scholarly journals SIKLUS HIDUP ORGANISASI: UPAYA-UPAYA STRATEGIS DALAM MENGHADAPI GEJALA PENURUNAN ORGANISASI AGAR DAPAT “GOING CONCERN” DAN TETAP UNGGUL

2007 ◽  
Vol 9 (1) ◽  
pp. 17
Author(s):  
Suryo Budi Santoso ◽  
Herni Justiana Astuti Herni Justiana Astuti
Keyword(s):  
Competitive Advantage ◽  
Global Strategy ◽  
Transfer Of Knowledge ◽  
Going Concern

Keuntungan dari krisis multi dimensi yang terjadi sejak tahun 1997 di Indonesia banyak yang dapat kita ambil sebagai pelajaran berharga. Diantaranya adalah banyaknya perusahaan yang mengalami gulung tikar dimana sebelumnya dia menjadi salah satu perusahaan yang sangat sukses bahkan disegani di tingkat asia dengan julukan “Macan Asia”. Menjadi organisasi yang unggul (competitive advantage) adalah pilihan yang mau tidak mau harus di ambil jika kita tidak mau kalah dalam persaingan di era globalisasi ini sehingga perusahaan dapat going concern.Upaya strategis yang dapat dilakukan yaitu; dengan konsep glocal strategy yang terdiri dari local, international, multinational, and global strategy approaches; diperlukanya etika di dalam strategi pembuatan keputusan; efektifitas dan komitmen dalam organisasi; harus memiliki tujuh sifat kesadaran organisasi seperti yang disarankan oleh Heaton dan Harung (1999) dan kesadaran emosional serta kesadaran spiritual; modal intelektual organisasi; pembelajaran organisasi dengan mengunakan management by process, experiment, demi transfer of knowledge.

scholarly journals SIKLUS HIDUP ORGANISASI: UPAYA-UPAYA STRATEGIS DALAM MENGHADAPI GEJALA PENURUNAN ORGANISASI AGAR DAPAT “GOING CONCERN” DAN TETAP UNGGUL

2018 ◽  
Vol 9 (1) ◽  
Author(s):  
Suryo Budi Santoso ◽  
Herni Justiana Astuti
Keyword(s):  
Competitive Advantage ◽  
Global Strategy ◽  
Transfer Of Knowledge ◽  
Going Concern

Keuntungan dari krisis multi dimensi yang terjadi sejak tahun 1997 di Indonesia banyak yang dapat kita ambil sebagai pelajaran berharga. Diantaranya adalah banyaknya perusahaan yang mengalami gulung tikar dimana sebelumnya dia menjadi salah satu perusahaan yang sangat sukses bahkan disegani di tingkat asia dengan julukan “Macan Asia”. Menjadi organisasi yang unggul (competitive advantage) adalah pilihan yang mau tidak mau harus di ambil jika kita tidak mau kalah dalam persaingan di era globalisasi ini sehingga perusahaan dapat going concern.Upaya strategis yang dapat dilakukan yaitu; dengan konsep glocal strategy yang terdiri dari local, international, multinational, and global strategy approaches; diperlukanya etika di dalam strategi pembuatan keputusan; efektifitas dan komitmen dalam organisasi; harus memiliki tujuh sifat kesadaran organisasi seperti yang disarankan oleh Heaton dan Harung (1999) dan kesadaran emosional serta kesadaran spiritual; modal intelektual organisasi; pembelajaran organisasi dengan mengunakan management by process, experiment, demi transfer of knowledge.

