Text
From Global to Metanational : How companies win in the Knowledge economy
Winning in the knowledge economy demands a fundamental change in the way traditional multinational organizations function. It will not be enough to focus on operational efficiency. It will also not be enough to designate existing countries or global business units as ?centers of excellence? or ?strategic leaders? for a business unit or product line. Metanational companies operate on a new paradigm. They do not derive their competitive advantage from their home country, or from a set of national subsidiaries. Metanationals view the world as a global canvas dotted with pockets of technology, market intelligence, and capabilities. They see untapped potential in these pockets of specialist knowledge scattered around the world. By sensing and mobilizing this scattered knowledge, they are able to innovate more effectively than their rivals. Unlike most of today?s multinationals, metanationals do not try to prosper by sharing knowledge and best practices across the world. Instead, metanationals look for untapped pockets of knowledge around the world. They focus on connecting and leveraging dispersed pockets of knowledge. The winners in the knowledge economy must be able to get ahead of their competitors at three different levels. The first level of competition is the race to identify and access new and relevant technologies, competencies and knowledge of lead markets emerging in locations dotted around the world. The second level of competition is about the effectiveness and speed with which companies can connect these globally scattered pieces of knowledge and use them to create innovative products, services, and processes. The third level of global competition is about optimizing the efficiency of the global sales, distribution, marketing, and supply chain to leverage these product, service, and process innovations across global markets rapidly and cost-effectively. To build metanational advantage, a company needs to be good at sensing, mobilizing and operationalising. Sensing: A successful metanational, must be good in identifying new sources of relevant technologies, competencies, and understanding about leading-edge customers. This means learning how to sense and process this complex knowledge into a form that the corporation can use efficiently. Building new sources of competitive advantage requires a sensing network that can identify innovative technologies or emerging customer needs that competitors have overlooked. 2 Mobilizing: A successful metanational needs a set of structures to translate new knowledge into innovative products or specific market opportunities. It must be able to mobilize knowledge that is scattered in pockets around the corporation and use it to develop new products and services. Operationalizing: Once a new product, service, or business model has been pioneered, its profit potential must be exploited. This means scaling up the supply chain, improving efficiencies, making incremental improvements, and engineering local adaptations. Here, the emphasis is on efficiency, flexibility and financial discipline. Challenges in the knowledge economy According to Yves Doz, Santos and Williamson, the new knowledge economy presents fundamental challenges for traditional multinational companies: ? Global spread is no longer a distinctive competitive advantage. ? A single national market no longer leads in most industries. The ?lead? customers, whose emerging needs drive innovation, are no longer in a single sophisticated market either. ? Valuable knowledge is increasingly scattered. ? Valuable knowledge is sophisticated, sticky and deeply embedded in distant and unfamiliar environments. The fact that new technologies and competencies are emerging in nontraditional locations opens new sources of differentiation for companies able to discover, access, and leverage their knowledge ahead of their competitors. Since new competencies and consumer needs emerge in complex, subtle bundles of knowledge, the competitive advantages built using them are difficult to imitate. Therefore, multinationals that become successful international brokers of complex knowledge will enjoy robust and sustainable sources of advantage.
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| Tan 658.403 8 Doz f | PSB lt.dasar - Pascasarjana | 1 |
| Penerbit | Boston Harvard Business School Press., 2001 |
|---|---|
| Edisi | - |
| Subjek | Knowledge management Organizational learning International business enterprises management |
| ISBN/ISSN | - |
| Klasifikasi | - |
| Deskripsi Fisik | - |
| Info Detail Spesifik | - |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas | Tidak Ada Data |