دانلود رایگان مقاله عواقب منفی سرعت سازمانی

market by launching Dasani Water. Given the rapid growth ofthe U.K. bottled water market and theirsuccess in the U.S. market, the company assumed it would be successful in the U.K. However, Coca-Cola was prematurely optimistic. Two weeks after the launch, newspaper headlines reported troubles. A March 2004 New York Times headline read ‘‘Coke Recalls Bottled Water Newly Introduced to Britain.’’ Two things went wrong. First, Coca-Cola was producing Dasani water by filtering ordinary municipal tap water for chlorine and other mineral particles. The company then added a mineral mix for perceived fresh taste. Whereas this process seemed acceptable in the U.S., Europeans typically drank mineral and spring waters and felt duped by CocaCola’s claims that Dasani was ‘‘pure.’’ Second, the water exhibited excessive levels of bromate, which poses a cancer risk over the long term. Even though Coca-Cola tested its water regularly and was the first to notice that the U.K. legal standards had been exceeded, the water had already been placed on store shelves. Although for Coca-Cola, the U.K. represented less than five per cent of its global market, the Dasani mishap had important corporate-wide consequences. The company estimated £25 million lost through the cancellation of productions contracts and advertising deals. Some analysts estimated the damage to the company’s reputation to be 20 times that figure. Furthermore, the company decided to delay its launch of Dasani in Europe because of the negative publicity surrounding its failed launch of Dasani in the U.K. The corporation also appeared to be socially irresponsible, potentially putting its customers at risk.

CONCLUSION

In this article we showed that mishaps are related to organizational speed. We illustrated through the cases of CocaCola and PepsiCo. Specifically, Coca-Cola introduced much more changes during the 2000—2010 period and experienced many more mishaps than its closest rival, PepsiCo, did. We suggest that sustained rapid changes can lead to mishaps because speed takes cognitive limitations to the limit and undermines the firms’ ability to learn. We finally offered recommendations for managers to mitigate the risks of speed.