Assignment Prompt & Instructions
[>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management)
See attached
**files (5)**
– ## UnitVIAssignment.docx
– ## UnitIIDB.docx
– ## UnitVIIAssignmentGSM.docx
– ## UnitVIIStudyGuide.pdf
– UnitIIIAssignment.docx
**## UnitVIAssignment.docx**
2
Teameco Broughton
Institution: Columbia Southern University
BUS 6320: Global Strategic Management
Instructor: Professor: Robin Shah
Date: 3/4/2026
Figure 1:
_Infographic on Johnson & Johnson Strategic Expansion_
****
**References**
Johnson & Johnson. (2026, January 26).
_Johnson & Johnson named a 2026 Fortune World’s most admired company_.
[https://www.jnj.com/latest-news/johnson-johnson-named-a-2026-fortune-worlds-most-admired-company](https://www.jnj.com/latest-news/johnson-johnson-named-a-2026-fortune-worlds-most-admired-company)
Rothaermel, F. T. (2024).
_Strategic management_ (6th ed.). McGraw Hill.
The World Bank. (2023, April 20).
_The World Bank in China_.
[https://www.worldbank.org/en/country/china/overview](https://www.worldbank.org/en/country/china/overview)
World Bank Live. (2021, May 24).
_Spreading the gains from trade more widely: Making trade work better for the poor_ [Video].
[https://live.worldbank.org/spreading-gains-from-trade-more-widely](https://live.worldbank.org/spreading-gains-from-trade-more-widely)
## image1.jpg
**## UnitIIDB.docx**
Unit II DB
Johnson & Johnson Company (Johnson & Johnson) is a global firm founded in 1886. It is an organization that deals with pharmaceutical products, headquartered in New Brunswick, New Jersey. The company focuses on manufacturing products in two key categories. The first is innovative medications used to manage complex illnesses such as cancer (Johnson & Johnson, 2026). It also manufactures Medtech products, including surgical, cardiovascular, and orthopedic equipment. Generally, Johnson & Johnson is a dynamic company with physical operations in over 60 countries and subsidiaries in over 200 nations. It is one of the most successful firms in the pharmaceutical sector.
Johnson & Johnson's global strategy focuses on sectors that have experienced high growth rates in recent years. The company has focused on developing new medical therapies and equipment that improve the techniques used to treat various medical conditions. In addition, the company is expanding its operations across different countries by acquiring mid-cap biotech and medtech firms. Examples of companies it has acquired in different locations include Abiomed and Shockwave Medical.
Technology has changed Johnson & Johnson's global strategy by transforming the mechanisms by which its products operate. For example, it creates products that use AI-powered diagnostics to advance medical techniques by providing real-time guidance to experts performing surgical procedures (Johnson & Johnson, 2026). Secondly, the company uses a digital supply chain to monitor and ensure that products, such as orthopedic implants, reach the locations where they are needed on time. A key strength of Johnson & Johnson that ensures it operates optimally is its high cash flow turnover of over $20 billion per year, which enables it to invest heavily in research and production (Johnson & Johnson, 2026). On the other hand, the company's weakness is that it constantly faces lawsuits from clients. This aspect slows its operations, as innovations must be repeatedly tested to ensure they do not harm users.
All in all, the reports documented about Johnson & Johnson in financial write-ups, such as Fortune, indicate that the company is a resilient one that has improved medical techniques. Its strategy of integrating AI into the development and manufacturing of advanced therapies has helped successfully treat those affected by various illnesses.
**References**
Johnson & Johnson. (2026, January 26). Johnson & Johnson named a 2026 Fortune World’s Most Admired Company
Johnson & Johnson. https://www.jnj.com/latest-news/johnson-johnson-named-a-2026-fortune-worlds-most-admired-company
**## UnitVIIAssignmentGSM.docx**
**Unit VII Assignment GSM**
**Strategic Case Analysis**
This 7-page strategic case analysis measures your mastery of ULOs 1.4, 1.5, 1.6, 2.3, 3.2, 4.1, 4.3, and 5.3.
Before you begin your assignment for this unit, review the previous activities you completed in this course:
In Unit I you selected and discussed a firm with global operations. You provided a corporate profile and perceptions of the firm and examined its global strategy.
In Unit III you conducted an environmental scan of that same global firm. You applied a SWOT, PESTEL, or Five Forces Model to analyze that firm.
In Unit IV you reviewed innovation and the role of leadership as it relates to innovation. You may have used your global firm’s strategy as an example of innovation.
For this assignment, you will refer to that same organization you have been examining during this entire course.
Compile a strategic case analysis that addresses the following items. You may reuse prior submitted material from previous units.
Be sure to use headings and subheadings to organize your paper:
1. Background: Write a background of the firm, including its public perceptions. What are its products or services? Who is its customer base? Explain the purpose of the firm and key factors of its global operations. How is it unique? What is its mission? How has it set ethical parameters internally or externally?
2. Environment: Describe the internal and external elements of the firm. What is the internal structure of the firm? Who is the competition? What are the current external trends?
3. Partnerships: Discuss any partnerships, mergers, or acquisitions. How have these entities contributed to the company’s market share of revenue?
4. SWOT analysis: Discuss the strengths, weaknesses, opportunities, and threats of the firm. What opportunities are there for growth? How might it impact the company’s market share and revenue? What might the risks be from a global perspective? Who are its competitors?
5. Global strategies: Give two examples of global strategies used by this firm. Discuss how technology may have or may not have changed its global strategies.
6. Sustainability: Explain how the global firm incorporates sustainability into its operations and business strategy.
7. Structure: Discuss the structure of the firm. Discuss the role of leaders as it relates to establishing an organizational culture. How does the structure impact the organizational culture? How may culture serve as part of the competitive advantage? Evaluate different types of corporate diversification.
8. Leadership: Discuss examples from press releases, news articles, and/or research of how leaders support innovation. Discuss its transparency and continuous improvement initiatives. What are its leaders’ values and goals? What ethical parameters are mentioned?
9. Recommendations and conclusion: Conclude with at least two recommended actions to increase revenue for this firm with scholarly support. Explain the rationale for your recommendations.
Your paper should be 7 pages in length, not counting the title or reference pages. Use at least five sources to support your assignment. At least one source must be from the CSU Online Library. You may use the organization’s annual report as a reference. Use APA Style for this assignment.
The following databases may prove to be helpful for completing this assignment:
[IBISWorld](https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://my.ibisworld.com) provides in-depth industry research.
[Mergent Online](https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://www.mergentonline.com) is an excellent source for specific company information, including financials, history, subsidiaries and more.
**## UnitVIIStudyGuide.pdf**
BUS 6320, Global Strategic Management 1
Course Learning Outcomes for Unit VII
At the end of this unit, you should be able to:
1. Compare and contrast evolving global strategic business models.
1.4 Examine various structures for organizational firms.
1.5 Explain how organizational culture may change.
1.6 Recommend actions to increase revenue or market share for a global firm.
2. Analyze the processes for formulating sustainable corporate business strategies.
2.3 Examine how sustainable competitive advantage drives corporate business strategies.
3. Summarize the role of innovation in strategic business planning.
3.2 Analyze the role of leadership in driving innovation.
4. Explain methodologies in the overall evaluation of business strategies.
4.2 Recognize opportunities and problems of competing globally.
4.3 Conduct a strengths, weaknesses, opportunities, and threats (SWOT) analysis for a global firm.
5. Assess ethical parameters related to global strategic business models.
5.1 Compare and contrast the options that multinational enterprises (MNEs) have for entering
foreign markets.
5.2 Apply the cost-responsive framework to evaluate strategies multinational enterprises (MNEs)
can pursue when competing globally.
5.3 Identify ethical parameters of a global firm.
Required Unit Resources
Chapter 11: Organizational Design: Structure, Culture, and Control (ULOs 1.4 and 1.5)
This chapter explores organizational cultures and various structures of a firm.
Unit Lesson
Lesson: Organizational Design: Structure, Culture, and Control (ULOs 1.4 and 1.5)
As we look at developing competitive advantage in a firm, an organization can be designed using three
elements: structure, culture, and control. Essentially, the intention of leadership is to coordinate the work of
the organization and ensure that all employees are motivated to achieve the goals of the organization.
Organizational Design and Competitive Advantage
Rothaermel (2024) defines organizational design as “the process of creating, implementing, monitoring, and
modifying the structure, processes, and procedures of an organization” (p. 420). Unfortunately, many
organizations do see a level of inertia or “resistance to change the status quo” (Rothaermel, 2024, p.276). As
new challenges face organizations, change represents an important challenge—and an important opportunity
for firms. The factors of change—both internal and external—are illustrated in Exhibit 11.2: Organizational
Inertia and the Failure of Established Firms to Respond to Shifts in the External or Internal Environments.
One example of an internal factor of change is the aging nature of the workforce.
To avoid inertia and enhance the opportunity for success in the organization, the structure of the firm must be
flexible and able to adapt to change. The fundamental component of organizational structure includes
UNIT VII STUDY GUIDE
Organizational Design: Structure,
Culture, and Control
BUS 6320, Global Strategic Management 2
UNIT x STUDY GUIDE
Title
specialization, formalization, centralization, and hierarchy (Rothaermel, 2024). Specialization relates to the
degree to which work is divided into component parts—the division of labor. Formalization is the degree to
which operations are standardized and codified. For example, pilots use a formal check list prior to take-off as
a part of a formal system. Centralization is the degree to which decision-making is centralized versus
decentralized. For example, in decentralized organizations, decision-making is often pushed down to
operational levels whereas in centralized organizations, decisions are generally made at a higher level within
the organization. Finally, hierarchy outlines reporting lines—who reports to whom. A component of this
concept is span of control. Span of control refers to the actual number of employees who report to a
supervisor or manager (Rothaermel, 2024).
Two key types of organizations are mechanistic and organic as seen in Exhibit 11.3: Mechanistic vs. Organic
Organizations: Building Blocks of Organizational Structure. Which model do you see as the more modern
option? As noted by Rothaermel (2024) the best option between these models depends on the context,
“structure must follow strategy” (p. 428).
Strategy and Structure
The type of structure selected for a firm must, in part, consider the size and complexity of the firm. Smaller
firms tend to adopt a simple structure that are relatively flat with limited specialization and formalization.
Another structural type that is very common is the functional model. This model groups employees by
function—for example, human resources. This model enables an increased level of specialization in the firm.
One disadvantage of the functional system is the silo effect or lack of coordination between individual units.
Refer to the course textbook, Exhibit 11.5: Typical Functional Structure for an example.
As a firm considers strategic options, such as low cost or differentiation, it is important to balance trade-offs.
For example, at times it may not assist the firm to have too many formal systems in place, and flexibility may
be appropriate. For larger more complex firms, a multidivisional structure may be fitting. Another model that
firms use is a mix of the functional structure and the multidivisional structure—the matrix model. An overview
of the advantages and disadvantages of different models of organizational structures is presented in the
course textbook in Exhibit 11.11: Advantages and Disadvantages of Different Organizational Structures.
