One subsystem, organizational culture, directly impacts and plays a vital role in regards to the functioning and well being of an organization. Organizational culture, as defined by Schein, is a:
(…) pattern of shared basic assumptions that the group learned as it solved its problems
of external adaptations and internal integrations that has worked well enough to be
considered valid and, therefore to be taught to new members as the correct way to
perceive, think, and feel in relation to those problems” (as cited in Guzman, Stam, &
Stanton, 2008, p. 34).
Therefore, IT managers must consider that organizational culture is ...view middle of the document...
The five companies that participated were Better Place, Nike, Rio Tinto, General Electric, and Wal-Mart.
The technology developers at Better Place facility located in Palo Alto, California international company’s vision were to incorporate electric battery-charging and battery-switching filling stations for electric cars. Better Place outsourced their work to areas that were already utilizing the electric cars which was a process oriented framework. It consists of technological and economical processes that are performed in order to do business, Stylianou & Temizkan (2009). The use of IT in the value chain enhances the value-creating potential for Better Place. Israel which wants all new cars to be electric by 2020, Denmark who is dedicated to downsizing carbon emissions by 21% by 2012, and the city of Cogenhagen with a speedy consumption of electric recharging stations, (Berns, M., Townsend, A., Khajat, Z., Bagopal, B., Reeves, M., et al. (2009)., are in the operational process phase actions referring to “doing of business.”
Competitive force that influenced Better Place Company would be the demand for the electric filling stations. This particular product is not high in demand therefore it does not have as many buyers waiting to purchase the item for consumption. Not being high in demand not only affects the manufacture but it also has an effect on the customers.
Nike management implemented a zero waste/toxic goal. This objective was put into operation because of the concerns that the customers had about where the manufactured goods came from and the amount of misused materials to make a pair of shoes. Nike was wasting $700 million a year in materials. (Berns, M., Townsend, A., Khajat, Z., Bagopal, B., Reeves, M., et al. (2009). Assisting with the zero waste/toxic goals the following associates were brought in: BASF, DuPoint and Dow. The team’s analysis of the data and expertise within each member’s field contributed to the complete information and data collection, thereby allowing its members to have full confidence in their data and analysis.
Outsourcing played a major role in Nike competitive force. Nike understood that they needed to bring in consultants to help modify production. Transformation effect used by Nike to outsource other companies to assist in reinvention of the Nike shoe process by streamlining the shoe cut which resulted in a reduction of misuse of materials. Now that there is a cost advantage, Nike design of the shoes which was changed in order to reduce manufacturing cost has also improved the quality to help Nike make a profit. NetMBA. (2011).
Rio Tinto a mining industry has been tasked with creating economic opportunities “social license” in the community of Madagascar. The community as a whole is not pleased on seeing another operation destroying their district. Majority of the island had already been demolished from farming; grazing and charcoal production. (Berns, M.,...