scholarly journals LIDERES RESILIENTES Y MANAGEMENT DEL EMPORIO COMERCIAL DE GAMARRA DEL DISTRITO DE LA VICTORIA. RESILIENT LEADERS AND MANAGEMENT OF GAMARRA COMMERCIAL EMPORIUM, “LA VICTORIA” DISTRICT.

LOGOS ◽  
2017 ◽  
Vol 5 (1) ◽  
Author(s):  
Mg. Florez Garmendia Pedro ◽  
Mg. Farfán Flores Moisés
Keyword(s):  
Organizational Learning ◽  
Experimental Design ◽  
Qualitative Study ◽  
Economic Crisis ◽  
Business Management ◽  
Organizational Resilience ◽  
Competitive Advantages ◽  
Know How ◽  
Financial Uncertainty ◽  
Challenging Environment

RESUMENEn un mundo lleno de cambios, transformaciones e incertidumbre económica y financiera,  ¿por qué algunas organizaciones fracasan y otras llegan a recuperarse con, incluso mejores resultados que antes.? Más que centrarse en las causas que generan esta situación, la resiliencia  organizacional y en especial los lideres resilientes , crean ventajas competitivas  sobre otras empresas, al saber administrar–management– las adversidades internas y externas , enfrentándolas, sobreponiéndolas  y aprendiendo  de ellas para  fortalecerse.Las empresas que desarrollan la resiliencia son capaces de seguir proyectándose en el futuro a pesar de tener delante un entorno difícil y complicado que la crisis económica les está imponiendo, pero hay empresas que presentan un desempeño superior a otras, que no sólo subsisten sino que aún mejoran sus resultados.¿En qué se diferencian estas organizaciones de las  que  en su  gran  mayoría  sufren  los  embates perniciosos de las situaciones críticas?Las empresas resilientes transmiten optimismo, resisten a la adversidad, saben adaptarse al entorno que les rodea, aprenden y desaprenden sin limitaciones, son capaces de mantener la confianza en lo que hacen, en su proyecto de empresa.  El estudio, Lideres  resilientes y management del emporio comercial  de Gamarra, estuvo enmarcado dentro del nivel de investigación tipo descriptivo y explicativo con un estudio cualitativo y un diseño no experimental y se buscó determinar, como  los lideres  resilientes influyen  en los procesos  del  management  del emporio comercial  de Gamarra del Distrito de la Victoria. La población estuvo conformada  con una población de 364 comerciantes  y una muestra 48 confeccionistas y textiles .Se privilegia la teoría de  Wolin & Wolin  (1993)  que  privilegia  los argumentos de  la resiliencia.Palabras  claves : Lideres  resilientes, Empresas resilientes,  Management , Aprendizaje organizacional. SUMMARYIn a world full of changes, transformations and economic and financial uncertainty, why some organizations fail and others achieve to recover with even better results than before? Rather than focusing on the causes of this situation, especially organizational resilience and resilient leaders, create competitive advantages over other companies, to know how to manage - management - internal and external adversities facing them, endure them and learning from them to become stronger. Companies that develop resilience are able to continue projecting into the future despite having ahead a difficult and challenging environment that the economic crisis is imposing them, but there are companies that have a performance superior to others, which not only persist but even improve their results.What these organizations that mostly suffer the pernicious attacks of critical situations differ?Resilient companies transmit optimism, resisting adversity, know how to adapt to the environment around them, learn and unlearn without limitation, they are able to maintain confidence in what they do in their business project. The study, Resilient Leaders and management of the commercial emporium of Gamarra, was framed within the level of descriptive and explanatory type research with a qualitative study and a non-experimental design and sought to determine, as the resilient leaders influence the processes of management of the Emporium Gamarra commercial district of Victoria. The population consisted of a population of 364 dealers and a sample 48 garment manufacturers and textile .The theory favors Wolin & Wolin (1993) that favors the arguments of resilience. Keywords : Leaders resilient, resilient Business, Management, Organizational Learning.

PENGEMBANGAN USAHA RUMAHAN PEMBUAT ROTI MANIS ANGGOTA KOMUNITAS MEMASAK CHEF DEPOK

2019 ◽  
Vol 1 (2) ◽  
Author(s):  
Endang Wulandari ◽  
Rahmawati Rahmawati
Keyword(s):  
Business Management ◽  
Business Development ◽  
Know How ◽  
The Cost ◽  
Good Food

