...appear on an organizations’ balance sheet, existing knowledge more-readily lends itself to “recycling” to generate new intellectual capital for the benefit of the organization. Knowledge is truly re- usable and can be integrated in many different ways in order to make it maximize its value. If we are to take full advantage of the existing knowledge within an organization, then we must develop strategies and implement policies and procedures to manage the knowledge environment. An organization can help itself make optimal use of this strategic resource by first understanding the environment in which the knowledge processes will be operating, and then implementing effective and efficient knowledge management techniques to support the environment. The question of “how” knowledge management is implemented to create value within organizations has been studied in recent years. These studies have evaluated knowledge management styles, enablers, and processes with respect to their impact on organizational performance as well as the structure of the organization itself. The theory and models developed to support the research hypotheses of these authors and this research study are, in large part, based upon earlier research by Nonaka, 1994 and Nonaka & Takeuchi, 1995, on the nature of knowledge, how it is managed, and how it is related to the accomplishment of work. 1. Problem Statement According to a recent report released by the Kenya anti-corruption commission it was...
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...All rights reserved 0047-2506 www.jibs.net Down with MNE-centric theories! Market entry and expansion as the bundling of MNE and local assets Jean-Francois Hennart ¸ CentER and Department of Organization and Strategy, Tilburg University, The Netherlands Correspondence: J-F Hennart, Professor of International Management, CentER and Department of Organization and Strategy, Tilburg University, PO Box 90153, 5000 LE Tilburg, The Netherlands. Tel: þ 31 13 466 2315; Fax: þ 31 13 466 8354; E-mail: j.f.hennart@uvt.nl Abstract Both Anderson and Gatignon and the Uppsala internationalization model see the initial mode of foreign market entry and subsequent modes of operation as unilaterally determined by multinational enterprises (MNEs) arbitraging control and risk and increasing their commitment as they gain experience in the target market. OLI and internalization models do recognize that foreign market entry requires the bundling of MNE and complementary local assets, which they call location or country-specific advantages, but implicitly assume that those assets are freely accessible to MNEs. In contrast to both of these MNE-centric views, I explicitly consider the transactional characteristics of complementary local assets and model foreign market entry as the optimal assignment of equity between their owners and MNEs. By looking at the relative efficiency of the different markets in which MNE and complementary local assets are traded, and at how...
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...Intelligence Processes for Enhanced Organizational Learning Rizwan Shehzad and Muhammad Naeem Ahmed Khan Department of Computer Science Shaheed Zulfikar Ali Bhutto Institute of Science & Tech., Islamabad, Pakistan rizince@yahoo.com, mnak2010@gmail.com Abstract Knowledge Management (KM), either in a tacit or explicit form, plays an important role in decision making. Business Intelligence (BI) has acquired significant importance in the business world due to the recent technological advancements and availability of state-of-theart software tools. Presently, most of the organizations across the globe are adopting BI solutions to promote business, retain customers, earn maximum profits, reduce recurring expenditures, etc. KM, on the other hand, has not gained significant acknowledgement from an implementation perspective. Moreover, the effect of BI on KM and vice versa is rarely observed. In this paper, we propose a model where KM and BI can benefit from each other. Since both of the said fields have a wide range of features, the proposed model is based on specific features. For that purpose, we have identified a number of Critical Success Factors (CSFs) related to both BI and KM technologies reported in contemporary research. Afterwards, we have drawn a comparison pertinent to the effectiveness of these CSFs with the similar research studies. The comparison shows that our model that combines both BI and KM technologies is more useful as compared to their individual utilization...
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...International Strategy Advanced Strategy M2/MSc 2015-2016 Corporate (or Growth) strategy: Key questions? • Should the firm focus its activities on a specific market or diversify in several segments or sectors? • Should the firm limit its business to the local market or internationalize? • Which method of growth strategy should the firm choose? • organic development or • corporate, commercial, technical alliances with other stakeholders active in the business environment (clients, suppliers, competitors, R&D centres, academic units, …)? Key questions of Corporate strategy Why and how should the firm internationalize? International strategy analytical framework Location Advantage WHY? Outside-In approach HOW? Source: Exploring Strategy, 9th edition, Pearson, 2011 Inside-out approach Incentives and basic benefits of internationalisation Incentives Basic Benefits Extend a product’s life cycle Increased market size Gain easier access to raw materials Economies of scale and learning Opportunities to integrate operations on a global scale Location advantages To support strategic orientations! Opportunities to maximize the ROI (e.g. rapidely developing technologies) Get access to consumers in emerging markets Source: Ireland, Hoskisson and Hitt, The Management of Strategy, 2011 Outside-in approach: Internationalisation drivers Why going international? The YIP’s matrix (Inter-country compensation...
