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Entrepreneurial
Resource Strategies in New Ventures
K Ramachandran and Sougata Ray discuss the dynamics of new venture
resource strategy to explain how entrepreneurs continuously
augment, manage, and develop resources to match the shifting
product-market strategy. Using the examples of two IT start-up
firms, the authors attempt to explain how these firms maintain
flexibility in resources by using network mode of organisation,
so that they can avoid strategic rigidity and craft strategies
that are suited to the high velocity environment. |
Own
up the Ownership
In the age when human capital is being recognised as the most
important asset of an organisation, corporate culture can
become an important organisational developmental tool. Ownership
culture
implies a leadership philosophy that helps to communicate
effectively with the customers and employees, develop effective
teams throughout the organization, and design business systems
that support and
enhance empowerment, and help crystallize the vision for the
business, reveal Robert M. Blonchek and Martin F. Ó
Neill.
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Yawning
culture gaps and IT usage
Significantly different issues need to be considered when analyzing
the introduction and use of IT in countries with cultures far
removed from those in the economically advanced Western World.
With the help of four real-life case studies, Geoff Walsham
highlights the reasons for failure of westernised IT systems
in radically different cultural environments. The authors explains
the need to understand the local cultures inside out and design
IT systems that address the peculiarities of such cultures.. |
Strategies
for succeeding in the Information Economy
In order to survive in the network economy, managers must understand
it’s wide-ranging dimensions and its influence on their
business, explains Manoj Khatri. The author draws from industry
examples on how to develop value-maximizing pricing strategies,
plan product lines of information goods, manage intellectual
property rights, understand the strategic implications of lock-in
and switching costs, recognize and exploit the dynamics of positive
feedback and evaluate compatibility choices and standardisation
efforts. . |
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The
Strategic Tightrope Walk
It is crucial for organisations to keep pace with the rapid,
unpredictable change occurring in the business environment.
Organisations that manage change compete effectively, contend
Shona L. Brown and Kathleen M. Eisenhardt. The authors spell
out the "competing on the edge" strategy that blends
together the three levelsof change, namely, reacting, anticipating
and leading change.. |
“We
want to demystify India”
Jakob Sorensen, MD of Maersk Logistics India Limited throws
light on the increasing importance of logistics in the Indian
Industry. He speaks about industry standards, future prospects
and strategies for surviving in the complex Indian Market. He
also reveals his organization's solid plans for India and charts
the course for the same. |
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EVA
at Godrej
Implementing EVA was both a challenging and rewarding experience
for GCPL, says Reeta Gupta in this case study. The author studied
the GCPL experience in detail, enumerating the concerns before
and after EVA implementation. A SWOT analysis and detailed calculations
substantiate the company's experience with EVA.. |
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