Today, the national elites, still existent, interact globe wide through knowledge. These knowledge based interactions have led to the creation of an "intercontinental techno-culture that transcends national boundaries" (Etemad and Wright). And this new technological culture is present not only at the level of the national elites, but also at the level of economic agents. The more powerful an economic agent, the more intense his efforts will be in the direction of using technology to transform knowledge into core competencies and competitive advantages.
Another interesting aspect of the strategic components of knowledge management is that they could only be promoted through the advances brought about by the forces of globalization. There are two most relevant examples in this direction. The first is the indubitable role played by information technology and communications. With the aid of these advancements, information could easily be transferred from one global location to the other. This increased access to information then created more opportunities for individuals as well as economic agents across the globe to seize new opportunities.
The second component of globalization which promoted knowledge management was the creation of a new infrastructure. Through the new and improved roads, bridges, airports, telecommunications lines and so on, economic agents were better able to expand their operations globe wide, without encountering geographic barriers. This situation led to the social and economic development of several regions. Within the organizational...
Strategic Management Case Analysis The business environment brings a number of challenges and issues for organizations. In order to operate profitably and competitively in the presence of uncertainties and threats in the external environment, business organizations have to formulate effective corporate, business, and international level strategies for the short run and the long run (Hitt, Ireland, & Hoskisson, 2007). The case discussed in this research paper highlights the major strategic issues
There are several reasons why this model is particularly relevant for outsourcing relationship maturity. First, at the lowest level of the model the focus is on purely reacting, which is exactly what many companies do when they are stressed with cost over-runs and needing to make a greater level of profitable performance happen in a very short period of time. Pan iced, companies will often resource to outsourcing and actually
Strategic Impact on Globalization Globalization is a process that brought in changes in all walks of human existence the world over. The liberalization has created a global community and brought in the IT revolution and new forms of services like outsourcing. The changes in the world outlook and technology changes have changed the way business and international trade is done and has thus revolutionized the strategies and corporate behavior. It has
This ranges from the company's national managers to all the other employees. The reason for this is quite simple and can be explained with the term "cultural differences" which helps us describe a range of issues on which the approach of national individual employees is different than that of the corporatist counterparts that invest in the country. The first important cultural difference that comes to mind is, obviously, language. The
Also, employee motivation is expected to be lower than that of a participative style. Employee motivation is important because it drives productivity. 3. The characteristics of TQM companies vs. KBR's characteristics TQM is a total organizational approach for meeting customer needs and expectations that involves all managers and employees in using quantitative methods to improve continuously the organization's processes, products and services" (American Federal Office of Management Budget Circular cited in
While companies of all types and sizes stand to benefit from strategic alliances, the relevant literature indicates that companies competing in the hospitality industry are particularly well situated to gain a competitive advantage in this way. In this regard, Rahatullah and Raeside report that, "The strategic alliance literature reveals that resources alone can not bring competitive advantage, but complementary resources can contribute to the strategic fit of partners in the
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