Organization is Coca- Cola

Submit your playbook, which includes the following elements:

1. A cover page
2. A written Executive Summary that provides key highlights of your playbook
3. A strategy map or other playbook summary diagram
4. An appendix, your synthesized, integrated compilation of your previous playbook entries

Post 

• Evidence-based and cohesive set of specific and actionable  recommendations for actions (based on application of this week’s  strategy concepts), that your selected organization can take that will  clearly enable your organization to achieve its strategic goals, sustain  and grow its business, and remain viable and healthy.    

  HINT: You should provide a preliminary argument that defends your  recommendations. Consider why your recommendations are SMART–  specific, measurable, achievable (that is realistic and feasible, and  timely (relevant and important).

• A related set of metrics that will enable your selected organization to measure the effectiveness of your recommended actions.    

  HINT: These metrics could then be used in the comprehensive final  draft of your strategy playbook diagram, which is part of your final  Strategy Playbook.

 Evaluate the stated mission, vision, and values, within   the context-level of analysis, of your chosen company. 

 Apply   insights from internal strategy   analysis tools and concepts towards the development of relevant portions   of your strategy

playbook. 

 Apply   key insights from P.E.S.T. and   Stakeholder strategy analysis tools and concepts towards the development   of relevant portions of your strategy 

playbook. 

 Apply   key insights from competitive strategy analysis tools and concepts towards the development of relevant portions   of your strategy playbook. 

 Apply   key insights from Key Success Factor  strategy analysis tools and concepts towards the development of relevant   portions of your strategy playbook. 

 Explicitly identify, provide a name for, explain   the basics of, and evaluate, a preliminary company-wide strategy that you   recommend for your company. 

Write   an executive summary that explains   your proposed strategy and how the playbook can help you analyze it further.

Develop   a Strategy Playbook Diagram or   table that summaries your playbook elements.

©2015 Laureate Education, Inc. Page 1 of 10

MBA Program Capstone Bibliography

From WMBA 6000: Dynamic Leadership

Collins, J. (2005). Level 5 leadership: The triumph of humility and fierce resolve.
Harvard Business Review, 83(7/8), 136–146.

The division between organizations that are great and those that are merely good
has often been attributed to powerful and charismatic leaders. Jim Collins’
research into companies that lead in their fields, in fact, proves the exact
opposite. A “Level 5 Leader” is someone who leads his or her company with
vision, perseverance, and, most importantly, humility. Collins discusses the
careers and leadership styles of several “Level 5 Leaders” and offers a detailed
psychological profile of truly great leaders.

Covey, S. R. (2008). Authentic leaders. Leadership Excellence, 25(5), 20.
Retrieved from the Walden Library databases.

Leaders whose actions emerge from a core set of deeply held principles find
themselves able to cope more effectively with change. Rather than enacting
social norms or simply behaving in an expected manner, true leaders rely on
principles to guide them to effective actions. Covey emphasizes the importance
of humility and self-awareness in order to discover your own principles.

Dhiman, S. (2011). Personal mastery and authentic leadership. Organization
Development Journal, 29(2), 69–83.
Retrieved from the Walden Library databases.

This article builds on the work of researchers from several disciplines, including
humanistic, existential, and positive psychology. The author pays particular
attention to the recent work of researchers in the field of positive psychology, as
contributors to the emerging field of “human flourishing.”

Drucker, P. F. (2004). What makes an effective executive. Harvard Business
Review, 82(6), 58–63.
Retrieved from the Walden Library databases.

Most people imagine effective executives as outgoing, charismatic leaders, but
Peter Drucker observes that the most effective executives in history do not fall
into one personality category. Regardless of their personality traits, the most
successful executives follow eight practices that make them effective. In this
article, Drucker explains these eight practices and discusses how you can apply
them in your own career.

© 2015 Laureate Education, Inc. Page 2 of 10

George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering your authentic
leadership. Harvard Business Review, 85(2), 129–138.
Retrieved from the Walden Library databases.

Bill George, the former CEO of Medtronic and highly sought-after leadership
expert, has co-authored several books on the importance of individual
authenticity in successful leadership. This article, a precursor to George’s
book True North: Discover Your Authentic Leadership, will introduce you to the
concept of finding your leadership compass and help guide you toward genuine
and effective leadership.

Lichtenstein, S. (2012). The role of values in leadership: How leaders’ values shape
value creation. Integral Leadership Review, 12(1), 1–18.
Retrieved from the Walden Library databases.

