exploratory unit manager was not represented on the senior team with the result that his voice was not heard when critical resource decisions were made. In contrast, in each successful case, there was a clear, identifiable leader and forum to resolve conflicts and make definitive resource allocation decisions. For example, at Zensar, even though there were substantial conflicts between the existing business units and the new integrative software platform, the CEO saw to it that his team actually dealt with these conflicts and made the appropriate resource allocation shifts between the existing units. At Misys, Mike Lawrie ensured that resources needed for the new open source effort were allocated in a timely manner. Similarly, in each of the four units that learned how to be ambidextrous, the general manager changed the senior team composition and processes to resolve conflicts associated with exploration and exploitation. For instance, at USA Today, only after Curley replaced several members of his team was his firm able to excel at both print and web-based content delivery. Similarly, only after the division general manager changed her leadership style at IBM’s Network Technology Division was her team able to balance resource allocation and decision making between her explore and exploit business lines. The Management of Ambidexterity One of the key features of ambidexterity is the ability of the organization to reallocate assets and capabilities to address new threats and opportunities. Practically speaking, this means that leaders within the organization are able to make the difficult choices required to reconfigure assets to promote exploratory ventures. The results from these fifteen case studies suggest that there are identifiable core mechanisms that discriminate between more- versus less-successful ambidextrous designs in action. The most-successful ambidextrous designs had leaders who developed a clear vision and common identity (Proposition 2), CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu 17 Organizational Ambidexterity in Action: How Managers Explore and Exploit built senior teams that were committed to the ambidextrous strategy and were incented to both explore and exploit (Proposition 3), employed distinct and aligned subunits to focus on either exploration or exploitation (Proposition 4), and built teams that could deal with the resource allocations and conflicts associated with exploration and exploitation (Proposition 5). Those less-successful attempts at ambidexterity did not employ these core mechanisms. Although useful, the articulation of a clear strategic intent (Proposition 1) and, to a lesser extent, the provision of an overarching vision (Proposition 2) did not discriminate between the more- versus less-successful attempts to build an ambidextrous organization. This suggests that articulating why ambidexterity is important is not the same as how it is implemented. In the implementation of an ambidextrous design, execution appears to trump strategy. The first two propositions (articulating a strategy and overarching vision for the ambidextrous form) are the easy part for senior managers. The next three propositions are about strategic execution. These require hard choices about resource allocation, leader behavior, senior team composition (or replacement), and the balancing of contradictory organizational architectures. The most-successful ambidextrous designs had more of these components from the beginning. In contrast, those firms that learned how to be ambidextrous struggled with at least two of these core components and only after resolving these were they to effectively implement an ambidextrous design. These results suggest that effective ambidextrous designs are based on a set of interrelated choices made by the leader. Any subset of the core mechanisms is associated with underperformance. As such, executing ambidextrous designs can be seen as a complex senior leadership task that requires an integrated set of strategic, structural, incentive, and top team process decisions. Clearly, successful ambidextrous designs require more than the simple organizational structural decision in which the exploratory and exploitative subunits are separated. The critical elements, and perhaps the more difficult elements, are the processes by which these units are integrated in a value enhancing way. Discussion These results are largely consistent with Teece’s observation that â€Å"dynamic capabilities reside in large measure with the enterprise’s top management team. †26 Concretely, it appears that ambidexterity as a dynamic capability rests on the ability of leaders not only to articulate a strategic intent and vision that justifies exploration and exploitation, but—more importantly—to manage the inherent tensions associated with incompatible organizational architectures. These results also extend previous research that has linked transformational leadership to successful ambidexterity by explicating some of the core processes that underpin the transformational leadership construct. 27 These mechanisms are largely consistent with earlier research. For example, our findings that senior team consensus is an important ingredient in the implementation of ambidexterity is consistent with previous research showing that the behavioral integration 18 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit of the senior team is a precursor to successful ambidexterity. 28 Similarly, the importance of targeted integration and clear incentives documented here has also been suggested in previous studies. 29 The critical aspect of resource allocation illustrated here has also been seen in previous studies, especially in research showing that failed efforts at renewal stem not from a lack of technology or resources but the inability of senior managers to allocate those resources effectively to the exploratory effort. 