Organizing for Innovation
As firms assess their organizational structure, they are often looking for ways to improve the effectiveness of
their innovation initiatives to stay competitive. There are two methods identified that firms may consider for
advancing innovation—the open innovation model and the closed innovation model. Essentially, the open
model recognizes the importance of innovation both inside and outside of the organization, whereas the
closed model looks more inward at internal talent and control to support innovation.
Organizational Culture: Values, Norms, and Artifacts
Organizational culture is defined by Rothaermel (2024) as “the collectively shared values and norms of an
organization’s members; a key building block of organizational design” (p. R-2). One key value that has
increased in both organizations and within employee groups is related to sustainability. Many firms have
identified their commitment to increased attention to sustainability.
From a global perspective, Geert Hofstede (n.d.) has identified a series of cultural dimensions that are
important for organizations looking to expand globally. The cultural dimensions identified by Hofstede can be
compared—one country to another—which can be instructive for firms looking to expand globally.
Strategic Control and Reward Systems
Strategic control and reward systems are defined as “internal governance mechanisms put in place to
align the incentives of principals (shareholders) and agents (employees)” (Rothaermel, 2024, p. 450).
Organizationally, strategic control can be implemented by input controls and output controls. Input controls
include rules and operating procedures, and output controls include, for example, merit-based or
performance pay.
BUS 6320, Global Strategic Management 3
UNIT x STUDY GUIDE
Title
Summary
In this unit we have seen the importance of organization design, structure, culture, and controls in developing
and sustaining competitive advantage. These elements are contextual, and each firm must adapt to the
circumstances that impact them. Leaders must recognize that structure and culture are both important drivers
of success in an organization.
References
Geert Hofstede. (n.d.). The 6-D model of national culture.
https://geerthofstede.com/culture-geert-hofstede-gert-jan-hofstede/6d-model-of-national-culture/
Rawpixel. (n.d.). Character illustration of people with global network concept [Image]. Freepik.
https://www.freepik.com/free-vector/character-illustration-people-with-global-network-
concept_3585190.htm#query=strategy%20global%20business%20planning&position=2&from_view=
search&track=ais&uuid=eab5dd3f-267d-4ae8-9a3a-5381e987b5ac
Rothaermel, F. T. (2024). Strategic management (6th ed.). McGraw Hill.
https://online.vitalsource.com/#/books/9781265954574
Vector4stock. (n.d.). Business process illustration infographic of business structure from idea to successful
business [Image]. Freepik.
https://www.freepik.com/free-vector/business-process-illustration-infographic-business-structure-from-
idea-successful-business-
project_26195295.htm#query=strategy%20global%20business%20planning&position=34&from_view
=search&track=ais&uuid=eab5dd3f-267d-4ae8-9a3a-5381e987b5ac
Learning Activities (Nongraded)
Nongraded Learning Activities are provided to aid you in your course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.
Activity: Cultural Dimensions (Optional)
Conduct an internet search for Hofstede’s cultural framework. Compare the differences between countries
using the website tools provided. Why do you think it is useful for companies to understand cultural
dimensions in global business? Note your thoughts in a personal journal.
– Course Learning Outcomes for Unit VII
– Required Unit Resources
– Chapter 11: Organizational Design: Structure, Culture, and Control (ULOs 1.4 and 1.5)
– Unit Lesson
– Lesson: Organizational Design: Structure, Culture, and Control (ULOs 1.4 and 1.5)
– Organizational Design and Competitive Advantage
– Strategy and Structure
– Organizing for Innovation
– Organizational Culture: Values, Norms, and Artifacts
– Strategic Control and Reward Systems
– Summary
– References
– Learning Activities (Nongraded)
– Activity: Cultural Dimensions (Optional)
**UnitIIIAssignment.docx**
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**UnitIIIAssignment.docx**
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**## UnitVIAssignment.docx**
2
Teameco Broughton
Institution: Columbia Southern University
BUS 6320: Global Strategic Management
Instructor: Professor: Robin Shah
Date: 3/4/2026
Figure 1:
_Infographic on Johnson & Johnson Strategic Expansion_
****
**References**
Johnson & Johnson. (2026, January 26).
_Johnson & Johnson named a 2026 Fortune World’s most admired company_.
[https://www.jnj.com/latest-news/johnson-johnson-named-a-2026-fortune-worlds-most-admired-company](https://www.jnj.com/latest-news/johnson-johnson-named-a-2026-fortune-worlds-most-admired-company)
Rothaermel, F. T. (2024).
_Strategic management_ (6th ed.). McGraw Hill.
The World Bank. (2023, April 20).
_The World Bank in China_.
[https://www.worldbank.org/en/country/china/overview](https://www.worldbank.org/en/country/china/overview)
World Bank Live. (2021, May 24).
_Spreading the gains from trade more widely: Making trade work better for the poor_ [Video].
[https://live.worldbank.org/spreading-gains-from-trade-more-widely](https://live.worldbank.org/spreading-gains-from-trade-more-widely)
## image1.jpg
**## UnitIIDB.docx**
Unit II DB
Johnson & Johnson Company (Johnson & Johnson) is a global firm founded in 1886. It is an organization that deals with pharmaceutical products, headquartered in New Brunswick, New Jersey. The company focuses on manufacturing products in two key categories. The first is innovative medications used to manage complex illnesses such as cancer (Johnson & Johnson, 2026). It also manufactures Medtech products, including surgical, cardiovascular, and orthopedic equipment. Generally, Johnson & Johnson is a dynamic company with physical operations in over 60 countries and subsidiaries in over 200 nations. It is one of the most successful firms in the pharmaceutical sector.