In this article, Lichtenstein asserts that changed societal values have made the
“my way or the highway” leadership style obsolete. The author explains the
impact of values on effective leadership and how values should be applied when
establishing organizational strategies.

Lencioni, P. M. (2002). Make your values mean something. Harvard Business
Review, 80(7), 113–117.
Retrieved from the Walden Library databases.

Corporate values statements, when they are meaningful and sincere, can drive
innovation, unify teams, and bring meaning to the work employees do every day.
All too often, however, they are insincere, insufficiently integrated into a
company’s fabric, or simply unattainable. Lencioni discusses the real worth of
corporate values and suggests methods for organizations to create meaningful
and effective values statements.

Prahalad, C. K. (2010). The responsible manager. Harvard Business Review, 88(1/2),
36.
Retrieved from the Walden Library databases.

Because managers are “custodians of society’s most powerful institutions,” they
have both great opportunities and great responsibilities as leaders. Prahalad
urges leaders to consider their values and principles and use those values to
drive their everyday work. He highlights social responsibility, loyalty, fairness,
and a commitment to ongoing learning as the hallmarks of a responsible
manager.

Ulrich, D., Smallwood, N., & Sweetman, K. (2008). Defining leadership code: Five rules
of effective leadership. In The leadership code: Five rules to lead by (pp. 1–24).
Retrieved from

© 2015 Laureate Education, Inc. Page 3 of 10

http://cb.hbsp.harvard.edu/cb/pl/19338696/19347519/7e890950904a30731656370e239
0c100

In this chapter, Ulrich, Smallwood, and Sweetman attempt to capture the rules of
leadership that all leaders need to know. The authors draw from past studies and
frameworks of leadership to identify five rules they think apply to all leaders in
any circumstance.

From WMBA 6010: Managing People and Promoting Collaboration

Amabile, T., & Kramer, S. (2012). How leaders kill meaning at work. Mckinsey
Quarterly, 1, 124–131.
Retrieved from Walden Library databases.

Many executives imagine their number one priority to be developing and
executing the right strategy. According to Amabile and Kramer, making this a top
priority means that many executives are missing the mark. These authors
contend that executives and managers must strive to make work meaningful for
their employees and review the traps that prevent executives and managers from
doing so.

Cabrera, E. F. (2012). The six essentials of workplace positivity. People &
Strategy, 35(1), 50–60.
Retrieved from Walden Library databases.

In this article, Cabrera argues that a positive work environment is a strategic
competitive advantage for companies. She lists six essentials of workplace
positivity and the benefits of positive emotions in the workplace.

Jeffrey, S. (2009). Are you killing creativity? Sales & Service Excellence, 9(5), 5.
Retrieved from Walden Library databases.

How do you create the appropriate working environment so that employees feel
motivated and committed to perform for the organization? This article provides
five lessons to apply that can improve the inner and outer conditions so that
worker creativity can fuel growth within an organization.

Lawler, E., Pringle, A., Branham, F., Cornelius, J., & Martin, J. (2008). Why are we
losing all our good people? Harvard Business Review, 86(6), 41–51.
Retrieved from Walden Library databases.

Retaining talent is often just as challenging as attracting highly qualified
candidates. When top employees start to leave in masses, finding the root cause
may require creative techniques. This fictional case study explores the topic of
talent drain.

© 2015 Laureate Education, Inc. Page 4 of 10

Pfeffer, J., & Veiga, J. F. (1999). Putting people first for organizational
success. Academy of Management Executive, 13(2), 37–48.
Retrieved from Walden Library databases.

While most organizations pay lip service to the maxim, “our people are our most
important asset,” it is rare for an organization to protect and develop its people to
build an enduring competitive advantage. This article draws on research to argue
that the quality of staff development and how companies manage their people
are the most important organizational strategies companies can and should
make.

Zigarmi, D., Houson, D., Diehl, J., & Witt, D. (2010). Employee work passion: A new
look at engagement. Chief Learning Officer, 9(6), 32–35.
Retrieved from Walden Library databases.

As research continues to support employee engagement as a key factor in
organizational vitality, managers need to learn effective methods of bolstering
employee satisfaction. The authors of this article identify motivators that influence
positive workplace attitudes and management interventions that lead to a more
passionate workforce.

From WMBA 6020: Fostering a Culture of Innovation

Barsh, J., Capozzi, M. M., & Davidson, J. (2008). Leadership and innovation. McKinsey
Quarterly, 1, 36–47.
Retrieved from the Walden Library databases.