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...INTERNATIONAL MARKETING CHAPTER 1 – GLOBAL MARKETING IN THE FIRM Globalization – Reflects the trends of firms buying, developing, producing and selling products and services in most countries of the world Comparison of the Global Marketing and Management style between SMEs and LSEs * Resources (Financial, Business Education) * Formation of Strategy * Organization * Risk-taking * Flexibility * Economies of Scale and Scope * Use of information sources Economies of Scope – Reusing a resource from one business in additional businesses Should the company stay home or go abroad? * Industry Globalism. Mainly determined by the international marketing environment * Preparedness for Internationalization. Dependent on the firm`s ability to carry out strategies in the international marketplace, that is the actual skills in international business operations Development of the Global Marketing concept The form of the firm´s response to global market opportunities depends greatly on the management´s assumptions and beliefs about the nature of doing business around the world: * Ethnocentric - Home country is superior and their needs are the most relevant * Polycentric (Multidomestic)- Each country is unique and should be targeted in a different way * Geocentric- The firm may offer global products but with local adaptations * Regiocentric- The firm tries to integrate its marketing programme within regions Glocalization- Development...
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...Entry Mode Strategy for Jollibee into Australia Table of Contents Executive Summary 2 Introduction 4 The Jollibee Phenomenon 4 Overseas Expansion and Modes of Entries 4 Company Analysis 5 Values – Mission – Vision 5 Distinctive competence 8 Foreign Market Analysis 9 The Australian Economy 9 Legal and Political Environment 9 Entry mode selection 11 Conclusion and recommendations 14 Reference list 17 Executive Summary Jollibee Foods Corporation (JFC) is a highly successful Philippines’ based food services company that operates over 1,700 stores locally and internationally. JFC has developed its international business over three distinct strategies. Its corporate strategy is one of related diversification into the fast food, restaurant and bakery sectors of the food industry. Its international business strategy focuses on establishing market share by acquisition, joint venture and franchising, often by initially targeting high Filipino population centres, and also in differentiation by localizing their menus to suit various cultural tastes in all their overseas markets (Jollibee 2009a). JFC has successfully adopted a transnational strategy being able to combine the benefits of global scale efficiencies in its regional management business model with the benefits of local responsiveness by adapting for local tastes. It depends on an integrated network and teamwork to drive the needs of the marketplace and the need to be competitive...
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...GRANT CHAPTERS Chapter 16 – Diversification Strategy * Linkages are not enough, the key to creating value is the ability of the diversified firm to share resources and transfer capabilities more efficiently than alternative institutional arrangements * Companies in low-growth, cash-flow rich industries such as tobacco and oil have been especially susceptible to the temptations of diversification * Diversification does not reduce “systematic risk” * Porter has 3 essential tests to decide if you should diversify 1. “Attractiveness Test” – the industry you enter must be attractive or capable of making attractive 2. “Cost-Of-Entry” – it must not capitalize all future profits 3. “BETTER OFF TEST” – the new unit must gain an advantage from being linked to the company (P&G & Gillete) * The attractiveness test and cost-of-entry usually cancel each other out. * An argument for diversification is “economies of scope” – This could be tangible resources such as sharing distribution networks, therefore eliminating duplication * You can also explore a brand to achieve “economies of scope” * Also management and organization capabilities = “economies of scope” * You don’t need to diversify to achieve “economies of scope”, you can license 1. ex: - Pepsi selling Starbucks Frappachino * Deciding which way to achieve “economies of scope” is a debate about market contracts...
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...market intelligence throughout operations, in particularly R&D, and creating a market awareness knowledge culture that will ensure Intel Corp makes rapid gains in new and existing markets. The KM-MIP will also improve market intelligence capture in emerging markets, and ensure sales growth in these markets continues as these markets progress to mobile dominance. KM-MIP Recommendation KM-MIP will enhance the socialization, externalization, combination, and internalization of market knowledge to improve efficiency and effectiveness. Beyond tacit-explicit knowledge conversion, the KM-MIP will also cultivate a market intelligence culture to ensure that as a complex adaptive system, the company is supporting nonlinear interactions, synergistic interactions, and self-organizing systems, KM-MIP will facilitate emergence and improve adaptability. This culture will encourage openness to ‘chaos’ as in complexity theory, facilitate market knowledge and innovation emergence from complexity, and improve the capture and integration of known and knowable market knowledge for improved...
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...to some are grow first and then clean up. Some have argued that economic growth is a panacea or “cure all” for environmental degradation, “in the end the best and probably the only-way to attain a decent level of environment quality.” Another writer claims that existing environmental regulations by reducing growth may actually be reducing environmental quality. Explanations for Environmental Kuznets Curve: a) A natural progression of economic development from clean agrarian economies to polluting industries to clean service economies. b) Advanced economies exporting their pollution to less developed countries. c) The internalization of externalities requires relatively advanced institutions for collective decision-making. d) Another model is that below a threshold level of pollution only the dirtiest technology will be used. e) Environmental quality is a stock resource that degrades over time. f) Demand for environmental quality overtakes supply ultimately. g) Decreasing costs in pollution abatement. One of the important implications of an environmental Kuznets curve (EKC) is that growth and development in a country need not lead to environmental degradation. One explanation for the environmental Kuznets curve is that the income elasticity of marginal damage is increasing in income. So, at low levels of income, pollution will rise with neutral growth because the policy response is weak. As income rises, the policy response...
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...How to integrate technology-enhanced learning with business process management Nicola Capuano, Matteo Gaeta, Pierluigi Ritrovato and Saverio Salerno Abstract Purpose – The purpose of this paper is to propose an innovative approach for providing an answer to the emerging trends on how to integrate e-learning efficiently in the business value chain in medium and large enterprises. Design/methodology/approach – The proposed approach defines methodologies and technologies for integrating technology-enhanced learning with knowledge and human resources management based on a synergistic use of knowledge models, methods, technologies and approaches covering different steps of the knowledge life-cycle. Findings – The proposed approach makes explicit and supports, from the methodological, technological and organizational points of view, mutual dependencies between the enterprise’s organizational learning and the business processes, considering also their integration in order to allow the optimization of employees’ learning plans with respect to business processes and taking into account competencies, skills, performances and knowledge available inside the organization. Nicola Capuano, Matteo Gaeta, Pierluigi Ritrovato and Saverio Salerno are all ` based at the Universita di Salerno, Fisciano, Italy. Practical implications – This mutual dependency, bridging individual and organizational learning, enables an improvement loop to become a key aspect for successful business process improvement...
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...opportunities - reallocation of resources, shift of activities to a global level International business has created a network of global links that bind countries, institutions, and individuals with trade, financial markets, technology, and living standards. MULTINATIONAL ENTERPRISE (MNE): is a business –profit or non-profit – that operates in the global arena (across national borders), with no regard to the dimension of the firm The main peculiarity of an MNE is the fact that manage actively and coordinately a set of operations located in different countries. To be true MNE a company must: * have substantial, direct investment in foreign countries (not just the trading relationships of an import-export business) * and actively manage those operations as affecting their strategy and organization The MNE is a recent phenomenon, mostly developed in the post-WW II years. The United Nations has changed (1984) the definition of MNE as these companies have grown in size and importance: “the MNE is an enterprise comprising entities in 2 or more countries, regardless of the legal form and fields of activity of those entities, which operates under a system of decision making permitting coherent policies and common strategies through one or more decision-making centers and in which the...