                                                             AbstrakKomunitas memasak Chef Depok adalah kelompok  wanita yang ingin meningkatkan kemampuan dan wawasan dalam bidang kuliner, dan ingin mendapatkan penghasilan tambahan dengan membuat berbagai masakan terutama roti manis. Kelompok ini masih memiliki masalah. Mitra belum bisa menentukan harga pokok produk dengan benar, belum mempunyai pembukuan, dan kondisi produk yang tidak konsisten. Pengembangan usaha rumahan pembuat roti manis anggota komunitas memasak Chef Depok telah dilakukan. Tujuan kegiatan ini adalah: 1) Perbaikan dan pendampingan manajemen usaha; dan 2) Standarisasi proses pembuatan roti manis sehingga produk yang dihasilkan konsisten dan sesuai dengan yang diinginkan. Tim abdimas bertindak sebagai fasilitator dan telah melakukan pendampingan untuk menentukan harga pokok produk dan pembukuan sederhana.   Selain itu mitra telah mengetahui cara produksi pangan yang baik, standarisasi resep, dan penerapan higiene dan sanitasi yang baik sehingga dihasilkan produk roti manis yang konsisten. Pengetahuan dan kemampuan mitra terhadap materi yang diberikan meningkat rata-rata sebesar 57.75%.  Kata kunci—Komunitas Chef Depok, roti manis, harga pokok produk, pembukuan sederhana, cara produksi yang baik, higienis  Abstract        The Depok Chef cooking community is a group of women who want to improve ability and insight in the culinary field, and want to earn income additions by making various dishes, especially sweet bread. This group is still have a problem. Partners have not been able to determine the cost of goods properly, not yet have accounting, and inconsistent product conditions. Business development home made sweet bread maker member of the Chef Depok cooking community. Aim these activities are: 1) Improvement and mentoring of business management; and 2) Standardization the process of making sweet bread so that the resulting product is consistent and in accordance with which are desired. The abdimas team acts as a facilitator and has provided assistance to determine the cost of goods and simple bookkeeping. In addition partners have know how to produce good food, standardize recipes, and apply hygiene and good sanitation to produce consistent sweet bread products. Knowledge and the partner's ability to deliver the material increased by an average of 57.75%. Keywords— Chef Depok Cooking’s Community ; Sweet Bread ; Cost of Good Properly ; Simple Bookkeeping ; Produce Good food  ; Hygienis  

Organizational learning in a global market

2002 ◽  
Vol 21 (3) ◽  
pp. 169-181
Author(s):  
Mercedes Úbeda García ◽  
Francisco Llopis Vañó
Keyword(s):  
Human Capital ◽  
Organizational Learning ◽  
Human Resources ◽  
Human Resources Management ◽  
Global Market ◽  
The Other ◽  
Competitive Advantages ◽  
Resources Management ◽  
Core Competences ◽  
New Knowledge

We could characterize today's business world with numerous attributes, namely: dynamism, turbulence, complexity, etc. But if we had to give a brief definition of the specific challenges business management will have to face in the next century, the best choice would surely be talking about ‘global market’ and ‘knowledge management’. These are the two concepts we have tried to combine in this paper, trying to emphasize the starring role human resources management must play in this scenario. The globalization of economy is already a reality firms currently have to face, but what is the role of knowledge, or of those who own that knowledge (human resources) within a global framework? If we analyze the human capital in an firm according to the resource-based view of the firm, we can consider knowledge as an intangible resource on which organizations can build up their competitive advantages and keep them with the pass of time; and knowledge management can be seen as a strategic capability as long as the practices being used encourage the development and accumulation of a knowledge stock that will allow the firm to design an operating procedure which no other competitors can imitate. It will have to be the human resources management's task to generate a leverage among individual competences through the construction of an Organizational Learning Scheme. Organizational Learning can be understood as a collective phenomenon in which new knowledge is acquired by the members of an organization with the aim of settling, as well as developing, the core competences in the firm, taking individual learning as the basic starting point. There are various ways an firm can follow when it comes to learning, two of which stand out from the others: through accumulated experience or through experimentation, both of which are compatible with the concept of globalization, or with the decision made by an firm to start working overseas, that is, to become internationalized. An firm can choose to operate in a global market in order to achieve a higher income through the exploitation of its know-how, its brand name, or the management capabilities of the domestic firm in different countries. Thus, if we consider human knowledge as a key strategic factor on which competitive advantages can be built, we could justify the value of human resources in firms which start operating on an international scale through the competences that these human resources can develop, among which we can highlight the role played by the competences of the human capital from the parent company. In this case, the organization would be resorting to learning through accumulated experience. But we cannot forget that if the firm exploits exclusively its core competences, without trying to accumulate new distinctive competences, it will suffer, in the long run, a competitive disadvantage, insofar as it will have to face the competition of firms highly motivated by the learning that their resource basis will have developed, which will alter the competition terms. In this sense, we could consider the firm's internationalization as being, apart from a procedure to strengthen and exploit the firm's strategic competences, as a way of revitalizing or renewing them, reconfigurating the ‘domestic knowledge’ by means of other knowledge, through addition and combination, a new knowledge arising this way. On the other hand, it is in turn not an easy task to exploit and to achieve a return on domestic knowledge (which normally has an implicit nature) in other countries, and it is even more difficult to follow a conversion cycle so that new knowledge can be incorporated. Thus, we can highlight, as possible ways of transferring basic knowledge, imitation through the practical exercise of the head firm's operating procedures (using an ethnocentric approach), carrying out an exchange of experiences and, above all, two of the most commonly used actions in firms having to face internationalization processes, namely, the transfer of employees and the use of expatriates. The way in which that knowledge is later complemented and combined with that of the other entities, will depend on the learning rate reached in each specific unit, although we must point out that one of the critical factors when it comes to the achievement of an Organizational Learning Scheme is the consolidation of a cultural framework which encourages permanent improvement and which is specially characterized by the open attitude towards experimentation, the stimulus to take chances and the will to face failures or mistakes and to try and learn from them. In short, the study of Organizational Learning in a global market is one of the fields to be developed in human resources management, for two main reasons; on the one hand, the globalization of economy is a phenomenon which has an influence on the firms' success and, on the other hand, because competitive advantage currently lies in knowledge, and this can only have one replacement, more knowledge.