How does leadership effectively cultivate innovation so that it extends beyond
products and services? This article examines the impact a culture of innovation
can have on organizations. It reviews what executives need to do if they want to
establish a culture of innovation in their organizations.

de Jong, J., Den Hartog, D. (2007). How leaders influence employees’ innovative
behavior.European Journal of Innovation Management, 10(1), 41–64.
Retrieved from the Walden Library databases.

This article offers an inventory of leader behaviors that can positively influence
employees’ innovative behavior. The authors discover 13 relevant leadership
behaviors exhibited in knowledge-intensive service jobs such as consulting,
research, and engineering.

Ekvall, G. (1996). Organizational climate for creativity and innovation. European Journal
of Work and Organizational Psychology, 5(1) 105–123.

This article describes an instrument for measuring organizational structure and
climate regarding their influence on creativity and innovation.

© 2015 Laureate Education, Inc. Page 5 of 10

Golovatchev, J., Budde, O., & Kellmereit, D. (2010). Technology and innovation radars:
Effective instruments for the development of a sustainable innovation strategy and
successful product launches. International Journal of Innovation and Technology
Management, 3(7), 229–236.
Retrieved from the Walden Library databases.

The authors summarize sustainable innovation development within innovation
projects in various industries (e.g., fixed and mobile telecommunications, high
tech, and logistics). The article explains an approach using technology and
innovation radars and a rating mechanism to evaluate innovation initiatives.

Hamel, G. (2009). Moonshots for management. Harvard Business Review, 87(2), 91–
98. Retrieved from
https://cb.hbsp.harvard.edu/cb/web/pl/product.seam?c=20331266&i=20331394&cs=502
ded68209602b62fec1adb81951e0d

Many philosophies of how to be an effective manager date back to the 19th
century. While this long history lends richness to the foundations of management
theory, Gary Hamel argues that the 21st century presents unique challenges to
managers and that new ‘visionary goals’ must be integrated into management
best practices. Hamel presents 25 of these visionary goals and challenges
today’s managers to integrate them into their practice.

Hoever, I., van Knippenberg, D., van Ginkel, W., & Barkema, H. (2012). Fostering team
creativity: perspective taking as key to unlocking diversity’s potential. The Journal of
Applied Psychology, 97(5), 982–996. Retrieved from
http://ezp.waldenulibrary.org/login?url=http://search.ebscohost.com/login.aspx?direct=tr
ue&db=pdh&AN=2012-17920-001&site=eds-live&scope=site

This article presents a theoretical model about the effect of a team’s diversity on
its creativity. Perspective taking is identified as a facet of diversity that enhances
creativity by fostering information elaboration.”

Montgomery, C. A. (2008). Putting leadership back into strategy. Harvard Business
Review, 86(1), 54–60. Retrieved from
https://cb.hbsp.harvard.edu/cb/web/pl/product.seam?c=20331266&i=20331397&cs=f68
1723ce94064afdc9f567c211557e3

What is the role of creativity and insight in forging an organizational purpose?
The article argues that leaders need to use their creativity keep their companies
strategically competitive, even in this age when economic theory sees strategy
as a problem to be addressed with analysis not creativity. The author explores
the need for leaders to see strategy as a dynamic tool to shape and guide their
organizations.

Puccio, G. J., Mance, M., Switalski, L. B., & Reali, P. D. (2012). Welcome to the world of
change: Life in the 21st century. In Creativity rising: Creative thinking and creative
problem solving in the 21st century (pp. 13–20). Buffalo, NY: ICSC Press.

© 2015 Laureate Education, Inc. Page 6 of 10

Many of us have probably felt frustrated that the world around us continues to
change at an increasingly fast pace. A cell phone or tablet computer that was
state of the art when purchased can be sadly out of date just one year later. The
authors of this reading discuss the wide variety of changes we are experiencing
today and explore how creative responses to the challenges presented by the
rapid pace of change are necessary.

From WMBA 6030: Managing Business Information Systems

Drnevich, P. L. & Croson, D. C. (2013). Information technology and business-level
strategy: toward an integrated theoretical perspective. MIS Quarterly, 37(2). 483–509.
Retrieved from the Walden Library databases.

In this article, Drnevich and Croson argue the importance of integrating
information technology with both functional and business-level strategies and
goals in order to improve organizational flexibility and performance. The authors
explore the implications of IT and business strategy alignment on maintaining
existing organizational capabilities, as well as capitalizing on future opportunities.

Grover, V., & Kettinger, W. J. (1997). Special section: The impacts of business process
change on organizational performance. Journal of Management Information Systems,
14(1), 9–12.
Retrieved from the Walden Library databases.

The article examines a handful of empirical studies related to the importance of
business process change to the success of a firm’s overall efforts in change
management, discussing its relationship to organizational control, team
empowerment, and major change initiatives.

Jin, K. G., & Drozdenko, R. G. (2010). Relationships among perceived organizational
core values, corporate social responsibility, ethics, and organizational performance
outcomes: An empirical study of information technology professionals. Journal of
Business Ethics, 92(3), 341–359.
Retrieved from the Walden Library databases.

This study examines the relationships among and perceptions associated with
organizational attitudes, values, performance outcomes, and corporate social
responsibility, comparing and contrasting them within both organic and
mechanistic organizational structures.

Khani, N., Nor, K., & Bahrami, M. (2011). IS/IT capability and Strategic Information
System Planning (SISP) Success. International Management Review, 7(2), 75–83.
Retrieved from the Walden Library databases.

This paper explains the ways in which IT capabilities can be used to transform a
firm’s IT investments from a knowledge-based perspective .

© 2015 Laureate Education, Inc. Page 7 of 10

Kneević, S., Stanković, A., & Tepavac, R. (2012). Accounting information system as a
platform for business and financial decision-making in the company. Management, 65,
63–69.
Retrieved from the Walden Library databases.

Using the content analysis method, the authors of this paper discuss different
types of accounting information systems, as well as their role and active use as a
platform in decision making.

Shanks, G., Jagielska, I., & Jayaganesh, M. (2009). A framework for understanding
customer relationship management systems benefits. Communications of the
Association for Information Systems, 25, 263–287.
Retrieved from the Walden Library databases.

This paper presents a structured framework for understanding the benefits of
customer relationship management systems.

From WMBA 6040: Improving Business Performance

Braun, W. (2002). The system archetypes. In The systems modeling workbook.
Unpublished manuscript. Retrieved from
http://www.albany.edu/faculty/gpr/PAD724/724WebArticles/sys_archetypes

This article reviews common archetypes and explains how to use them in
analyzing business issues.

Jacob, D., Bergland, S., & Cox, J. (2010). Velocity: Combining Lean, Six Sigma, and the
theory of constraints to achieve breakthrough performance. New York, NY: Free Press.

Using an unusual approach to discussing business strategy, the authors have
written a novel about a manufacturing company that allows them to present their
ideas concerning bottlenecks and constraints. The authors continue in the
tradition of Eliyahu Goldratt, who developed the theory of constraints.

Meadows, D. H. (2008). Thinking in systems: A primer. White River Junction, VT:
Chelsea Green.

The author presents the basics of systems thinking logic, and applies that logic to
a number of real world situations.

Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization.
New York, NY: Doubleday.

The author presents a framework for thinking about both personal and
organizational learning that is rooted in a multi-disciplinary approach, called “the
fifth discipline”, which builds on systems thinking and archetype analysis.

© 2015 Laureate Education, Inc. Page 8 of 10

Wolstenholme, E. F. (2003). Towards the definition and use of a core set of archetypal
structures in system dynamics. System Dynamics Review, 19(1), 7–26.
Retrieved from the Walden Library databases.

This article reviews system archetypes, suggesting classification schemes and
new sets of archetypes. The author encourages decision makers to use these
tools to ensure systemic thinking.

From MBA 6050: Accounting for Management Decision Making

Joseph, G. (2009). Mapping, measurement and alignment of strategy using the
balanced scorecard: The Tata Steel case. Accounting Education, 18(2), 117–130.
Retrieved from the Walden Library databases.

This case study illustrates the use of the balanced scorecard by using a real-life
situation and information gathered from the firm’s internal accounting processes.
Special attention is given to the strategy map and measurement aspects of the
balanced scorecard.

Likierman, A. (2009, October). The five traps of performance measurement. Harvard
Business Review, 87(10), 96–101.
Retrieved from the Walden Library databases.

The author of this article offers specific strategies and provides examples for
companies to use in devising measures that provide managers with a full picture
of their organization’s performance.

Merrill Lynch. (2007). How to read a financial report. Retrieved from

Raynor, M. E., & Ahmed, M. (2013, April). Three rules for making a company truly great:
A quest for reliable data on organizational excellence yields surprisingly simple
guidelines. Harvard Business Review, 91(4), 108–117.
Retrieved from the Walden Library databases.