Johnson & Johnson's global strategy focuses on sectors that have experienced high growth rates in recent years. The company has focused on developing new medical therapies and equipment that improve the techniques used to treat various medical conditions. In addition, the company is expanding its operations across different countries by acquiring mid-cap biotech and medtech firms. Examples of companies it has acquired in different locations include Abiomed and Shockwave Medical.
Technology has changed Johnson & Johnson's global strategy by transforming the mechanisms by which its products operate. For example, it creates products that use AI-powered diagnostics to advance medical techniques by providing real-time guidance to experts performing surgical procedures (Johnson & Johnson, 2026). Secondly, the company uses a digital supply chain to monitor and ensure that products, such as orthopedic implants, reach the locations where they are needed on time. A key strength of Johnson & Johnson that ensures it operates optimally is its high cash flow turnover of over $20 billion per year, which enables it to invest heavily in research and production (Johnson & Johnson, 2026). On the other hand, the company's weakness is that it constantly faces lawsuits from clients. This aspect slows its operations, as innovations must be repeatedly tested to ensure they do not harm users.
All in all, the reports documented about Johnson & Johnson in financial write-ups, such as Fortune, indicate that the company is a resilient one that has improved medical techniques. Its strategy of integrating AI into the development and manufacturing of advanced therapies has helped successfully treat those affected by various illnesses.
**References**
Johnson & Johnson. (2026, January 26). Johnson & Johnson named a 2026 Fortune World’s Most Admired Company
Johnson & Johnson. https://www.jnj.com/latest-news/johnson-johnson-named-a-2026-fortune-worlds-most-admired-company
**## UnitVIIAssignmentGSM.docx**
**Unit VII Assignment GSM**
**Strategic Case Analysis**
This 7-page strategic case analysis measures your mastery of ULOs 1.4, 1.5, 1.6, 2.3, 3.2, 4.1, 4.3, and 5.3.
Before you begin your assignment for this unit, review the previous activities you completed in this course:
In Unit I you selected and discussed a firm with global operations. You provided a corporate profile and perceptions of the firm and examined its global strategy.
In Unit III you conducted an environmental scan of that same global firm. You applied a SWOT, PESTEL, or Five Forces Model to analyze that firm.
In Unit IV you reviewed innovation and the role of leadership as it relates to innovation. You may have used your global firm’s strategy as an example of innovation.
For this assignment, you will refer to that same organization you have been examining during this entire course.
Compile a strategic case analysis that addresses the following items. You may reuse prior submitted material from previous units.
Be sure to use headings and subheadings to organize your paper:
1. Background: Write a background of the firm, including its public perceptions. What are its products or services? Who is its customer base? Explain the purpose of the firm and key factors of its global operations. How is it unique? What is its mission? How has it set ethical parameters internally or externally?
2. Environment: Describe the internal and external elements of the firm. What is the internal structure of the firm? Who is the competition? What are the current external trends?
3. Partnerships: Discuss any partnerships, mergers, or acquisitions. How have these entities contributed to the company’s market share of revenue?
4. SWOT analysis: Discuss the strengths, weaknesses, opportunities, and threats of the firm. What opportunities are there for growth? How might it impact the company’s market share and revenue? What might the risks be from a global perspective? Who are its competitors?
5. Global strategies: Give two examples of global strategies used by this firm. Discuss how technology may have or may not have changed its global strategies.
6. Sustainability: Explain how the global firm incorporates sustainability into its operations and business strategy.
7. Structure: Discuss the structure of the firm. Discuss the role of leaders as it relates to establishing an organizational culture. How does the structure impact the organizational culture? How may culture serve as part of the competitive advantage? Evaluate different types of corporate diversification.
8. Leadership: Discuss examples from press releases, news articles, and/or research of how leaders support innovation. Discuss its transparency and continuous improvement initiatives. What are its leaders’ values and goals? What ethical parameters are mentioned?
9. Recommendations and conclusion: Conclude with at least two recommended actions to increase revenue for this firm with scholarly support. Explain the rationale for your recommendations.
Your paper should be 7 pages in length, not counting the title or reference pages. Use at least five sources to support your assignment. At least one source must be from the CSU Online Library. You may use the organization’s annual report as a reference. Use APA Style for this assignment.
The following databases may prove to be helpful for completing this assignment:
[IBISWorld](https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://my.ibisworld.com) provides in-depth industry research.
[Mergent Online](https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://www.mergentonline.com) is an excellent source for specific company information, including financials, history, subsidiaries and more.
**## UnitVIIStudyGuide.pdf**
BUS 6320, Global Strategic Management 1
Course Learning Outcomes for Unit VII
At the end of this unit, you should be able to:
1. Compare and contrast evolving global strategic business models.
1.4 Examine various structures for organizational firms.
1.5 Explain how organizational culture may change.
1.6 Recommend actions to increase revenue or market share for a global firm.
2. Analyze the processes for formulating sustainable corporate business strategies.
2.3 Examine how sustainable competitive advantage drives corporate business strategies.
3. Summarize the role of innovation in strategic business planning.
3.2 Analyze the role of leadership in driving innovation.
4. Explain methodologies in the overall evaluation of business strategies.
4.2 Recognize opportunities and problems of competing globally.
4.3 Conduct a strengths, weaknesses, opportunities, and threats (SWOT) analysis for a global firm.
5. Assess ethical parameters related to global strategic business models.
5.1 Compare and contrast the options that multinational enterprises (MNEs) have for entering
foreign markets.
