Referent tracking for corporate memories

For corporate memory and enterprise ontology systems to be maximally useful, they must be freed from certain barriers placed around them by traditional knowledge management paradigms. This means, above all, that they must mirror more faithfully those portions of reality which are salient to the workings of the enterprise, including the changes that occur with the passage of time. The purpose of this chapter is to demonstrate how theories based on philosophical realism can contribute to this objective. We discuss how realism-based ontologies (capturing what is generic) combined with referent tracking (capturing what is specific) can play a key role in building the robust and useful corporate memories of the future

Window on Western, 2006, Volume 12, Issue 03

https://cedar.wwu.edu/window_on_western/1034/thumbnail.jp

Microsoft’s renewal : the effect a new CEO can have on strategic change and firm performance

Organizations are challenged by a dynamic, fast-changing environment in most of the industries, often driven by continuous technological innovations. Many companies, and their CEOs struggle in adapting to the new reality and its requirements. To face these challenges, companies have to transform, and need to implement strategic, organizational, and cultural change to stay competitive and profitable. Scholars have investigated not only the reasons for strategic change, but also the effect a CEO has on strategic change and firm performance, as well as the relevance of a CEO’s personality and management style in leading the change process. To demonstrate a real-life example of these theories, I selected the case about Microsoft’s CEO, Satya Nadella. The case intends to demonstrate a strategic reorientation of a global market leader in the tech industry, coming along with a new CEO. Many different changes were implemented in just a short period of only four years, without the company facing a real crisis. The strategic renewal Nadella initiated can be considered as a role model for the need of strategic flexibility as CEO to successfully implement changes. The case clearly illustrates, that Nadella used dynamic managerial capabilities for the transformation of Microsoft, which can be considered as being successful so far. This shows, that he as new CEO had an effect on strategic change and firm performance under rapidly changing environmental conditions. Additionally, Nadella is an example of how his personality influences the way he leads this process of transformation.As empresas são desafiadas por um ambiente dinâmico e volátil na maior parte das indústrias, que é, por sua vez, impulsionado principalmente por contínuas inovações tecnológicas. Muitas empresas e os seus respetivos líderes lutam diariamente para se adaptarem a novas realidades. Para enfrentar esses desafios, as empresas precisam não só de se transformar, mas também implementar mudanças estratégicas, organizacionais e culturais para se manterem competitivas e lucrativas. Os investigadores procuraram não apenas as razões para a mudança estratégica, mas também o efeito que um CEO tem na mudança estratégica e no desempenho da empresa, bem como a relevância da personalidade e do estilo de liderança deste na condução do processo de mudança. Para demonstrar um exemplo real dessas teorias, selecionei o caso do CEO da Microsoft, Satya Nadella. O caso pretende demonstrar uma reorientação estratégica de um líder de mercado global na indústria tecnológica, com um novo CEO. Muitas mudanças foram implementadas em apenas quatro anos, sem que a empresa enfrentasse uma crise real. O caso de Nadella e da renovação estratégica que ele iniciou podem ser considerados como um modelo para a necessidade de flexibilidade estratégica para implementar mudanças com sucesso, não apenas como empresa, mas também como CEO. O caso ilustra claramente que Nadella foi dinâmico o suficiente para levar a cabo a transformação da Microsoft, que pode, até agora, ser considerada bem-sucedida. Este facto mostra que Nadella, como CEO, tem um efeito sobre a mudança estratégica e o desempenho da empresa num ambiente externo em constante mudança

Montana Business Quarterly, Fall 2018

This is an academic publication produced by the Bureau of Business and Economic Research (BBER) at the University of Montana’s College of Business. This is volume 56, number 3.https://scholarworks.umt.edu/mtbusinessquarterly/1235/thumbnail.jp

Oregon Quarterly : 2022, Vol. 102, No. 1 (Autumn)

52 pagesFeatured: New Hope, and a New Profession: The Ballmer Institute for Children’s Behavioral Health is poised to address the mental health crisis facing youth / by Alice Callahan -- Bright Green Future: The launch of the Oregon Center for Electrochemistry heralds a focus on alternative energy underpinned by research, industry collaboration, and career readiness / by Ed Dorsc

Taking the paper out of news: A case study of Taloussanomat, Europe's first online-only newspaper

Using in-depth interviews, newsroom observation, and internal documents, this case study presents and analyses changes that have taken place at Finnish financial daily Taloussanomat since it stopped printing on 28 December 2007 to focus exclusively on digital delivery via the Web, email, and mobile. It reveals the savings that can be achieved when a newspaper no longer prints and distributes a physical product; but also the revenue lost from subscriptions and print advertising. The consequences of a newspaper's decision to go online-only are examined as they relate to its business model, website traffic, and editorial practice. The findings illustrate the extent to which the medium rather than the content it carries determines news consumption patterns, show the differing attention a newspaper and its online substitute command, and reveal the changes to working patterns journalists can expect in the online-only environment