The authors of this article look at qualitative measures that might be predictors of
organizational performance.

Shrivastava, P., & Berger, S. (2010). Sustainability principles: A review and
directions. Organization Management Journal, 7(4), 246–261.
Retrieved from the Walden Library databases.

The authors examine sustainability principles in terms of the concept as it first
was stated in the 1987 publication of Our Common Future by the United Nations’
World Commission on Environment and Development and how it is used today.

© 2015 Laureate Education, Inc. Page 9 of 10

The authors looked specifically at what is included in “sustainability principles”
based on the current and evolving literature of this field.

Slaper, T. F., & Hall, T. J. (2011). The triple bottom line: What is it and how does it
work? Indiana Business Review, 86(1), 4–8.
Retrieved from the Walden Library databases.

The article provides a high level overview of the measurement system called the
Triple Bottom Line (TBL). The social, environmental, and financial impact of
decisions are considered in this relatively new way of assessing organizational
performance.

U.S. Securities and Exchange Commission. (2007). Beginners’ guide to financial
statements. Retrieved from http://www.sec.gov/investor/pubs/begfinstmtguide.htm

This site discusses the four main financial statements, the accounting equation,
selected parts of annual reports, and rations related to making organization
decisions.

From MBA 6060

Davenport, T. H., Mule, L. D., & Lucker, J. (2011). Know what your customers want
before they do. Harvard Business Review, 89(12), 84–92.

After studying dozens of retail, software, and financial services companies, the
authors concluded that most companies are not taking full advantage of next-
best-offer (NBO) strategies that seek to pinpoint customer wants and needs. In
successful NBO marketing, companies customize offers based on consumer’s
attributes and behaviors, the purchase context, product or service characteristics,
and the organization’s strategic goals. Often, goal-setting is left out of this
equation.

Spenner, P., & Freeman, K. (2012). To keep your customers, keep it simple. Harvard
Business Review, 90(5), 108–114.

The authors of this article examine what makes customers “sticky,” or in other
words, likely to follow through on intended purchases, recommend to others, and
buy again.

From MBA 6070

Chun, J. S., Shin, Y., Choi, J., & Kim, M. S. (2013). How does corporate ethics
contribute to firm financial performance? The mediating role of collective organizational
commitment and organizational citizenship behavior.
Journal of Management, 39(4), 853–877.

© 2015 Laureate Education, Inc. Page 10 of 10

Despite the increasing significance of corporate ethics, few studies have
explored the intermediate mechanisms that explain the relationship between
corporate ethics and firm financial performance. Drawing on institutional theory
and strategic human resource management literature, this article hypothesizes
that the internal collective processes based on employees’ collective
organizational commitment and organizational citizenship behavior (OCB)
mediate the ethics–performance relationship at the organizational level.

Kim, Y., Park, M. S., & Wier, B. (2012). Is earnings quality associated with corporate
social responsibility? The Accounting Review, 87(3), 761–796. Retrieved from
http://search.proquest.com/docview/1017533594?accountid=14872

This study examines whether socially responsible firms behave differently from
other firms in their financial reporting. Specifically, it questions whether firms that
exhibit corporate social responsibility (CSR) also behave in a responsible manner
to constrain earnings management, thereby delivering more transparent and
reliable financial information to investors as compared to firms that do not meet
the same social criteria.

Perrini, F., Russo, A., Tencati, A., & Vurro, C. (2011). Deconstructing the relationship
between corporate social and financial performance. Journal of Business Ethics, 102,
59–76.

Heeding the call for a deeper understanding of the mechanisms linking certain
corporate social responsibility (CSR) efforts to certain performance outcomes,
this study provides a stakeholder-based organizing framework rooted in an
extensive review of existing literature on the link between CSP and CFP. In so
doing, it aims at guiding research and practice toward less simplistic
understandings of the CSP-CFP connection.

Wise, S. (2013). The impact of financial literacy on new venture survival. International
Journal of Business & Management, 8(23), 30–39.
Retrieved from the Walden Library databases.

This article is an investigation into the impact of financial literacy on new venture
survival. A model is proposed in which increased adoption of financial tools (e.g.
financial statements and financial ratios) leads to increased frequency of financial
statement generation, which in turn, increases the likelihood of loan repayment
and decreases the probability of venture failure. This research found that
entrepreneurs who produced financial statements more frequently had a higher
probability of loan repayment and a lower probability to close their venture
involuntarily.