5.2 Apply the cost-responsive framework to evaluate strategies multinational enterprises (MNEs)
can pursue when competing globally.
5.3 Identify ethical parameters of a global firm.
Required Unit Resources
Chapter 11: Organizational Design: Structure, Culture, and Control (ULOs 1.4 and 1.5)
This chapter explores organizational cultures and various structures of a firm.
Unit Lesson
Lesson: Organizational Design: Structure, Culture, and Control (ULOs 1.4 and 1.5)
As we look at developing competitive advantage in a firm, an organization can be designed using three
elements: structure, culture, and control. Essentially, the intention of leadership is to coordinate the work of
the organization and ensure that all employees are motivated to achieve the goals of the organization.
Organizational Design and Competitive Advantage
Rothaermel (2024) defines organizational design as “the process of creating, implementing, monitoring, and
modifying the structure, processes, and procedures of an organization” (p. 420). Unfortunately, many
organizations do see a level of inertia or “resistance to change the status quo” (Rothaermel, 2024, p.276). As
new challenges face organizations, change represents an important challenge—and an important opportunity
for firms. The factors of change—both internal and external—are illustrated in Exhibit 11.2: Organizational
Inertia and the Failure of Established Firms to Respond to Shifts in the External or Internal Environments.
One example of an internal factor of change is the aging nature of the workforce.
To avoid inertia and enhance the opportunity for success in the organization, the structure of the firm must be
flexible and able to adapt to change. The fundamental component of organizational structure includes
UNIT VII STUDY GUIDE
Organizational Design: Structure,
Culture, and Control
BUS 6320, Global Strategic Management 2
UNIT x STUDY GUIDE
Title
specialization, formalization, centralization, and hierarchy (Rothaermel, 2024). Specialization relates to the
degree to which work is divided into component parts—the division of labor. Formalization is the degree to
which operations are standardized and codified. For example, pilots use a formal check list prior to take-off as
a part of a formal system. Centralization is the degree to which decision-making is centralized versus
decentralized. For example, in decentralized organizations, decision-making is often pushed down to
operational levels whereas in centralized organizations, decisions are generally made at a higher level within
the organization. Finally, hierarchy outlines reporting lines—who reports to whom. A component of this
concept is span of control. Span of control refers to the actual number of employees who report to a
supervisor or manager (Rothaermel, 2024).
Two key types of organizations are mechanistic and organic as seen in Exhibit 11.3: Mechanistic vs. Organic
Organizations: Building Blocks of Organizational Structure. Which model do you see as the more modern
option? As noted by Rothaermel (2024) the best option between these models depends on the context,
“structure must follow strategy” (p. 428).
Strategy and Structure
The type of structure selected for a firm must, in part, consider the size and complexity of the firm. Smaller
firms tend to adopt a simple structure that are relatively flat with limited specialization and formalization.
Another structural type that is very common is the functional model. This model groups employees by
function—for example, human resources. This model enables an increased level of specialization in the firm.
One disadvantage of the functional system is the silo effect or lack of coordination between individual units.
Refer to the course textbook, Exhibit 11.5: Typical Functional Structure for an example.
As a firm considers strategic options, such as low cost or differentiation, it is important to balance trade-offs.
For example, at times it may not assist the firm to have too many formal systems in place, and flexibility may
be appropriate. For larger more complex firms, a multidivisional structure may be fitting. Another model that
firms use is a mix of the functional structure and the multidivisional structure—the matrix model. An overview
of the advantages and disadvantages of different models of organizational structures is presented in the
course textbook in Exhibit 11.11: Advantages and Disadvantages of Different Organizational Structures.
Organizing for Innovation
As firms assess their organizational structure, they are often looking for ways to improve the effectiveness of
their innovation initiatives to stay competitive. There are two methods identified that firms may consider for
advancing innovation—the open innovation model and the closed innovation model. Essentially, the open
model recognizes the importance of innovation both inside and outside of the organization, whereas the
closed model looks more inward at internal talent and control to support innovation.
Organizational Culture: Values, Norms, and Artifacts
Organizational culture is defined by Rothaermel (2024) as “the collectively shared values and norms of an
organization’s members; a key building block of organizational design” (p. R-2). One key value that has
increased in both organizations and within employee groups is related to sustainability. Many firms have
identified their commitment to increased attention to sustainability.
From a global perspective, Geert Hofstede (n.d.) has identified a series of cultural dimensions that are
important for organizations looking to expand globally. The cultural dimensions identified by Hofstede can be
compared—one country to another—which can be instructive for firms looking to expand globally.
Strategic Control and Reward Systems
Strategic control and reward systems are defined as “internal governance mechanisms put in place to
align the incentives of principals (shareholders) and agents (employees)” (Rothaermel, 2024, p. 450).
Organizationally, strategic control can be implemented by input controls and output controls. Input controls
include rules and operating procedures, and output controls include, for example, merit-based or
performance pay.
BUS 6320, Global Strategic Management 3
UNIT x STUDY GUIDE
Title
Summary
In this unit we have seen the importance of organization design, structure, culture, and controls in developing
and sustaining competitive advantage. These elements are contextual, and each firm must adapt to the
circumstances that impact them. Leaders must recognize that structure and culture are both important drivers
of success in an organization.
References
Geert Hofstede. (n.d.). The 6-D model of national culture.
https://geerthofstede.com/culture-geert-hofstede-gert-jan-hofstede/6d-model-of-national-culture/
Rawpixel. (n.d.). Character illustration of people with global network concept [Image]. Freepik.
https://www.freepik.com/free-vector/character-illustration-people-with-global-network-
concept_3585190.htm#query=strategy%20global%20business%20planning&position=2&from_view=
search&track=ais&uuid=eab5dd3f-267d-4ae8-9a3a-5381e987b5ac
Rothaermel, F. T. (2024). Strategic management (6th ed.). McGraw Hill.
https://online.vitalsource.com/#/books/9781265954574
Vector4stock. (n.d.). Business process illustration infographic of business structure from idea to successful
business [Image]. Freepik.
https://www.freepik.com/free-vector/business-process-illustration-infographic-business-structure-from-
idea-successful-business-
project_26195295.htm#query=strategy%20global%20business%20planning&position=34&from_view
=search&track=ais&uuid=eab5dd3f-267d-4ae8-9a3a-5381e987b5ac
Learning Activities (Nongraded)
Nongraded Learning Activities are provided to aid you in your course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.
Activity: Cultural Dimensions (Optional)
Conduct an internet search for Hofstede’s cultural framework. Compare the differences between countries
using the website tools provided. Why do you think it is useful for companies to understand cultural
dimensions in global business? Note your thoughts in a personal journal.
– Course Learning Outcomes for Unit VII
– Required Unit Resources
– Chapter 11: Organizational Design: Structure, Culture, and Control (ULOs 1.4 and 1.5)
– Unit Lesson
– Lesson: Organizational Design: Structure, Culture, and Control (ULOs 1.4 and 1.5)
– Organizational Design and Competitive Advantage
– Strategy and Structure
– Organizing for Innovation
– Organizational Culture: Values, Norms, and Artifacts
– Strategic Control and Reward Systems
– Summary
– References
– Learning Activities (Nongraded)
– Activity: Cultural Dimensions (Optional)
**UnitIIIAssignment.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitiiiassignment-docx-10509045)
**## UnitVIAssignment.docx**
2
Teameco Broughton
Institution: Columbia Southern University
BUS 6320: Global Strategic Management
Instructor: Professor: Robin Shah
Date: 3/4/2026
Figure 1:
_Infographic on Johnson & Johnson Strategic Expansion_
****
**References**
Johnson & Johnson. (2026, January 26).
_Johnson & Johnson named a 2026 Fortune World’s most admired company_.
[https://www.jnj.com/latest-news/johnson-johnson-named-a-2026-fortune-worlds-most-admired-company](https://www.jnj.com/latest-news/johnson-johnson-named-a-2026-fortune-worlds-most-admired-company)
Rothaermel, F. T. (2024).
_Strategic management_ (6th ed.). McGraw Hill.
The World Bank. (2023, April 20).
_The World Bank in China_.
[https://www.worldbank.org/en/country/china/overview](https://www.worldbank.org/en/country/china/overview)
World Bank Live. (2021, May 24).
_Spreading the gains from trade more widely: Making trade work better for the poor_ [Video].
[https://live.worldbank.org/spreading-gains-from-trade-more-widely](https://live.worldbank.org/spreading-gains-from-trade-more-widely)
## image1.jpg
**## UnitIIDB.docx**
Unit II DB
Johnson & Johnson Company (Johnson & Johnson) is a global firm founded in 1886. It is an organization that deals with pharmaceutical products, headquartered in New Brunswick, New Jersey. The company focuses on manufacturing products in two key categories. The first is innovative medications used to manage complex illnesses such as cancer (Johnson & Johnson, 2026). It also manufactures Medtech products, including surgical, cardiovascular, and orthopedic equipment. Generally, Johnson & Johnson is a dynamic company with physical operations in over 60 countries and subsidiaries in over 200 nations. It is one of the most successful firms in the pharmaceutical sector.
Johnson & Johnson's global strategy focuses on sectors that have experienced high growth rates in recent years. The company has focused on developing new medical therapies and equipment that improve the techniques used to treat various medical conditions. In addition, the company is expanding its operations across different countries by acquiring mid-cap biotech and medtech firms. Examples of companies it has acquired in different locations include Abiomed and Shockwave Medical.
Technology has changed Johnson & Johnson's global strategy by transforming the mechanisms by which its products operate. For example, it creates products that use AI-powered diagnostics to advance medical techniques by providing real-time guidance to experts performing surgical procedures (Johnson & Johnson, 2026). Secondly, the company uses a digital supply chain to monitor and ensure that products, such as orthopedic implants, reach the locations where they are needed on time. A key strength of Johnson & Johnson that ensures it operates optimally is its high cash flow turnover of over $20 billion per year, which enables it to invest heavily in research and production (Johnson & Johnson, 2026). On the other hand, the company's weakness is that it constantly faces lawsuits from clients. This aspect slows its operations, as innovations must be repeatedly tested to ensure they do not harm users.
All in all, the reports documented about Johnson & Johnson in financial write-ups, such as Fortune, indicate that the company is a resilient one that has improved medical techniques. Its strategy of integrating AI into the development and manufacturing of advanced therapies has helped successfully treat those affected by various illnesses.
**References**
Johnson & Johnson. (2026, January 26). Johnson & Johnson named a 2026 Fortune World’s Most Admired Company
Johnson & Johnson. https://www.jnj.com/latest-news/johnson-johnson-named-a-2026-fortune-worlds-most-admired-company
**## UnitVIIAssignmentGSM.docx**
**Unit VII Assignment GSM**
**Strategic Case Analysis**
This 7-page strategic case analysis measures your mastery of ULOs 1.4, 1.5, 1.6, 2.3, 3.2, 4.1, 4.3, and 5.3.
