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Tuesday, July 7, 2020 | History

2 edition of Strategic flexibility in a globally competitive environment found in the catalog.

Strategic flexibility in a globally competitive environment

M. Hunt

Strategic flexibility in a globally competitive environment

by M. Hunt

  • 228 Want to read
  • 13 Currently reading

Published by University College Dublin in Dublin .
Written in English

    Subjects:
  • Strategic planning.,
  • Organizational effectiveness.,
  • Competition, International.

  • Edition Notes

    Thesis (M.B.A.) - University College Dublin, 1993.

    StatementMichael Hunt.
    The Physical Object
    Pagination71,[19]p. :
    Number of Pages71
    ID Numbers
    Open LibraryOL19591971M

    Strategic flexibility: Organizational preparedness to reverse ineffective strategic decisions Katsuhiko Shimizu and Michael A. Hitt Executive Overview In a highly uncertain and changing environment, managers need to have the strategic flexibility to respond to problems speedily. Strategic flexibility is the organization's. Thus, this study investigates the fit between each type of global sourcing strategy and various strategic factors (including competitive strategy, strategic flexibility, and organizational capability). This research focuses on global sourcing activities of U.S. subsidiaries of European and Japanese multinational : Sang-Shik Lee.

    While accepting the need to adjust to a globally competitive environment and turning the European economy back to growth as very important common goals, calls for the European Union to step up its efforts to invest in skills, training and sustainable job creation, the safeguarding of employment, and the prevention of mass unemployment while ensuring constructive tax . "Strategic Flexibility" is organized to provide easy reference for managers seeking to find out what strategies have worked and why. This book offers practical, proven ways for managers to expand the flexibility and responsiveness of their companies to new competitive conditions.

    1/2 Edinburgh Business School Competitive Strategy strategies, and so on. However, the rule book for competitive strategy as set out in strategic management textbooks is not as straightforward and clear-cut as for other games of strategy such as chess and checkers. This is a rule book where some rulesFile Size: KB. Essentially, this is what competitive strategy is all about". Chapter Summary. As with domestic marketing, global marketers have to decide how they are to compete in their chosen market. According to Porter, the principal sources of competitive advantage are lower costs of production and a differentiated product offering.


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Strategic flexibility in a globally competitive environment by M. Hunt Download PDF EPUB FB2

Strategic flexibility enables firms to achieve superior performance in dynamic and competitive business environment (Zhang, ; Nadkarni and Herrmann, ). Also, strategic flexibility may AyÅŸe CingÃz and A. Asuman AkdoÄŸan / Procedia - Social and Behavioral Sciences 99 () – increase innovation performance of Cited by: Strategic flexibility is the organization's capability to identify major changes in the external environment, quiekly commit resources to new courses.

Strategic Flexibility Managing in a Turbulent Environment Edited by Gary Hamel, London Business School, UK C. Prahalad, University of Michigan, USA Howard Thomas, University of Illinois at Urbana-Champaign, USA Don O?Neal, University of Illinois at Springfield, USA Published in association with the Strategic Strategic flexibility in a globally competitive environment book Society, The Wiley Strategic 5/5(1).

Strategic Flexibility and Market Performance of the Furniture Industry: Strategic Flexibility:The Indispensable tool for a Dynamic Business Environment [Inelo Fred] on *FREE* shipping on qualifying offers. This book contain insights for empowering Business owners to take advantage of strategic flexibility to radically position their firms to remain viable in a fierce.

Strategic Flexibility: The Evolving Paradigm of Strategic Management Article (PDF Available) in Global Journal of Flexible Systems Management 16(2) June with 2, ReadsAuthor: Professor Sushil. Strategic flexibility can be used by organizations as both an offense and defense mechanism, depending on the nature of change and its impact on the organization.

For example, when a new player enters the market with a new product, it is a major change in the external environment of an existing organization. The strategic flexibility of a firm is its capability to adapt to changes in the external environment.

The organization has to identify major changes in the environment, quickly change commitment of resources to new courses of action to counter the change, and to identify markers in order to restore to previous commitments when the external environment is back to the initial state.

Companies' having the flexibility, adaptability, and willingness to question existing business models is now a competitive necessity, not just a competitive advantage.

Groupon (Chicago, Illinois) started out as The Point, which provided a platform for online activism; however, a lack of success led the company's founders to offer a promotion.

Firms that want to become globally competitive must seek simultaneously three strategic objectives—efficiency, flexibility, and learning.

True Efficiency refers to emphasizing consensus-based decision making and problem solving, in which managers readily share their knowledge. Competitiveness and strategic flexibility through real options This may also involve converting the fixed commitments the company previously made to more flexible arrangements that provide more leeway.

These flexible commitments are the “real options” that provide the right but not the obligation to move in a particular direction. Competitive Environment: Definition. A competitive environment is the dynamic external system in which a business competes and functions.

The more sellers of. Strategic playbook for growth and success in a globally competitive world. For industrial manufacturing companies looking to grow and succeed in our highly competitive marketplace, making an investment into four strategies creates a potential playbook to act upon.

Suggested Citation:"Chapter 5 The New Global Competitive Environment."National Research Council. Rising to the Challenge: U.S.

Innovation Policy for the Global gton, DC: The National Academies Press. doi: /   Strategic thinkers also know how to speak the language. They prioritize and sequence their thoughts. They structure their verbal and written communication in a way that helps their audience focus.

four variables explain this phenomenon -- characteristics that create an environment conducive to creating globally competitive firms: 1. factors of production 2. demand conditions 3. related/supporting industries 4. firm strategy/structure/rivalry (Michael Porter). With competitive success dependent on organizational flexibility with a focused strategic framework, this book focuses on three critically important strategic topics: (1) Competition and core competence including the wide range of competitive strategies available to firms and the importance of core competence to competitive success.

GLOBALIZATION AND APPLICATION OF STRATEGIC MANAGEMENT MODEL information technology and increase in knowledge intensity. Globalization has resulted in the changing of the competitive landscape, as depicted in the model below (see Figure 1).

Figure 1. Impact of globalization and competitve Size: 77KB. In a competitive environment that is increasingly predicated on network strength and the flexibility to manage rapid change across an extended enterprise, it is vital to remember that Japanese companies have built their success on their alliance capabilities.

America’s innovation system has long been the envy of the world. Now the rest of the world is racing to catch up. Virtually every important trading partner has declared innovation to be central to increasing productivity, economic growth, and living standards.

They are implementing ambitious, farsighted, and well-financed strategies to achieve that : Charles W Wessner, Alan Wm Wolff. Organizational survival in a globally competitive environment depends in part on having identified and developed replacements (i.e., successors) for key positions.

[1]. Index Terms—Competitive advantage, flexibility, strategy. I. STRATEGIC FLEXIBILITY – A THEORETICAL APPROACH.

Strategic flexibility is a property that allows modern organizations to prepare for (largely unpredictable) changes in their environment. According to Raynor, the concept involves an interplay of many elements, including:Cited by: 1.STRATEGIC FLEXIBILITY Set of capabilities used to respond to various demands and opportunities existing in a dynamic and uncertain competitive environment Enables the capacity to learn Facilitates coping with hypercompetition, uncertainty, and risk Firms should try to develop strategic flexibility in all areas of operations.

THE COMPETITIVE.This resource-based view of strategic management (e.g., Wernerfelt, ), a forerunner to dynamic capabilities, had a broad influence in strategic management but always suffered from providing only a partial-system approach to building competitive advantage (Priem & Butler, ).

While resources can include (at least some) capabilities, the Cited by: