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
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Silvio M. Brondoni, 2003. "Network Culture, Performance & Corporate Responsibility," Symphonya. Emerging Issues in Management, University of Milano-Bicocca, issue 1 Corpora.
- Daniela Salvioni, 2002. "Transparency Culture and Financial Communication," Symphonya. Emerging Issues in Management, University of Milano-Bicocca, issue 2 Corpora.
When requesting a correction, please mention this item's handle: RePEc:sym:journl:77:y:2005:i:2. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Niccolo Gordini)
If references are entirely missing, you can add them using this form.