Case study: IBM case study of strategic re-orientation (Please use this case study and reflect on write up like short example how it connect)

IMBA – Comparative International Management

Title: Journeys and alternatives to managing change related to Comparative International Management

Article information and required reading (DO NOT require other external references, just use the ref from provided reading material):
Followings article and case study are uploaded separately and some can refer from respective link.

1. Case study: IBM case study of strategic re-orientation (Please use this case study and reflect on write up like short example how it connect)

Article information 1:
1) Chapter 4, “The Culture of Contribution”, pp. 108 – 134
2) Chapter 5, “Collaborative Infrastructure”, pp. 135 – 169
3) Chapter 8, “Journeys: Winding Paths to Collaboration”, pp. 211 – 225

from Heckscher, Charles (2007). The Collaborative Enterprise: Managing Speed and Complexity in Knowledge-Based Businesses. Connecticut: Yale University Press. Required reading location-

http://books.google.com.sg/books?id=2RB9Rh9h1H4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0#v=onepage&q&f=false

Article information 2:
4) Appelgate, Lynda, M., Collins, Elizabeth (2009) “IBM’s Decade of Transformation: Turnaround to Growth”, HBS Case Study.
Required reading location- Will uploaded seperately

2. IBM case study of linking values and strategy (Please use this case study and reflect on write up like short example how it connect)

Article information 1:
Chapter 9, Leadership: The Interactive Approach to Change, pp. 226 – 245

from Heckscher, Charles (2007). The Collaborative Enterprise: Managing Speed and Complexity in Knowledge-Based Businesses. Connecticut: Yale University Press. Required reading location-

http://books.google.com.sg/books?id=2RB9Rh9h1H4C&printsec=frontcover&source=gbs_ge_summary_r&cad=0#v=onepage&q&f=false

Article information 2:
a. Chapter 11, “On the Role of Top Management””, pp. 141 – 151 from Kotter, John P. and Heskett, James L. (1992). Corporate Culture and Performance. New York: The Free Press.”
b. Beer, Michael, Eisenstat, Russell A., and Spector, Bert (1990). “Why Change Programs Don’t Provide Change”. Harvard Business Review, pp. 158 – 166
c. Michael, Boniface, Neubert, Mitchell, Michael, Rashmi. (2014). “Three Alternatives to Organizational Value Change and Formation: Top Down, Spontaneous Decentralized and Interactive Dialogical”, The Journal of Applied Behavioral Science/, 48, 3, pp. 380 – 409.
d. Appelgate, Lynda, M., Austin, Rob, Heckscher, Charles, Michael, Boniface and Collins, Elizabeth (2008) “IBM’s Decade of Transformation: Uniting Vision and Values”, HBS Case Study.

Required reading location for (a to d)- Will uploaded separately

REQUIRED YOUR SERVICE :
After reviewing all of above reading materials, write not more than two pages double spaced for “CRITICAL UNDERSTANDING” that you have taken away from the different elements of the learning module and academic style writing.
Critical insight should reflect by answering the question with 4 sections as per below:

1. How do these topics relate to each other and connect to other topics? This could be constructed around similarities and differences.
2. Taken together, how do these topics and their connections help us understand comparative international management?
3. One or two sentences should be kept for linking and applying the concepts to your own work related experience.
4. Use case study examples from within or across modules to illustrate your critical insight

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