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An Integrative Perspective: How business function integration can foster a…
An Integrative Perspective: How business function integration can foster a culture of innovation and shared value creation leading to long-term organisational success (1)
Finance
#
#
Capital/‘Liquidity’
Financial Reporting
Value
Shareholders/customers
Short/medium-term
:red_cross:info = :red_cross: decisions
Market analysis
Marketing
[
#
Relationship/Internal :star:
Branding
Marketing Mix
Segmentation/Targeting/Positioning
Ethics
-
BOP
+
CSR
Measuring crisis/success
Purpose/mission
HRM
#
#
Employment Relations
+
Employers
Bottom-line/productivity >
International labour
'High-involvement management'
-
Employees
Inequality/instability
'Two-speed market'
Global isation
-
Pressures
Fiscal-policy
+
Learning
Democracy
Operations
#
Product/Service/processes design
International
+
££ <
-
'Standardise vs specialise' :warning:
Risks/Responsibilities :red_flag:
Quality/Improvement
Strategy
KPI's
Leadership
#
#
#
#
Motivation
'Golden-circle'
Two-factor
Leadership vs Management
Culture
-
Language :forbidden:
+
Multiculturalism
Gender
+
Diversity > ££
-
Gender-gap
Change Management
#
Sustainability
Strategy
+
Bottom-up
Consultative :check:
-
Communication :no_entry:
Top-down
Long/short-term
Self-sustaining
':fire: platform'
Business Politics
#
Stakeholder analysis
Astuteness
Values/interests/power dynamics
Short/Long-Term Success
#
Innovation
'Creative destruction'
Time
Cycles/circles
Product/Business
Virtuous/Vicious
CSV
#
'Collective Impact' :star:
Competitive advantage :check:
Societal issues :check:
Value Players
-
Agendas :warning:
+
Innovation
Individuals/organisations
Organisational Context
#
Internal/glocalisation
Customers/stakeholders :silhouettes:
Competition :checkered_flag:
PESTLE factors
External/globalisation
Infrastructure
Resource
Objectives
SCM
-
Sustainability/CSR :recycle:
Imbalances :warning:
'Bullwhip effect' :red_flag:
Vertical strategy
+
Outsourcing/off-shoring > ££
Partnerships/interrelationships :silhouettes:
Optimisation
City Leadership
Managerial/political/civic/business
Business/social/economic >
GTE
#
+
Labour
'Global village'
Goods/services
Information
£££
-
Coalitions
Political instability :red_flag:
Tarrifs/barriers >
'Trade losers' :warning:
Convergence/Divergence
#
+
Innovation networks :silhouettes:
Global culture/trends
-
'glocal/global' ÷
Consumer behaviour :red_cross: :check:
Innovation
#
#
+
'Global knowledge'
Organisational Culture :check: :red_cross:
Holistic
-
STEEPLE restrictions
Relativism
Economic Environment
Macro-micro
Business cycle
Foreign labour
Expansion
Outsourcing
Financial flows
Corruption :red_flag:
Tax/Forex
Restrict GTE :red_flag:
Public/Not-for-profit's
#
Private vs Public value
Quasi-market
Competition/Choice
Note 1a
Note 2
Note 3
Note 4
Note 5
Multi-functional integration = problem solve + CSV/innovation = long-term success + £££ + competitive advantage + growth
Note 6
Note 6:
Information/Formalisation
Note 7
Notes 7, 8, 19:
People/Information = CSV
Note 1a
: People/Information/Formalisation
Notes 2, 9:
People/Information/Formalisation/Centralisation
Notes 3, 11, 13:
People/Information/Formalisation
Note 8
Notes 4, 5, 9, 10, 12, 14, 15, 16, 17, 18:
People/Information/Centralisation
Note 9
Note 9
Note 10
Note 11
Note 12
Note 13
Note 14
Note 15
Note 16
Note 17
Note 18
Note 19
Note 1
: All ideas based on materials from Open University, (2017-18) B207 Blocks 1-3