scholarly journals VIRTUAL ENTERPRISES AS FUTURE CORPORATION FORMS IN THE INDUSTRIAL ENVIRONMENT OR JUST OLD WINE IN NEW SKINS

2021 ◽  
Author(s):  
Johannes Neumann ◽  
◽  
Milan Fekete ◽  
Keyword(s):  
Joint Ventures ◽  
Core Competencies ◽  
Viable Alternative ◽  
Virtual Enterprises ◽  
Industrial Environment ◽  
Fast Growing ◽  
Future Challenges ◽  
A Company

This article is examining and determining the phenomenon of virtual cooperation in the industrial environment. Its goal is to research and find insights into whether virtual corporations are a viable alternative to classical and more traditional cooperation forms such as alliances, joint ventures and others. Virtual Enterprises (VEs) are and could be therefore a new organizational business concept to cope with actual and future challenges for companies in the globalization phases. This approach is based on merging all core competencies of a company in a network like organization. This seems to be a necessary response to deal with fast growing economies, fast changing conditions of certain markets and to become an agile reacting company in this environment.

COACHING CORE COMPETENCIES AS THE KEY SOFT SKILL FOR SUCCESSFUL HUMAN RESOURCES MANAGEMENT

2017 ◽  
Author(s):  
Serhii Kubitskyi ◽  
◽  
Oksana Chaika ◽  
Keyword(s):  
Transformational Leadership ◽  
Human Resources ◽  
Core Competencies ◽  
Human Resources Management ◽  
Soft Skill ◽  
Leadership Model ◽  
Resources Management ◽  
Hr Management ◽  
Or Organization ◽  
A Company

This paper aims at considering the well-known triad of What? How? Why? somewhat anew by suggesting looking at transformational leadership for successful human resources management through the lens of coaching core competencies as the key soft skill. Arising as the strategic approach to the effective management of people, well-thought human resources management that rests on a leadership model definitely enables management of a company or organization to move ahead of the curve and gain a firm foothold in the job market. The transformational leadership model fits the framework of the research and links to the contrastive line between management and leadership.It is emphasized that management processes focus on (i) maintaining and (ii) improving performance at work, on the one hand, and on the other, unlike management, the transformational leadership model focuses on the benefits of visionary thinking and bringing about change. Following the goal in the subject matter associated with successful HR management, the Golden Circle of What? How? Why?introduced by Simon Sinek finds its way in the description analysis. The Why? sectionopens the idea for successful HR managementto move further to What?section and is accompanied with How? section in the end. The final part of the findings embodies 11 current core competencies of coaching, which illustrate how the ways of implementing the soft skills in workplace may increase HR performance, enhance seamless communication among employees and management, drive change and welcome innovation.The four objectives for successful HR management: (i) drive change within a company or organization, (ii) encourage and motivate people for personal and corporate growth and development, (iii) employ innovation including modern technologies, and (iv) lead by example, correspond to the four cornerstones in the framework for successful company or organization management via transformational leadership. They are: (i) create an inspire vision of the future for the company’s (organization’s) employees, (ii) motivate the staff to live by and deliver the vision, (iii) manage delivery of the vision, (iv) attract and retain high-class professionals and young talents, build up strong and competitive teams, create and grow ever-stronger, trust-based relationships with the employees. The toolkit of ways, techniques and approaches may derive from the current core competencies in coaching that can be groupedsimilarly to the ICF ones as follows: (i) foundation, (ii) co-creating the relationship, (iii) communicating effectively, and (iv) cultivating learning and growth.

