Moss Kanter (2011)

Question 1

Moss Kanter (2011) Which are the six facets of institutional logic, becoming an institution?

Answer 1

a common purpose - across units (identity)
a long-term view
emotional engagement
community building
innovation
self-organization

Question 2

What is the main argument in Moss Kanter (2011), How great comanies think differently

Answer 2

Great companies need to be more than money machines. Intrisic part of society, an enduring institution. Invest in future and beware of needs of people and society! Become an institution with six principals

Question 3

What does Moss Kanter (2011) mean with “a common purpose - across units”?

Answer 3

A way to create buffers to uncertainty

What do we represent? Not just our products

Identity - Increasingly important in a changing and globalised world, to have an

Norms and values that you adhere to as an employee, customer, supplier

Representing something larger than profit - not only about community service (e.g. Novartis & IBM)

Question 4

What does Moss Kanter (2011) mean with “long term orientation”?

Answer 4

Short term sacrifice for long term survival

Invest in the environment

Invest in employees

Question 5

What does Moss Kanter (2011) mean with “emotional engagement”?

Answer 5

Absolutely imperative to have motivation and emotions around and organisation

Mutual development, positive spirals

Real values that we can stand up for

Dialogue

E.g. P&G mobile baby clinics

Question 6

What does Moss Kanter (2011) mean with “cooperate with the public”?

Answer 6

Particularly important during internationalisation

We sometimes forget that internationalisation equals mass localisation

Important with local affinity

Good corp cultivates relations to the public and other stakeholders

IBM help AND see mass-local govt relations as a long-term opportunity for business and innovation

Question 7

What does Moss Kanter (2011) mean with “innovate”?

Answer 7

Social needs a source of innovation

And we can help others to innovate

cf. Porter & Kramer

Not just products and services, but processes and value-chains

Cemex’ distribution programme in S America, Construrama

Let the employees help (e.g. Novartis)

Question 8

What does Moss Kanter (2011) mean with “self-organization”?

Answer 8

Institutions can trust their employees will act the way we want them to. Do not need to be managed to the same extent

Decentralisation often leads to customer-centred innovation

E.g. Gillette, GE, reverse innovation

Openness, vertically and horizontally

Informal roles

Super matrices

We are ”accountable along many dimensions simultaneously”