This study elaborates that the economic growth of a country depending on not only the business performance of the investor owned firms （IOFs）, but also the business surplus of the cooperative organizations （Co-ops...This study elaborates that the economic growth of a country depending on not only the business performance of the investor owned firms （IOFs）, but also the business surplus of the cooperative organizations （Co-ops）. The policy maker should have the level of understanding and competence to blend five different factors related to organizational structure and business model of the Co-ops and the IOFs to the five similarities factors on the managerial approach of them into one marked. The study investigated five similarities factors and included into a conceptual structural model with its six measurement models, economic growth model, general national factor model, market and industry factors model, Co-ops/IOFs opportunities/threat model, Co-ops/IOFs strength /weakness model, and lastly the Co-ops/IOFs firm dynamic/active： sales, profit, and lost model. Reliability of the six similarities measurement models was tested by the Delphi technique with a sample of 33 respondents. The study found that, apart from the six measurement models, it also has two intervening factor variables that will reduce the power and magnitude of the economic growth which will come from mismanagement of policy maker： These factors are the different in intemational culture among countries, and the global warming and natural disaster from the excess consumption and excess production. These selfish, competition and economic greedy of people will lead to economic, social, and natural disaster problems. To reduce the socioeconomic disadvantages and global disaster, board＇s committee, and Co-ops manager as well as chief executive officer （CEO） of the IOFs must have a good understanding on these five similarities factors. Appropriate management of these five similarities factors will lead the firms to reach their high managerial efficiency, customer value, firm value, and finally economic growth.展开更多
This paper focuses on cultural influences on the effectiveness of organizational processes in companies. At this time, there is a predominant emphasis on culture-related differences of processes and workflows in compa...This paper focuses on cultural influences on the effectiveness of organizational processes in companies. At this time, there is a predominant emphasis on culture-related differences of processes and workflows in companies in the main body of articles on cross-cultural management research. This paper proposes an extension of these research efforts in that case that the different efficiencies of these processes, resulting from cultural influences, should be examined in more detail. Based on the beginnings of organizational theory and with practical examples, it has been already verified that cultural influences shape organizational structures as well as organizational processes. This kind of fact should lead to the assumption that these cultural influences should also create differences in their efficiency, depending on what kind of culture the companies are. These differences in efficiency can be regarded as opportunities for success from which further competitive advantages can be derived. As that the examination of differences in efficiency of processes is still a rarity in the field of cross-cultural management research this should be developed further.展开更多
文摘This study elaborates that the economic growth of a country depending on not only the business performance of the investor owned firms （IOFs）, but also the business surplus of the cooperative organizations （Co-ops）. The policy maker should have the level of understanding and competence to blend five different factors related to organizational structure and business model of the Co-ops and the IOFs to the five similarities factors on the managerial approach of them into one marked. The study investigated five similarities factors and included into a conceptual structural model with its six measurement models, economic growth model, general national factor model, market and industry factors model, Co-ops/IOFs opportunities/threat model, Co-ops/IOFs strength /weakness model, and lastly the Co-ops/IOFs firm dynamic/active： sales, profit, and lost model. Reliability of the six similarities measurement models was tested by the Delphi technique with a sample of 33 respondents. The study found that, apart from the six measurement models, it also has two intervening factor variables that will reduce the power and magnitude of the economic growth which will come from mismanagement of policy maker： These factors are the different in intemational culture among countries, and the global warming and natural disaster from the excess consumption and excess production. These selfish, competition and economic greedy of people will lead to economic, social, and natural disaster problems. To reduce the socioeconomic disadvantages and global disaster, board＇s committee, and Co-ops manager as well as chief executive officer （CEO） of the IOFs must have a good understanding on these five similarities factors. Appropriate management of these five similarities factors will lead the firms to reach their high managerial efficiency, customer value, firm value, and finally economic growth.
文摘This paper focuses on cultural influences on the effectiveness of organizational processes in companies. At this time, there is a predominant emphasis on culture-related differences of processes and workflows in companies in the main body of articles on cross-cultural management research. This paper proposes an extension of these research efforts in that case that the different efficiencies of these processes, resulting from cultural influences, should be examined in more detail. Based on the beginnings of organizational theory and with practical examples, it has been already verified that cultural influences shape organizational structures as well as organizational processes. This kind of fact should lead to the assumption that these cultural influences should also create differences in their efficiency, depending on what kind of culture the companies are. These differences in efficiency can be regarded as opportunities for success from which further competitive advantages can be derived. As that the examination of differences in efficiency of processes is still a rarity in the field of cross-cultural management research this should be developed further.