Evolving Dietetics Education to Respond to Emerging Technologies in Nutritional Genomics

2018 ◽  
pp. 66-92
Author(s):  
Natalie Jane Colson ◽  
Melissa Adamski
Keyword(s):  
Clinical Practice ◽  
Disease Prevention ◽  
Precision Medicine ◽  
Core Competencies ◽  
Consumer Perceptions ◽  
Fast Growing ◽  
Dietetics Education ◽  
Current State ◽  
Key Players ◽  
Nutritional Genomics

Nutritional genomics is a fast-growing area of precision medicine. It is expected that dietitians will be key players in this area. This chapter discusses the current state of industry, from research to the availability of commercial products, their regulation, and consumer perceptions. Current issues and controversies surrounding the readiness, availability, and delivery of this technology to consumers are examined, and finally, an education framework describing core competencies is presented. The framework aims to provide dietitians with the necessary tools to evaluate and make decisions on the potential for translation of this technology to clinical practice for disease prevention and management.

Managing the Dynamic Reconfiguration of Enterprises

2010 ◽  
pp. 387-397
Author(s):  
Ben Clegg ◽  
Mario Binder
Keyword(s):  
Joint Ventures ◽  
Environmental Changes ◽  
Core Competencies ◽  
Enterprise Management ◽  
Economic Activities ◽  
Collaborative Relationships ◽  
Member Company ◽  
Internal Core ◽  
Value Streams ◽  
Definition Of

Due to environmental changes and business trends such as globalisation, outsourcing and virtualisation, more and more companies get involved in business activities that are outside their direct control. This typically occurs by entering into collaborative relationships and joint ventures with specialised companies in order to fulfil the demands of customers quickly (DiMaggio, 2001). Organisational structures that results from such collaborative relationships and joint ventures are referred to in this paper as enterprises and the management of them known as enterprise management. The authors use the definition of the European Commission (2003) that defines an enterprise as “… an entity, regardless of its legal form … including partnerships or associations regularly engaged in economic activities.” Therefore in its most simple form an enterprise could be a single integrated company. However, findings from this research show that enterprises can also be made up of parts of different companies and the structure of the enterprise is contingent upon a variety of different factors. The success of the enterprise as a collaborative venture depends on the ability of companies to intermediate their internal core competencies into other participating companies’ value streams and simultaneously outsource their own peripheral activities to companies that can perform them quicker, cheaper, and more effectively (Lal et al., 1995). In other words, the peripheral activities of one member-company must be complemented by a core competence of another member-company within an overall enterprise.

scholarly journals Analisis Pengembangan Business Model Canvas Dalam Upaya Meningkatkan Keunggulan Bersaing Pt. Xyz.

2019 ◽  
Vol 3 (1) ◽  
Author(s):  
Budiarto Budiarto
Keyword(s):  
Business Strategy ◽  
Core Competencies ◽  
External Environment ◽  
Revenue Sharing ◽  
Market Penetration ◽  
Internal Environment ◽  
Industrial Environment ◽  
Business Model Canvas ◽  
Product Innovations ◽  
Swot Matrix

The purpose of this research is to analyze various opportunities and threats obtained from the external environment and various strengths and weaknesses that PT XYZ has obtained from the internal environment which can be a reference for determining the company's business strategy. The external environment covers the general environment (macro) by using PESTEL Analysis (political, economy, social, technology, environment, legal) and also the industrial environment, using the Five Forces Porter analysis. The internal environment uses Core Competencies analysis with the VRCN criteria (Valuable, Rare, Costly to Imitate, Non-Substitutable). The combination of analyst results obtained from the external environment and internal environment will be able to provide an overview of the company's condition which will be simplified by the SWOT Matrix method and the Strategic Generic Porter. It is suggested that PT XYZ conducts market penetration outside the IPC group by developing end-to-end supply chain management product solutions by offering new model business patterns such as revenue sharing and manage operation by making product innovations that are in line with current technological needs.

scholarly journals PENGARUH PENERAPAN STRATEGI OUTSOURCING DAN STRATEGI CORE COMPETENCY TERHADAP KINERJA KEUANGAN PERUSAHAAN

2018 ◽  
Vol 13 (4) ◽  
pp. 504-523
Author(s):  
Dian Imanina Burhany
Keyword(s):  
Regression Analysis ◽  
Financial Performance ◽  
Performance Indicators ◽  
Core Competencies ◽  
Core Competency ◽  
Business Environment ◽  
Vice Presidents ◽  
Head Office ◽  
Planning Department ◽  
A Company