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...Contexts: Expatriate Knowledge Transfer, Applications and Learning within a Transnational Organization J. Barry Hocking Michelle Brown Anne-Wil Harzing Version January 2007 Accepted for Human Resource Management Copyright © 2003-2007 Barry Hocking, Michelle Brown and Anne-Wil Harzing. All rights reserved. Dr. Anne-Wil Harzing University of Melbourne Department of Management Faculty of Economics & Commerce Parkville Campus Melbourne, VIC 3010 Australia Email: anne-wil@harzing.com Web: www.harzing.com Balancing Global and Local Strategic Contexts: Expatriate Knowledge Transfer, Applications and Learning within a Transnational Organization Abstract In this paper we investigate how expatriates contribute to the transnational firm’s strategic objectives of global efficiency, national (‘local’) responsiveness, and worldwide learning. We focus on their knowledge applications and experiential learning, two assignment-based outcomes of potential strategic value to the firm. We assess how these outcomes are impacted by the expatriate’s everyday knowledge access and communication activities, measured by their frequency and geographic extent. Within our case organization, a prototype transnational firm, we find that the expatriates’ knowledge applications result from their frequent knowledge access and communication with the corporate headquarters and other global units of the firm. In contrast, their experiential learning derives from a frequent access to host country (local)...
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...Knowledge Management and Organizational Learning William R. King Katz Graduate School of Business, University of Pittsburgh wking115@yahoo.com For centuries, scientists, philosophers and intelligent laymen have been concerned about creating, acquiring, and communicating knowledge and improving the re-utilization of knowledge. However, it is only in the last 15–20 years or so that a distinct field called “knowledge management” (KM) has emerged. KM is based on the premise that, just as human beings are unable to draw on the full potential of their brains, organizations are generally not able to fully utilize the knowledge that they possess. Through KM, organizations seek to acquire or create potentially useful knowledge and to make it available to those who can use it at a time and place that is appropriate for them to achieve maximum effective usage in order to positively influence organizational performance. It is generally believed that if an organization can increase its effective knowledge utilization by only a small percentage, great benefits will result. Organizational learning (OL) is complementary to KM. An early view of OL was “encoding inferences from history into routines that guide behavior” (Levitt and March, 1988, p. 319). So, OL has to do with embedding what has been learned into the fabric of the organization. 1 The Basics of Knowledge Management and Organizational Learning To understand KM and OL, one must understand knowledge, KM...
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...Mahara Platform First established in mid 2006, the Mahara project started as collaborative venture funded by New Zealand's Tertiary Education Commission's e-learning Collaborative Development Fund (eCDF), involving Massey University, Auckland University of Technology, The Open Polytechnic of New Zealand, and Victoria University of Wellington. Continued development has been made possible by further support from New Zealand’s Ministry of Education and the application of Mellon Foundation funds from the Open Polytechnic’s winning a 2007 Mellon Award for Technology Collaboration. Since July 2007, KineoPacific has worked with CatalystIT to guide the further development of Mahara. A first guiding principle with the development of the Mahara ePortfolio system is that it is learner centred – a form of Personal Learning Environment. This is in contrast to the more institution-centric Learning Management System (LMS). Mahara is a stand-alone system that can be integrated into a wider virtual learning framework. We believe the Learning Management System remains a highly useful application for delivering learning. We also believe the overall environment can be enhanced and complemented by a learner-centred personal learning environment such as Mahara. Pan-institutional learner communities can also be encouraged using Mahara. Mahara’s architecture is inspired by the modular, extensible architecture of Moodle. The Mahara team has also been heavily involved in the Moodle community, with...
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... Should a company stay at home, or strengthen the global position?? Two dimensions: 1.) Industry globalism (high degree of industry globalism -> many interdependencies between markets, customers and suppliers. Besides, industry is dominated by a few large powerful players (global, like software, cd’s, movies, aircrafts) and the other multidomestic market environment (local, like hairdressing, foods and dairies) 2.) Preparedness for internationalization Degree of preparedness is dependent on the ability to carry out strategies in international marketplace (personal skills, managers’ international experience or financial resources) Well-prepared company is called = mature Figure 1.2 very important decision model in the marketing!! (page 10) “The nine strategic windows” EPRG-framework = worldview of a firm’s business activities. 1.) Ethnocentric home country is superior, controls are highly centralized, organization and technology implemented in foreign countries are the same. 2.) Polycentric Multidomestic. Each country is unique, different targets. Control is highly decentralized, communication between headquarters and affiliates is limited. 3.) Regiocentric world consists of regions. Firm tries to integrate and coordinate its marketing programme within regions, but not across...
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