Post by account_disabled on Mar 6, 2024 3:43:53 GMT
Interesting analysis by IESE professor Pinar Ozcan on the importance of the web 2.0 phenomenon in companies, especially given their constant need to attract new talent and ensure a professional career for their workers (surely, two sides of the same coin). According to The Slogan article, her starting premise is clear: more networking, please. beneficial company connections Managers, students, job applicants, artists, writers... everyone knows how important networking is to build a professional career. And what about the companies themselves? The company - especially the entrepreneurial one - is not self-sufficient: the associations and connections it establishes can determine its prospects for success. That is, your network or “portfolio of alliances” has a lot of influence. In this regard, Ozcan points out in "What Networks do to Companies and what Companies do to Networks: Evolution of Alliance Portfolios in Networked Markets" how some companies are developing partnership programs with other companies to create virtuous and solid circles that confer new attributes to their personnel policy.
Alliance portfolios bring many benefits to companies; from resources, economies of scale and innovation to greater credibility and a greater ability to cope with environmental uncertainty. And as with practically everything in the business world, competition is essential: alliances formed by one company affect those formed by others. Are all alliances valuable? In most cases yes, but not all are the same. For example, the Industry Email List Topmobile firm developed a solid network of alliances with operators, mobile manufacturers and brands in the sector; the result? dominates part of the mobile games market in a clear example of a virtuous circle. Alliance portfolios change in three main ways: strong ties create a virtuous cycle that facilitates further network development, while firms lacking strong ties are trapped in a permanent vicious cycle; Virtuous cycles can further strengthen companies if they follow "resource dependency strategies," and portfolio changes generally coincide with other changes in the company, such as "new financing, going public, and media coverage of the games.
This knowledge affects the company at three levels: company, portfolio and network. When alliance portfolios grow, weaken or change, changes also occur in the company: it is the consequence of an interdependent or "networked" market. Companies may grow, improve their market position, obtain new financing or greater press coverage; or, on the contrary, they struggle to maintain their position in the market or even survive. Ultimately, whether for better or worse, companies grow or decline based on (and alongside) their portfolios. Furthermore, in the final days of the campaign, with a budget surplus of no less than 100 million dollars, he contracted 30 minutes of prime time television space on the main national and cable networks where he appeared speaking directly to the camera, sitting in a table in the kitchen of a couple of voters and accompanied by people, or at a rally that was taking place at that time in Florida. His objective was, without a doubt, to buy advertising space that would position him in the minds of the audience as the virtual president of the country.
Alliance portfolios bring many benefits to companies; from resources, economies of scale and innovation to greater credibility and a greater ability to cope with environmental uncertainty. And as with practically everything in the business world, competition is essential: alliances formed by one company affect those formed by others. Are all alliances valuable? In most cases yes, but not all are the same. For example, the Industry Email List Topmobile firm developed a solid network of alliances with operators, mobile manufacturers and brands in the sector; the result? dominates part of the mobile games market in a clear example of a virtuous circle. Alliance portfolios change in three main ways: strong ties create a virtuous cycle that facilitates further network development, while firms lacking strong ties are trapped in a permanent vicious cycle; Virtuous cycles can further strengthen companies if they follow "resource dependency strategies," and portfolio changes generally coincide with other changes in the company, such as "new financing, going public, and media coverage of the games.
This knowledge affects the company at three levels: company, portfolio and network. When alliance portfolios grow, weaken or change, changes also occur in the company: it is the consequence of an interdependent or "networked" market. Companies may grow, improve their market position, obtain new financing or greater press coverage; or, on the contrary, they struggle to maintain their position in the market or even survive. Ultimately, whether for better or worse, companies grow or decline based on (and alongside) their portfolios. Furthermore, in the final days of the campaign, with a budget surplus of no less than 100 million dollars, he contracted 30 minutes of prime time television space on the main national and cable networks where he appeared speaking directly to the camera, sitting in a table in the kitchen of a couple of voters and accompanied by people, or at a rally that was taking place at that time in Florida. His objective was, without a doubt, to buy advertising space that would position him in the minds of the audience as the virtual president of the country.