Before you begin your assignment for this unit, review the previous activities you completed in this course:
In Unit I you selected and discussed a firm with global operations. You provided a corporate profile and perceptions of the firm and examined its global strategy.
In Unit III you conducted an environmental scan of that same global firm. You applied a SWOT, PESTEL, or Five Forces Model to analyze that firm.
In Unit IV you reviewed innovation and the role of leadership as it relates to innovation. You may have used your global firm’s strategy as an example of innovation.
For this assignment, you will refer to that same organization you have been examining during this entire course.
Compile a strategic case analysis that addresses the following items. You may reuse prior submitted material from previous units.
Be sure to use headings and subheadings to organize your paper:
1. Background: Write a background of the firm, including its public perceptions. What are its products or services? Who is its customer base? Explain the purpose of the firm and key factors of its global operations. How is it unique? What is its mission? How has it set ethical parameters internally or externally?
2. Environment: Describe the internal and external elements of the firm. What is the internal structure of the firm? Who is the competition? What are the current external trends?
3. Partnerships: Discuss any partnerships, mergers, or acquisitions. How have these entities contributed to the company’s market share of revenue?
4. SWOT analysis: Discuss the strengths, weaknesses, opportunities, and threats of the firm. What opportunities are there for growth? How might it impact the company’s market share and revenue? What might the risks be from a global perspective? Who are its competitors?
5. Global strategies: Give two examples of global strategies used by this firm. Discuss how technology may have or may not have changed its global strategies.
6. Sustainability: Explain how the global firm incorporates sustainability into its operations and business strategy.
7. Structure: Discuss the structure of the firm. Discuss the role of leaders as it relates to establishing an organizational culture. How does the structure impact the organizational culture? How may culture serve as part of the competitive advantage? Evaluate different types of corporate diversification.
8. Leadership: Discuss examples from press releases, news articles, and/or research of how leaders support innovation. Discuss its transparency and continuous improvement initiatives. What are its leaders’ values and goals? What ethical parameters are mentioned?
9. Recommendations and conclusion: Conclude with at least two recommended actions to increase revenue for this firm with scholarly support. Explain the rationale for your recommendations.
Your paper should be 7 pages in length, not counting the title or reference pages. Use at least five sources to support your assignment. At least one source must be from the CSU Online Library. You may use the organization’s annual report as a reference. Use APA Style for this assignment.
The following databases may prove to be helpful for completing this assignment:
[IBISWorld](https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=https://my.ibisworld.com) provides in-depth industry research.
[Mergent Online](https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://www.mergentonline.com) is an excellent source for specific company information, including financials, history, subsidiaries and more.
**## UnitVIIStudyGuide.pdf**
BUS 6320, Global Strategic Management 1
Course Learning Outcomes for Unit VII
At the end of this unit, you should be able to:
1. Compare and contrast evolving global strategic business models.
1.4 Examine various structures for organizational firms.
1.5 Explain how organizational culture may change.
1.6 Recommend actions to increase revenue or market share for a global firm.
2. Analyze the processes for formulating sustainable corporate business strategies.
2.3 Examine how sustainable competitive advantage drives corporate business strategies.
3. Summarize the role of innovation in strategic business planning.
3.2 Analyze the role of leadership in driving innovation.
4. Explain methodologies in the overall evaluation of business strategies.
4.2 Recognize opportunities and problems of competing globally.
4.3 Conduct a strengths, weaknesses, opportunities, and threats (SWOT) analysis for a global firm.
5. Assess ethical parameters related to global strategic business models.
5.1 Compare and contrast the options that multinational enterprises (MNEs) have for entering
foreign markets.
5.2 Apply the cost-responsive framework to evaluate strategies multinational enterprises (MNEs)
can pursue when competing globally.
5.3 Identify ethical parameters of a global firm.
Required Unit Resources
Chapter 11: Organizational Design: Structure, Culture, and Control (ULOs 1.4 and 1.5)
This chapter explores organizational cultures and various structures of a firm.
Unit Lesson
Lesson: Organizational Design: Structure, Culture, and Control (ULOs 1.4 and 1.5)
As we look at developing competitive advantage in a firm, an organization can be designed using three
elements: structure, culture, and control. Essentially, the intention of leadership is to coordinate the work of
the organization and ensure that all employees are motivated to achieve the goals of the organization.
Organizational Design and Competitive Advantage
Rothaermel (2024) defines organizational design as “the process of creating, implementing, monitoring, and
modifying the structure, processes, and procedures of an organization” (p. 420). Unfortunately, many
organizations do see a level of inertia or “resistance to change the status quo” (Rothaermel, 2024, p.276). As
new challenges face organizations, change represents an important challenge—and an important opportunity
for firms. The factors of change—both internal and external—are illustrated in Exhibit 11.2: Organizational
Inertia and the Failure of Established Firms to Respond to Shifts in the External or Internal Environments.
One example of an internal factor of change is the aging nature of the workforce.
To avoid inertia and enhance the opportunity for success in the organization, the structure of the firm must be
flexible and able to adapt to change. The fundamental component of organizational structure includes
UNIT VII STUDY GUIDE
Organizational Design: Structure,
Culture, and Control
BUS 6320, Global Strategic Management 2
UNIT x STUDY GUIDE
Title
specialization, formalization, centralization, and hierarchy (Rothaermel, 2024). Specialization relates to the
degree to which work is divided into component parts—the division of labor. Formalization is the degree to
which operations are standardized and codified. For example, pilots use a formal check list prior to take-off as
a part of a formal system. Centralization is the degree to which decision-making is centralized versus
decentralized. For example, in decentralized organizations, decision-making is often pushed down to
operational levels whereas in centralized organizations, decisions are generally made at a higher level within
the organization. Finally, hierarchy outlines reporting lines—who reports to whom. A component of this
concept is span of control. Span of control refers to the actual number of employees who report to a
supervisor or manager (Rothaermel, 2024).