“The only way I know how to live is to work”: A qualitative study of work following treatment for prostate cancer.

2013 ◽  
Vol 32 (1) ◽  
pp. 75-82 ◽  
Author(s):  
Elizabeth A. Grunfeld ◽  
Lawrence Drudge-Coates ◽  
Lorna Rixon ◽  
Emma Eaton ◽  
Alethea F. Cooper
Keyword(s):  
Prostate Cancer ◽  
Qualitative Study ◽  
Know How

scholarly journals FUERZA DE LA COMPETENCIA EN EL SECTOR PERIODÍSTICO: El Caso de los Diarios Formales de Lima

1995 ◽  
pp. 41-57
Author(s):  
Javier Antonio ◽  
◽  
Ricardo Cornejo ◽  
Raquel Reinoso ◽  
Fanny Soto ◽  
...  
Keyword(s):  
Bargaining Power ◽  
Competitive Advantages ◽  
Barriers To Entry ◽  
Print Journalism ◽  
Know How ◽  
Competitive Forces ◽  
Formal Style

Applying Porter's methodology of the well-known five competitive forces to analyze the nature of competition, this article seeks to demonstrate that the competitive advantages obtained by the companies are a function of the structure of the industry and the strategies developed by the intervening companies. To this end, we analyze the Peruvian print journalism sector, that of non-specialized newspapers, exponents of a formal style of presentation of information and aimed at traditional readers, a segment made up of: El Comercio, Expreso, La Republica and La Nación. The results show that, of the five competitive forces, the most relevant for the segment studied are the high barriers to entry, mainly due to the high levels of investment and know-how required; the permanent possibility of substitution by television and radio; and the bargaining power of clients, exercised by distribution agents and advertisers. It can be said that there are two aspects on which the newspapers analyzed have developed their competitive advantages: the barriers created and the positioning achieved.

Vulnerabilities of Virtual and Networked Organizations

2012 ◽  
Vol 4 (3) ◽  
pp. 20-34
Author(s):  
Zora Arsovski ◽  
Slavko Arsovski ◽  
Aleksandar Aleksic ◽  
Miladin Stefanovic ◽  
Danijela Tadic
Keyword(s):  
Economic Crisis ◽  
Scientific Research ◽  
Virtual Organizations ◽  
One Dimension ◽  
Organizational Resilience ◽  
The World ◽  
Different Types ◽  
New Business ◽  
Future Work ◽  
Networked Organizations

Virtual organizations (VO) represent a future paradigm of business. Having in mind different types of perturbations in business today, from the economic crisis to the earthquakes in Japan and terrorists’ actions, new business solutions have emerged in order to sustain development all over the world. As a new field in scientific research, organizational resilience needs to be investigated in the context of VO’s. This paper has the intention to suggest a qualitative way to assess one dimension of organizational resilience in VO’s related to keystone vulnerabilities and to establish directions for future work, emphasizing the importance of quantifying overall organizational resilience.

scholarly journals How to emerge stronger: Antecedents and consequences of organizational resilience

2019 ◽  
pp. 1-18 ◽  
Author(s):  
Alma Rodríguez-Sánchez ◽  
Jacob Guinot ◽  
Ricardo Chiva ◽  
Álvaro López-Cabrales
Keyword(s):  
Firm Performance ◽  
Structural Equation ◽  
Positive Influence ◽  
Organizational Resilience ◽  
Learning Capability ◽  
Equation Modelling ◽  
Challenging Environment ◽  
Antecedents And Consequences ◽  
Corporate Social ◽  
Practical Implications

AbstractOrganizations have to strive in an uncertain and challenging environment. Hence, the role resilience played at work has been of special interest in the last decade, although empirical research is still scant, especially regarding the antecedents and the consequences resilience has. In this study we analyse the role corporate social responsibility plays towards employees (CSRE) in the promotion of resilience at work, and how resilience results in organizational learning capability (OLC) and firm performance. Structural equation modelling was used to test our model with a sample of 296 companies from different sectors. Results show that CSRE had a positive influence on organizational resilience, which in turn affected firm performance via OLC. Therefore, we tested the antecedents and consequences resilience had empirically, whose practical implications in terms of further human resource management activities are also discussed.