0 Finally, while each component characteristic of ambidextrous designs is important, it appears that it is the set of components interacting together that define the dynamic capabilities that drive effective ambidextrous designs. 31 These patterns suggest concrete yet integrated sets of actions that leaders can take to execute strategies that encompass both exploration and exploitation. At Misys, Mike Lawri e articulated his strategic intent for open source software solutions at a senior team offsite. He kept Misys Open Source as a separate unit reporting to his office. He also emphasized the need for cost and quality progress in his existing business units even as he encouraged disciplined experimentation in the open source unit. As a leader, Lawrie was able to tolerate the competition between Misys Open Source and other platforms and was willing to risk shortterm revenue to help create longer-term options with a potentially disruptive technology. He has seen his strategy pay dividends. The healthcare business unit revenues grew more than 30% in 2009 with Misys Open Source as the basis for important new contracts with hospitals, physicians, and insurers. At the same time, Open Source has triggered innovation into other Misys units—a new banking product has large open source components, and the Misys website is completely open source. To realize the potential of SBP at Zensar, Ganesh Natarajan made the decision to keep SBP separate from the other units. He clarified his strategic and emotional rationale for exploration and exploitation with his senior team and, for the next two years, relentlessly emphasized both exploration and exploitation. By 2008, SBP had almost doubled its number of clients as well as profits. Having demonstrated its success technically and in the market, SBP was then reintegrated within the main business in 2008. Finally, at Defense Corp, Caroline White received approval to separate her homeland security exploration unit and built a new management system and metrics for gauging progress of this business. She also changed the incentives of her top team so that they were all accountable for both short-term results as well as longer-term results. By 2010, the exploratory unit proved its value, winning a $13M contract with the Transport Security Agency for improving perimeter security at U. S. irports. Conclusion There is now convincing evidence suggesting that for organizations to survive in the face of change, they need to be able to successfully exploit their existing businesses and to explore into new spaces by reconfiguring existing resources and developing new capabilities. 32 While the evidence for the benefits CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CM R. bERkELEy. Edu 19 Organizational Ambidexterity in Action: How Managers Explore and Exploit of ambidexterity is accumulating, there exists a gap in understanding how ambidexterity is actually managed within organizations. This article has explored how leaders within organizations actually implement ambidexterity. The actions, behaviors, and design choices made by the senior leader comprise the dynamic capabilities that enable firms to simultaneously explore and exploit and emphasize the key role of strategic leadership in adapting, integrating, and reconfiguring organizational skills and resources to match changing environments. Notes 1. Charles I. Stubbart and Michael B. Knight, â€Å"The Case of the Disappearing Firms: Empirical Evidence and Implications,† Journal of Organizational Behavior, 27/1 (February 2006): 79-100. . Ibid. , p. 96. 3. Rajshree Agarwal and Michael Gort, â€Å"The Evolution of Markets and Entry, Exit, and Survival of Firms,† Review of Economics and Statistics, 78/3 (August 1996): 489-498. 4. Paul Ormerod, Why Most Things Fail (New York, NY: Pantheon Books, 2005), p. 18. 5. Leslie Hannah, â€Å"Marshall’s Trees and the Global Forest: Were Giant Redwoods Diff erent? † Center for Economic Performance, Discussion Paper #318, 1997. 6. See James G. March, â€Å"Exploration and Exploitation in Organizational Learning,† Organization Science, 2/1 (February 1991): 71–87; James G. March, â€Å"The Evolution of Evolution,† in J. Baum and J. Singh, eds. , Evolutionary Dynamics of Organizations (New York, NY: Oxford University Press, 1994), pp. 39-52. 7. For interesting examples of how biological evolution might apply to organizations, see Tim Harford, Adapt: Why Success Always Starts With Failure (New York, NY: Farrar, Straus and Giroux, 2011); Martin A. Nowak and Roger Highfield, Supercooperators: Altruism, Evolution and Why We Need Each Other to Succeed (New York, NY: Free Press, 2011); Charles A. O’Reilly, J. Bruce Harreld, and Michael L. Tushman, â€Å"Organizational Ambidexterity: IBM and Emerging Business Opportunities,† California Management Review, 51/4 (Summer 2009): 75-99; Ormerod, op. cit. 8. Hannah, op. cit. , p. 19. 9. See, for example, Ze-Lin He and Poh-Kam Wong, â€Å"Exploration vs. Exploitation: An Empirical Test of Ambidexterity,† Organization Science, 15/4 (July/August 2004): 481-494; Sebastian Raisch, Julian Birkinshaw, Gilbert Probst, and Michael L. Tushman, â€Å"Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance,† Organization Science, 20/4 (July/August 2009): 685-695; Michael L. Tushman and Charles A. O’Reilly, â€Å"The Ambidextrous Organization: Managing Evolutionary and Revolutionary Change,† California Management Review, 38/4 (Summer 1996): 8-30. 