Corporate Responsibility and Hypercompetition. The IKEA Case
The rapid changes caused by growing complexity, accelerating technological innovation and globalisation, have driven companies to play a precise economic social role. Hypercompetition implies a substantial change in a company's strategic objectives: every advantage gained over the rivals is rapidly imitated and surpassed. Hypercompetition needs from the company the ability to control simultaneously: costs and quality; timing and know-how; strengths and weaknesses; financial resources. Following the expansion of its target market which has become global, a company often adopts a network structure. The network requires the activation of relations with local interlocutors and presupposes a coordinated system of values inside the organisation.
References listed on IDEAS
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- Daniela Salvioni, 2002. "Transparency Culture and Financial Communication," Symphonya. Emerging Issues in Management, University of Milano-Bicocca, issue 2 Corpora.
- Silvio M. Brondoni, 2003. "Network Culture, Performance & Corporate Responsibility," Symphonya. Emerging Issues in Management, University of Milano-Bicocca, issue 1 Corpora.
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