Conceptual Levels of Information Processing and Information Interpretation in Knowledge Management

2010 ◽  
pp. 75-90
Author(s):  
Murako Saito
Keyword(s):  
Knowledge Management ◽  
Information Processing ◽  
Organizational Learning ◽  
Common Ground ◽  
Organizational Resilience ◽  
Reflective Process ◽  
Constructive Dialogue ◽  
Information Interpretation ◽  
Conceptual Confusion

In managing knowledge, conceptual confusion on information arises frequently among researchers in different disciplines. The term of information is defined at least into four: data, information, knowledge, and wisdom. Procedural ways of information are different among disciplines even when the definition is similar. Interpretation of information varies in accordance with its meaning or its value for the receivers. Most of the misalignment in the field stems from different interpretations and the different procedural ways of the information presented. In this chapter, first, information processing levels in knowledge management and second, three levels in cognition-action reflective process are described. Thirdly, information interpretation in internal world, and finally juxtaposition of scientific and interpretive perspectives are discussed for developing organizational learning and organizational resilience and for building common ground for productive and constructive dialogue between and within disciplinary fields.

Multi-Channel Retailing and Customer Satisfaction

2011 ◽  
pp. 47-58
Author(s):  
Patricia T. Warrington ◽  
Elizabeth Gangstad ◽  
Richard Feinberg ◽  
Ko de Ruyter
Keyword(s):  
Experimental Design ◽  
Customer Satisfaction ◽  
Cultural Differences ◽  
Customer Service ◽  
Customer Loyalty ◽  
Purchase Intentions ◽  
Necessary Condition ◽  
Competitive Advantages ◽  
Retail Channel ◽  
Shopping Experience

Multi-channel retailers that utilize an e-CRM approach stand to benefit in multiple arenas by providing targeted customer service as well as gaining operational and competitive advantages. To that end, it is inherent that multi-channel retailers better understand how satisfaction—a necessary condition for building customer loyalty—influences consumers’ decisions to shop in one retail channel or another. The purpose of this study was to examine the influence of shopping experience on customers’ future purchase intentions, both for the retailer and for the channel. Using a controlled experimental design, U.S. and European subjects responded to a series of questions regarding the likelihood making a future purchase following either a positive or negative shopping encounter. Results suggest that shopping intentions vary based on the shopping channel as well as cultural differences.

scholarly journals Resource Integration, Reconfiguration, and Sustainable Competitive Advantages: The Differences between Traditional and Emerging Industries

2019 ◽  
Vol 11 (2) ◽  
pp. 551 ◽  
Author(s):  
Hongjia Ma ◽  
Qing Sun ◽  
Yang Gao ◽  
Yuan Gao
Keyword(s):  
Resource Management ◽  
Organizational Learning ◽  
Positive Impact ◽  
Competitive Advantages ◽  
Resource Integration ◽  
Analysis Method ◽  
Emerging Industries ◽  
Sustainable Competitive Advantages ◽  
Resource Reconfiguration ◽  
The Empirical Analysis

Emerging industries bear great difference from traditional industries. It is valuable to explore the effectiveness of different resource management methods in the two industries. Based on this, the purposes of this paper are first to define and distinguish two core resource management methods (i.e., resource integration and resource reconfiguration), and second to research the different impact paths of resource integration and resource reconfiguration on the sustainable competitive advantages in different industries. Primarily, in order to achieve these purposes, this paper explores the generation path of resource integration and resource reconfiguration from the perspective of organizational learning; secondly, the empirical analysis method is applied to examine the different influences between resource integration and resource reconfiguration on sustainable competitive advantages. Based on 208 samples in traditional industries and 220 samples in emerging industries, the results show that resource integration and resource reconfiguration are the consequence of organizational learning. In traditional industries, resource integration and resource reconfiguration have a positive impact on sustainable competitive advantages, respectively, resulting in a “concerto effect” on sustainable competitive advantages. While, in emerging industries, though resource integration has a positive impact on sustainable competitive advantages, however, there is an inverted U-shaped relationship between resource reconfiguration and sustainable competitive advantages. In such a situation, the “concerto effect” disappeared. This paper not only reveals the uniqueness of different resource management methods in different industries but also enriches the applications of resource management theories in different situations.

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