To survive and win  in tight competitive business environment nowadays, a company must develop and implement the proper strategies. Strategy outsourcing, the strategy where company transferring some of organization’s activities to outside providers, and strategy core competency, the strategy where company concentrate  its  own resources on a set of core competencies, are two strategies can help company to improve its performance. The purpose of this research is to measure the effect of application strategy outsourcing and strategy core competency on company financial performance. The research is performed to nine BUMN which have head office on Bandung City. Respondents are the vice presidents and the heads of strategic planning department of the companies. Data analysis to test the hypothesis is multiple regression analysis by exercising software SPSS 12.0 for Windows. The result of this research shows that simultaneously application strategy outsourcing and strategy core competency have positive and significant effect on  all financial performance indicators of BUMN which have head office on Bandung City. But partially,  application strategy outsourcing has significant effect only on ROE and NPM indicators but has not significant effect on ROA indicator, while strategy core competency has not significant effect on all financial performance indicators

Why, When, and What to Outsource

2010 ◽  
pp. 1-18
Author(s):  
Donald Carpenter ◽  
Vijay Agrawal
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Core Competencies ◽  
Business Student ◽  
Scholarly Literature ◽  
Critical Success ◽  
Wide Range ◽  
A Company

This chapter presents an overview of the outsourcing phenomenon, focusing on the question of why, when, and what to outsource. It provides an extensive set of guidelines for a business student to understand the nature of outsourcing. Drawing extensively on recent scholarly literature, the chapter presents a wide range of concepts. There are many causes that might lead a company to a decision to outsource. Similarly, there are many factors that contribute to an environment that is conducive to outsourcing. The question of what to outsource is answered by examining core competencies and critical success factors. The chapter also presents trends in outsourcing in specific countries and industries to help the reader understand what is possible.

Rebuilding Core Competencies When a Company Splits

2005 ◽  
pp. 51-65
Author(s):  
Gail Corbitt
Keyword(s):  
Data Collection ◽  
Literature Search ◽  
Core Competencies ◽  
Work Processes ◽  
Hewlett Packard ◽  
The Core ◽  
Survey Results ◽  
A Company

In 1999, Hewlett Packard announced the split of its company into two smaller companies, HP and Agilent. As a result, the financial work, processes, and systems needed to be cloned in both new organizations at the same time people, assets, and transactions were becoming separate and distinct. The focus of this case study is on how the core competencies associated with the split were defined, identified, and transferred to all employees who needed to have them. The results of an internal and external literature search are included along with survey results. Results indicate that the purposes of and processes used for data collection concerning core competencies within an organization are critical to their usefulness.

scholarly journals IDENTIFYING EA PRINCIPLES USING SWOT ANALYSIS (CASE STUDY OF E-COMMERCE PT. XYZ)

2015 ◽  
Vol 11 (2) ◽  
pp. 52
Author(s):  
Rini Setyaningsih ◽  
Basuki Rahmad
Keyword(s):  
Enterprise Architecture ◽  
Swot Analysis ◽  
Core Competencies ◽  
Business Practice ◽  
Analysis Method ◽  
The Real ◽  
A Company ◽  
Resource And Environment ◽  
Real State

In current business practice, an integration between business and IT is important. Enterprise Architecture (EA) is one of the study that synergize IT and business. The principle will be use as the main base to designing appropriate EA. Before describing these principles, it is necessary to understand the real state of a company. It aims to make the situation as one as of benchmarks to describing state of the target. After designing state of the target, it will make processes of designing EA for a company is easier. This paper will use the SWOT analysis method to recognize their core competencies in order to determine the direction of an organization by analysing and positioning the organization’s resource and environment on four regions : Strengths, Weaknesses, Opportunities, and Threats. After an SWOT assessment, a mapping obtained wich that determines which quadrant position of the company. Every quadrant position will describe different strategies each other. From the obtained strategy, it will be describing target principles according to the position of a company based on the SWOT analysis. So the design EA for a company can start with a precise principles foundations.

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