The Metamorphosis to Dynamic Trading Networks and Virtual Corporations

2011 ◽  
pp. 61-89
Author(s):  
Howard D. Richards ◽  
Harris G. Makatsoris
Keyword(s):  
Supply Chains ◽  
Business Strategy ◽  
Global Competition ◽  
Company Performance ◽  
New Ways Of Working ◽  
Uncertain Outcome ◽  
Course Of Action ◽  
Dynamic Trading ◽  
Operational Practices ◽  
Trading Networks

A process of turbulent change is taking place in which companies shape up to deal with the unremitting global competition for which there is an uncertain outcome. Businesses have to look at the wider horizons and dynamics of both their supply chains and markets to discover new ways of working with both customers and suppliers to grow and remain viable. The diverse industrial, commercial and operational practices and processes need to be remolded and target the collaborative aspects of relationships to the advantage of company performance and creation of new opportunities. This chapter outlines some of the constraining forces and suggests the parameters in which a business strategy and a course of action can be devised as a pathway to the future.

INTERCONNECTION BETWEEN GLOBAL SUPPLY CHAINS AND INDUSTRY

2021 ◽  
pp. 6-11
Author(s):  
Alexander N. Bryntsev ◽  
◽  
M.A. Bykova ◽  
Keyword(s):  
Artificial Intelligence ◽  
Supply Chains ◽  
Automotive Industry ◽  
Industrial Production ◽  
High Tech ◽  
Global Supply Chains ◽  
Global Competition ◽  
Macroeconomic Analysis ◽  
The Relationship

In the article, the authors consider the issues of the relationship between global supply chains and industrial production of semiconductors in modern conditions. Particular attention is paid to the applied value of the application of artificial intelligence technologies in industry in the light of the growth of global competition. Their specific features, strengths and weaknesses are shown. A brief macroeconomic analysis of the development of markets for robotics, the automotive industry, high-tech products, as well as modern regulations on the eve of a new technological order is given.

Reinventing Performance Management at Gogo, the Inflight Internet Company

2020 ◽  
pp. 81-100
Author(s):  
Heidi M. Glickman ◽  
Emily Fisk
Keyword(s):  
Performance Management ◽  
Cultural Change ◽  
Stakeholder Engagement ◽  
Business Strategy ◽  
New Technology ◽  
Discovery Process ◽  
Operational Practices ◽  
Time And Energy ◽  
Insight Into ◽  
Internet Company

Gogo, the inflight Internet company, recently underwent significant transformation. The ecosystem for business operation had shifted rapidly. These changes required the company to quickly adapt elements of its business strategy to increase focus on both innovation of new technology and mature operational practices in order to grow and scale the business globally. To enable these changes, the way employees worked together inside the organization also needed to be transformed. This was the impetus to change the PM process. At its core, the philosophy driving Gogo’s changes to PM centered on building a culture of agility. Internal research in partnership with leaders, people managers, and individual contributors was conducted along with external research. Based on the findings from this research, PM practices were redesigned to focus on changes in four key areas: (1) creating a feedback-rich environment; (2) ensuring focus and alignment on meaningful goals; (3) building a cadence for reflection and planning at both the organization and group levels and between employees and their managers; and (4) enabling a culture of development. This case provides insight into the first 2 years of Gogo’s journey—beginning with the discovery process and continuing through the design, implementation, and evaluation (inclusive of ongoing adaptation). Throughout the process, significant time and energy were invested in stakeholder engagement, which was imperative for making significant cultural change stick.

Integrated Change Management©: Challenges for Family Business Clients and Consultants

2004 ◽  
Vol 17 (1) ◽  
pp. 71-80 ◽  
Author(s):  
Marta Vago
Keyword(s):  
Business Cycles ◽  
Change Management ◽  
Business Model ◽  
Family Business ◽  
Global Competition ◽  
Course Of Action ◽  
Business Consultants ◽  
Finite Set

Global competition, shorter business cycles, and a new and different workforce require a faster pace of change than some business-owning families can or want to accommodate. They need help to decide what course of action would best serve their needs going forward. Should they change their business model? Should they continue what they're doing? Should they sell the business? Each choice brings with it a different set of consequences. All require stakeholders to make emotionally charged, life-changing decisions. Integrated Change Management© engages clients in meaningful and “feelingful” conversations regarding their individual and collective futures. It also provides them with a clear and finite set of options to choose from, together with a mechanism to assess these options' potential to satisfy business, personal, and family objectives. The process offers family business consultants a range of opportunities to assist clients in charting their future.

scholarly journals Pengaruh Kepemilikan Pemerintah, Strategi Bisnis, dan Good Coprorate Governance Terhadap Kinerja Perusahaan

2020 ◽  
Vol 21 (1) ◽  
pp. 17-45
Author(s):  
Ferry Hendro Basuki
Keyword(s):  
Corporate Governance ◽  
Business Strategy ◽  
Stock Exchange ◽  
Quantitative Approach ◽  
Company Performance ◽  
Government Ownership ◽  
Purposive Sampling ◽  
Good Corporate Governance

This study aims to examine the effect of government ownership, business strategy, and good corporate governance on company performance. This study uses a quantitative approach. The population in this study is state-owned companies listed on the Indonesia Stock Exchange. Determination of the sample is done by method purposive sampling and obtained 10 companies. The results showed (1) government ownership affects company performance, (2) business strategy does not affect company performance, (3) good corporate governance affects company performance.Keywords: Government Ownership, Business Strategy, Good Corporate Governance, Company Performance

scholarly journals PENGARUH ORIENTASI KEWIRAUSAHAAN, KEMAMPUAN MANAJEMEN, DAN STRATEGI BISNIS TERHADAP KINERJA USAHA (STUDI PADA UKM MEBEL DI SUMENEP)

2018 ◽  
Vol 8 (1) ◽  
pp. 57-61
Author(s):  
Endang Widyastuti ◽  
Imam Darul Firmansyah
Keyword(s):  
Linear Regression ◽  
Economic Crisis ◽  
Business Strategy ◽  
Company Performance ◽  
Economic Sector ◽  
Sector Structure

Economic crisis result growth of economics which is slowly. Growth ofeconomics which is slowly non taking root at problem, because weakness at justmonetary and monetary sector, but weak of riil economic sector structure in faceof distortion from outside (external shock) or distortion from within (internalshock). Target of this research is to know influence entrepreneur orientation tocompany performance at UKM Furniture in Sumenep, to know influence ability ofmanagement to company performance at UKM Furniture Sumenep, to knowinfluence of business strategy to company performance at UKM FurnitureSumenep. Technique data analyse is used Doubled Linear Regression.

scholarly journals IDENTIFICATION OF RELATION BETWEEN BUSINESS MODEL AND BUSINESS STRATEGY AND MEASUREMENT OF ITS TIGHTNESS

2017 ◽  
Vol 12 (1) ◽  
pp. 54-68
Author(s):  
Štefan Slávik ◽  
Robert Hanák
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Quantitative Methods ◽  
Company Performance ◽  
Market Position ◽  
Potential Source ◽  
Strategy Model ◽  
Real Relation ◽  
The Relationship ◽  
A Company

Business model and business strategy fundamentally characterize and predetermine the essence of a company and its action. Research has already brought a fairly extensive knowledge of the model and strategy too. There is also emerging evidence that describes the relationship between model and strategy, but it is not verified by empirical research. The research confirmed the existence of a real relation between model and strategy using quantitative methods. Business model impacts significantly on the market position of the company, has got implications for competitive advantage, originality/uniqueness of the company action and of its passivity/activity. The acquired knowledge can be used to purposeful alignment of model and strategy. A higher degree of intensity of this relationship improves the market position of the company and may be a potential source of higher company performance. Keywords: business model, business strategy, model-strategy-relation, market position.

scholarly journals A Guidance for Blockchain-Based Digital Transition in Supply Chains

2021 ◽  
Vol 11 (14) ◽  
pp. 6523
Author(s):  
Fabio Della Valle ◽  
Miquel Oliver
Keyword(s):  
Supply Chains ◽  
Business Strategy ◽  
Business Strategies ◽  
Theory Approach ◽  
Reference Framework ◽  
Digital Transition ◽  
Future Supply ◽  
Strategy Identification ◽  
International Experts ◽  
Grounded Theory Approach

Blockchains play a crucial role in the digitalization of future supply chains (SCs). In this study, we analyzed the major influences that blockchain-based digital business strategies may play in SC operations. We conducted 18 interviews with international experts from different sectors and analyzed the collected data using the grounded theory approach, identifying four major categories. A set of three matrices is presented to address those elements that may support digital transition procedures in SCs: (1) value of trust and automation, (2) transformative role for operations, and (3) digital business strategy identification. As an additional result, a reference framework was identified for the evaluation and detection of those aspects to be taken into consideration during blockchain adoption in SCs. For use as a guide, this result comprises 22 recommendations and was framed in four progressive steps as follows: (1) identify, (2) assess, (3) design, and (4) assure.

Superior products and services confer only a fleeting advantage

2005 ◽  
Vol 6 (1) ◽  
pp. 61-66
Author(s):  
Terry Bacon
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Business Leaders ◽  
Positive Behavior ◽  
Global Competition ◽  
Leadership Culture ◽  
Role Behavior ◽  
Behavioral Differentiation ◽  
Positive Experiences ◽  
Southwest Airlines

Global competition has created an endless cycle of innovation and imitation among companies striving to differentiate themselves from their competitors. Increasingly, the traditional sources of differentiation, such as product uniqueness, are not sustainable enough to create sufficient competitive advantage. So some of the most successful companies today are using behavior to differentiate themselves in their markets. Behavioral differentiation is more difficult to copy, even when competitors know what you are doing, because differentiating yourself behaviorally requires more skill and will than many companies have. Herb Kelleher at Southwest Airlines, Horst Schultze at Ritz‐Carlton, George Zimmer at Men’s Wearhouse, and Sam Walton at Wal‐Mart understood that they could attract and retain customers by creating significantly positive experiences – and it starts with treating their own employees well. These business leaders succeeded in part because they understood the powerful effect their employees’ behavior has on customers’ experiences with their companies. Positive behavior is attractive. Behavior that is significantly negative also differentiates, but it has a repulsive effect on customers. Three forces drive behavioral differentiation: leadership, culture, and processes. Companies that excel at behavioral differentiation, including Harley‐Davidson and Xilinx, have leaders who set a powerful behavioral example and understand the role behavior plays in business strategy. These companies also have strong cultures of differentiated treatment toward employees as well as customers. Finally, they have processes in place that help them operationalize superior behavior. Behavioral differentiation offers a significant advantage to companies whose products and services have become commoditized in today’s tough markets.

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