Strategic Transcultural Marketing Management and Global Competitiveness

2014 ◽  
pp. 1226-1248
Author(s):  
Angelo A. Camillo ◽  
Svetlana Holt ◽  
Joan Marques
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Schools ◽  
Global Strategy ◽  
Education Programs ◽  
Competitive Position ◽  
Leadership Culture ◽  
Global Competitiveness ◽  
Resources And Capabilities

An organization achieves competitive advantage if it delivers above average profits in its industry. Strategic management has many definitions. In this context, the authors define global strategic management as a bundle of decisions and acts based on resources and capabilities that a manager undertakes that decide the long-term competitive position of the firm. The past and current economic conditions are evidence that global strategy will never be perfect but an ongoing effort to achieve optimal results for all stakeholders. Hence, the task for the global leaders has become increasingly challenging and hypercompetitive. While these leaders materialize their vision and accomplish their mission, they also build a strong leadership culture. However, successful executives are too busy or do not have the capability to develop new skills to plan and execute their long- and short-term strategies. To narrow the gap between achievement and acquiring new skills, business schools from across the globe offer Executive Education Programs that help them expand their skills. These programs can be highly specialized and individually designed for specific companies in a given industry. Present and future global leaders must stay current with competitive trends and ahead of the competition to achieve and sustain competitive advantage in their industry.

IKEA Inc.: the India way

2020 ◽  
Vol 10 (1) ◽  
pp. 1-9
Author(s):  
Neetu Yadav
Keyword(s):  
Emerging Markets ◽  
Competitive Advantage ◽  
Learning Outcomes ◽  
Emerging Market ◽  
Local Environment ◽  
Global Strategy ◽  
International Strategy ◽  
Content Type ◽  
Academic Level

Learning outcomes Learning outcomes are as follows: to learn about the application of Bartlett and Ghoshal’s model of international strategy; to compare and contrast the global strategy of IKEA in India and China; and to understand how adaptability can create a new competitive advantage in emerging markets. Case overview/synopsis The case study enables discussion about the global strategy of a well-established multi-national company, IKEA in an emerging market. IKEA is a well-established and well-known brand in the international market in furniture retailing. It has decided to make a debut in India in 2017 with its first store in Hyderabad. However, it was yet to open it in 2018. The case emphasizes upon understanding the global strategy of IKEA, positioning itself in the fragmented Indian furniture industry, managing differences in emerging markets and adapting to the local environment of the particular country. The case highlights how adaptability can create a new competitive advantage in managing global strategy in different countries of emerging markets. Complexity academic level This case study is developed for post-graduate management programs as an MBA, Executive MBA and executive development programs. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.

Total Global Strategy: Managing for Worldwide Competitive Advantage

1994 ◽  
Vol 58 (3) ◽  
pp. 121 ◽  
Author(s):  
Dana-Nicoleta Lascu ◽  
George S. Yip
Keyword(s):  
Competitive Advantage ◽  
Global Strategy

Configural Advantage in Global Markets

2000 ◽  
Vol 8 (1) ◽  
pp. 6-26 ◽  
Author(s):  
C. Samuel Craig ◽  
Susan P. Douglas
Keyword(s):  
Competitive Advantage ◽  
Market Integration ◽  
Spatial Configuration ◽  
Global Strategy ◽  
Global Markets ◽  
Sustainable Competitive Advantage ◽  
Geographic Scope ◽  
Management Issues

Achieving a sustainable competitive advantage in global markets depends on the geographic scope and diversity of the firm's operations and their interlinkage, as well as on the extent of market integration and interdependence. The spatial configuration of the firm's assets, capabilities, and resources and the ability to manage and use these resources effectively are crucial elements of the firm's global strategy. The authors examine the nature of a firm's configural advantage in global markets in terms of its key components, capabilities, and management issues.

scholarly journals The role of religious experience in the knowledge transfer process

2019 ◽  
Author(s):  
Michael Fascia
Keyword(s):  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Knowledge Creation ◽  
Business Success ◽  
Transfer Of Knowledge ◽  
Business Context ◽  
Context Knowledge ◽  
Definition Of ◽  
Transfer Mechanisms