Two key types of organizations are mechanistic and organic as seen in Exhibit 11.3: Mechanistic vs. Organic
Organizations: Building Blocks of Organizational Structure. Which model do you see as the more modern
option? As noted by Rothaermel (2024) the best option between these models depends on the context,
“structure must follow strategy” (p. 428).
Strategy and Structure
The type of structure selected for a firm must, in part, consider the size and complexity of the firm. Smaller
firms tend to adopt a simple structure that are relatively flat with limited specialization and formalization.
Another structural type that is very common is the functional model. This model groups employees by
function—for example, human resources. This model enables an increased level of specialization in the firm.
One disadvantage of the functional system is the silo effect or lack of coordination between individual units.
Refer to the course textbook, Exhibit 11.5: Typical Functional Structure for an example.
As a firm considers strategic options, such as low cost or differentiation, it is important to balance trade-offs.
For example, at times it may not assist the firm to have too many formal systems in place, and flexibility may
be appropriate. For larger more complex firms, a multidivisional structure may be fitting. Another model that
firms use is a mix of the functional structure and the multidivisional structure—the matrix model. An overview
of the advantages and disadvantages of different models of organizational structures is presented in the
course textbook in Exhibit 11.11: Advantages and Disadvantages of Different Organizational Structures.
Organizing for Innovation
As firms assess their organizational structure, they are often looking for ways to improve the effectiveness of
their innovation initiatives to stay competitive. There are two methods identified that firms may consider for
advancing innovation—the open innovation model and the closed innovation model. Essentially, the open
model recognizes the importance of innovation both inside and outside of the organization, whereas the
closed model looks more inward at internal talent and control to support innovation.
Organizational Culture: Values, Norms, and Artifacts
Organizational culture is defined by Rothaermel (2024) as “the collectively shared values and norms of an
organization’s members; a key building block of organizational design” (p. R-2). One key value that has
increased in both organizations and within employee groups is related to sustainability. Many firms have
identified their commitment to increased attention to sustainability.
From a global perspective, Geert Hofstede (n.d.) has identified a series of cultural dimensions that are
important for organizations looking to expand globally. The cultural dimensions identified by Hofstede can be
compared—one country to another—which can be instructive for firms looking to expand globally.
Strategic Control and Reward Systems
Strategic control and reward systems are defined as “internal governance mechanisms put in place to
align the incentives of principals (shareholders) and agents (employees)” (Rothaermel, 2024, p. 450).
Organizationally, strategic control can be implemented by input controls and output controls. Input controls
include rules and operating procedures, and output controls include, for example, merit-based or
performance pay.
BUS 6320, Global Strategic Management 3
UNIT x STUDY GUIDE
Title
Summary
In this unit we have seen the importance of organization design, structure, culture, and controls in developing
and sustaining competitive advantage. These elements are contextual, and each firm must adapt to the
circumstances that impact them. Leaders must recognize that structure and culture are both important drivers
of success in an organization.
References
Geert Hofstede. (n.d.). The 6-D model of national culture.
https://geerthofstede.com/culture-geert-hofstede-gert-jan-hofstede/6d-model-of-national-culture/
Rawpixel. (n.d.). Character illustration of people with global network concept [Image]. Freepik.
https://www.freepik.com/free-vector/character-illustration-people-with-global-network-
concept_3585190.htm#query=strategy%20global%20business%20planning&position=2&from_view=
search&track=ais&uuid=eab5dd3f-267d-4ae8-9a3a-5381e987b5ac
Rothaermel, F. T. (2024). Strategic management (6th ed.). McGraw Hill.
https://online.vitalsource.com/#/books/9781265954574
Vector4stock. (n.d.). Business process illustration infographic of business structure from idea to successful
business [Image]. Freepik.
https://www.freepik.com/free-vector/business-process-illustration-infographic-business-structure-from-
idea-successful-business-
project_26195295.htm#query=strategy%20global%20business%20planning&position=34&from_view
=search&track=ais&uuid=eab5dd3f-267d-4ae8-9a3a-5381e987b5ac
Learning Activities (Nongraded)
Nongraded Learning Activities are provided to aid you in your course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.
Activity: Cultural Dimensions (Optional)
Conduct an internet search for Hofstede’s cultural framework. Compare the differences between countries
using the website tools provided. Why do you think it is useful for companies to understand cultural
dimensions in global business? Note your thoughts in a personal journal.
– Course Learning Outcomes for Unit VII
– Required Unit Resources
– Chapter 11: Organizational Design: Structure, Culture, and Control (ULOs 1.4 and 1.5)
– Unit Lesson
– Lesson: Organizational Design: Structure, Culture, and Control (ULOs 1.4 and 1.5)
– Organizational Design and Competitive Advantage
– Strategy and Structure
– Organizing for Innovation
– Organizational Culture: Values, Norms, and Artifacts
– Strategic Control and Reward Systems
– Summary
– References
– Learning Activities (Nongraded)
– Activity: Cultural Dimensions (Optional)
**UnitIIIAssignment.docx**
This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitiiiassignment-docx-10509045)