10. For a review of the growing literature on dynamic capabilities, see V. Ambrosini and C. Bowman, â€Å"What Are Dynamic Capabilities and Are They a Useful Construct in Strategic Management? † International Journal of Management Reviews, 11/1 (March 2009): 29-49; Kathleen M. Eisenhardt and Jeffrey A. Martin, â€Å"Dynamic Capabilities: What Are They? † Strategic Management Journal, 21/10-11 (October/November 2000): 1105–1121; J. Bruce Harreld, Charles A. O’Reilly, and Michael L. Tushman, â€Å"Dynamic Capabilities at IBM: Driving Strategy into Action,† California Management Review, 49/4 (Summer 2007): 21-43; Constance E. Helfat, Sydney Finkelstein, Will Mitchell, Margaret A. Peteraf, Harbir Singh, David J. Teece, and Sidney G. Winter, Dynamic Capabilities: Understanding Strategic Change in Organizations (Malden, MA: Blackwell Publishing, 2007); David J. Teece, Gary Pisano, and Amy Shuen, â€Å"Dynamic Capabilities and Strategic Management,† Strategic Management Journal, 18/7 (August 1997): 509-533. 1. C. O’Reilly and M. Tushman, â€Å"Ambidexterity as a Dynamic Capability: Resolving the Innovator’s Dilemma,† Research in Organizational Behavior, 28 (2008): 190. 12. Harreld et al. (2007), op. cit. ; David J. Teece, â€Å"Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance,† Strategic Management Journal, 28 (D ecember 2007): 1319-1350. 13. See, for example, Vijay Govindarajan and Chris Trimble, â€Å"Building Breakthrough Businesses within Established Organizations,† Harvard Business Review, 83/5 May 2005): 58-68; Justin P. Jansen, Frans A. Tempelaar, Frans A. Van den Bosch, and Henk W. Volberda, â€Å"Structural 20 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms,† Organization Science, 20/4 (July/August 2009): 797-811; Michael H. Lubatkin, Zeki Simsek, Yan Ling, and John F. Veiga, â€Å"Ambidexterity and Performance in Small- to Medium-Sized Firms: The Pivotal Role of TMT Behavioral Integration,† Journal of Management, 32/5 (2006): 646672; Tom J. Mom, Frans A. Van den Bosch, and Henk W. Volberda, â€Å"Understanding Variation in Managers’ Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms,† Organization Science, 20/4 (July/August 2009): 812-828; Sebastian Raisch and Julian Birkinshaw, â€Å"Organizational Ambidexterity: Antecedents, Outcomes, and Moderators,† Journal of Management, 34/3 (June 2008): 375-409; Michael L. Tushman, Wendy K. Smith, Robert C. Wood, George Westerman, and Charles A. O’Reilly, â€Å"Organizational Designs and Innovation Streams,† Industrial and Corporate Change, 19/5 (October 2010): 1331-1366. O’Reilly and Tushman (2008), op cit. Clay M. Christensen, The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail (Boston, MA: Harvard Business School Press, 1997); Erwin Danneels, â€Å"The Dynamics of Product Innovation and Firm Competences,† Strategic Management Journal, 23/12 (December 2002): 1095-1121; March (1991), op. it. ; Mary Tripsas and Giovanni Gavetti, â€Å"Capabilities, Cognition, and Inertia: Evidence from Digital Imaging,† Strategic Management Journal, 21/1011 (October/November 2000): 1147-1161. Max Bazerman and Michael Watkins, Predictable Surprises (Boston, MA: Harvard Business School Press, 2004); Mary J. Benner and Michael L. Tushman, â€Å"Exploitation, Exploration and Process Management: The Productivit y Dilemma Revisited,† Academy of Management Review, 28/2 (April 2003): 238-256; March (1991), op. cit. Justin J. Jansen, Dusya Vera, and Mary Crossan, â€Å"Strategic Leadership for Exploration and Exploitation: The Moderating Role of Environmental Dynamism,† Leadership Quarterly, 20/1 (February 2009): 5-18; R. Scott Livengood and Rhonda K. Reger, â€Å"That’s Our Turf! Identity Domains and Competitive Dynamics,† Academy of Management Review, 35/1 (January 2010): 48-66; Louise A. Nemanich and Dusya Vera, â€Å"Transformational Leadership and Ambidexterity in the Context of an Acquisition,† Leadership Quarterly, 20/1 (February 2009): 19-33. Lubatkin, Simsek, Ling, and Veiga, op. cit. Jatinder Sidhu, Henk Volberda, and Harry Commandeur, â€Å"Exploring Exploration Orientation and Its Determinants: Some Empirical Evidence,† Journal of Management Studies, 41/6 (September 2004): 913-932. Christine M. Beckman, â€Å"The Influence of Founding Team Company Affiliations on Firm Behavior,† Academy of Management Journal, 49/4 (August 2006): 741-758; J. Jansen, G. George, F. Van den Bosch, and H. Volberda, â€Å"Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership,† Journal of Management Studies, 45/5 (July 008): 982-1007. Charles A. O’Reilly and Michael L. Tushman, â€Å"The Ambidextrous Organization,† Harvard Business Review, 82/4 (April 2004): 74-83; Nicolaj Siggelkow and Daniel Levinthal, â€Å"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, â€Å"Unbundling the Structure of Inertia: Resource versus Routine Rigidity,† Academy of Management Journal, 48/5 (October 2005): 741-763; Mom, Van den Bosch, and Volberda, op. cit. Charles A. O’Reilly, David F. Caldwell, Jennifer A. Chatman, Margaret Lapiz, and William Self, â€Å"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, â€Å"Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams,† Organization Science, 16/5 (September/October 2005): 522-536. V. J. Gilchrest, â€Å"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 written 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 O’Reilly 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, â€Å"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. O’Reilly, 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, â€Å"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. ; O’Reilly and Tushman (2004), op. cit. ; Wendy K. Smith, â€Å"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 O’Reilly, 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, â€Å"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, op. cit. 31. Harreld, O’Reilly, and Tushman (2007), op. cit. ; Jan Rivkin and Nicolaj Siggelkow, â€Å"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, â€Å"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, Stall 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, â€Å"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