The importance given to knowledge in relation to business success has never been sogreat as it is today and there is a substantive amount of important and informed studiesreflecting this. Nonetheless, informed approaches by prominent authors generally focuson knowledge transfer mechanisms and the efficiency of these mechanisms to supportand deliver competitive advantage (Nonaka, 1994; Grant, 1996; Argote and Ingram,2000; Alavi and Leidner, 2001). An overarching objective of understanding efficientknowledge transfer is therefore a central caveat for businesses wishing to achievesuccess and maintain competitive advantage since it is clear that any significantdegradation of efficiency will directly affect this objective. Many studies do recognisedthe creation of knowledge as a significant factor in determining how effectively abusiness develops, and knowledge creation, theorised by (Nonaka and Takeuchi, 1995),is used as a baseline for numerous historic and current studies. To date however, therehave been few studies which denote the affect of socio-cultural or religious phenomenawithin a transfer scenario as significant, and how this interaction may affect the outcomeof the knowledge shared or exchanged in a business context. This paper thereforeexamines how, in a business context, knowledge transfer is influenced by perspectivesgiven to the knowledge. This rational is deliberate since the transfer of knowledge israrely a simple unproblematic event, (Argote et al., 2000). In this regards, we look at asignificant amount of literature and research which has been constructed in a bid tounderstand both the problematic nature surrounding the mechanics of the transfersequence and definition of the term ‘knowledge’ to support the establishment ofmeaningful baselines. The paper then summarises these theoretical baselines intosegmented contexts with deliberate intention

scholarly journals O QUE SABEMOS SOBRE AS BARREIRAS À TRANSFERÊNCIA DE CONHECIMENTO? UM ESTUDO BIBLIOMÉTRICO SOBRE INTERNAL STICKINESS

2021 ◽  
Vol 6 (1) ◽  
pp. 212
Author(s):  
Valdemilson De Assis Alves de Araujo ◽  
Isabel Cristina Scafuto
Keyword(s):  
Network Analysis ◽  
Knowledge Transfer ◽  
Best Practices ◽  
Competitive Advantage ◽  
Bibliometric Analysis ◽  
Review Article ◽  
Intellectual Structure ◽  
Transfer Of Knowledge ◽  
Social Management ◽  
Positive Factor

Objective of the study: to identify the intellectual structure of research on Internal Stickiness (IS) from the references existing in publications on this topic.Methodology / Approach: a bibliometric analysis of quotation and quotation was used, as well as a network analysis. The sample, after worked and free of articles that were not part of the theme, was composed of 152 articles from 1994 to 2018.Originality / Relevance: The transfer of knowledge and best practices among members of the organization has attracted considerations from academia and organizations, because the company's competitiveness is directly linked to the knowledge acquired and its sharing. The difficulty of transferring knowledge and best practices in organizations is represented by the term Internal Stickiness (IS).Main results: three fields were identified that guide research on (IS): Knowledge Transfer; Knowledge transfer as a positive factor for the organization; Knowledge Transfer and Strategic Innovation.Theoretical / methodological contributions: it was possible to identify that there was no review article on the topic (IS). So, this study was able to contribute with the theory and show the existing works that had a greater influence on (IS).Social / management contributions: it is noticed that the existing articles deal with (IS) as the difficulty of knowledge transfer. With this, this study can also contribute to the practice of knowledge transfer, mainly because this theme is related to the development of competitive advantage in companies.Keywords: Internal Stickiness; Knowledge Transfer; Bibliometric.

Global Strategy and Multinational Corporation Capabilities

2021 ◽  
Author(s):  
Donald R. Lessard ◽  
D. Eleanor Westney
Keyword(s):  
Competitive Advantage ◽  
Multinational Corporation ◽  
Home Country ◽  
Global Strategy ◽  
Strategic Decisions ◽  
Strategic Resources ◽  
Tangible Assets ◽  
Factors Of Production ◽  
National Boundaries

Strategy in a global setting involves competition in industries that extend across national boundaries and among firms with different national home bases that may tap into strategic resources in more than one location. The resources that the firm accesses from its home country provide it with international competitive advantage only if they are relevant in other markets, if the value they create is appropriable, and if they are transferable to those markets (RAT), These resources include tangible assets and factors of production, but, importantly, also the capabilities the firm develops. Similarly, the resources that it taps from other contexts provide it with further competitive advantage only if these resources are complementary to the firm’s existing resources, appropriable, and transferable to the locations where it can exploit them (CAT). These two sets of factors—RAT and CAT—provide a framework for international strategic decisions that emphasizes developing, acquiring, and transferring capabilities.

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