Essays on Strategic Environmental Scanning and Organization Performance Assignment

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The paper "Strategic Environmental Scanning and Organization Performances a great example of a Business Assignment. Ivey, (2015) the driving force on the TriCiclos Business model lays its foundation from the founder who believed that one should live up for something. The business model entailed awareness creation in reference to disposal and consumption behaviors. Also, the model did come up with highly intricate waste recycling, transportation, and classification network. The company’ s model did look beyond waste recycling as it went further, to change the society’ s behaviors and actions in reference to waste management. Qn1b). Reasons behind TriCiclos’ s Business model effectiveness Ivey, (2015) the pioneers of the company, did look beyond the norm waste disposal and recycling strategies employed by other organizations.

The company did put in place strategic planning measures that did not only selfishly look into the company’ s interest but the broad Chilean interests as it made some profits. The firm also, did partner with other stakeholders, most importantly to align its goals with the governmental goals in Chile. This is so as the article argues that for five years the company, had touched the lives of many Chileans and gained Chilean’ s government support.

Partnering with the government not only ensure incentives, but also popularity. An example according to the Schwab Foundation for Social Entrepreneurship, (2013) is demonstrated by Protoplast firm in Senegal which re-sells, recycles, and collects waste in Senegal. Partnering with national government and ensuring a broad-based framework steers dialogue fundamental in addressing Senegal’ s development. Ivey, (2015) this same aspects explain efficiency in TriCiclos firm as it partnered with the Chile government. Using 53 recycling centers installed nationwide, “ puntos limpios which meant, clean spots the company gained popularity.

Also, the company did partner with mega enterprises such as Walmart, Coca-Cola, and Unilever to increase gaining more strength from firms battling with waste recycling and successes in their activities. Qn1c). How is it different from or the same as for-profit companies that have a corporate, social responsibility, or a sustainability strategy? Ivey, (2015) like, other waste recycling plants, the TriCiclos did recycle waste and also did look forth to make profits like any other profit-maximizing company. However, the firm did so differently. From its initiation the company aimed at making a real positive impact on the society and the people the company served.

Adopted from TriCycles, TriCiclo's name did refer to the triple bottom line concept which focuses on the environment, society, and economic protection while making profits. The TriCiclos mission, unlike other many CSR organizations, did focus on ensuring sustainability is contagious. In attaining this, unlike many for-profit making waste recycling firms, the company did work from the society level by educating the community in modalities of solving the waste problems. Further, TriCiclos did look forth to empower the producer and the consumer’ s behavior to ensure they understood the footprint consequence of using and disposing of various materials. Qn2. Schein’ s Model versus TriCiclos culture and competitive advantage Raduan, Jegak, Haslinda, & Alimin, (2009) it is in the heart of strategic management pursuit to understand competitive advantage though, yet to gain a straight forward definition.

According to the Resource-Based View theory, the drivers and fundamental sources to firm’ s superior performance and competitive advantage are linked with their costly-to-copy and valuable capabilities and their resources attributes. Assuming that strategic resources are distributed across firms heterogeneously, and they remain stable for a period the link between sustained competitive advantage and firm resources is plausible to explain.

To generate a competitive advantage, a firm can be explained using four main empirical indicators. They are non-substitutability, inimitability, awareness, and value. According to Madu, (n. d.) confronting leaders have a key responsibility in creating and maintaining encouraging and rewarding organizational characteristics collectively. In sustaining competitive advantage and performance, organizational culture is one of the key player components which is also seen as a steer of a small company to becoming a great company.

Schein's theory defines the organizational culture at three levels.

References

AVINA, (2010). Sustainable Recycling. Annual report. Retrieved 12/5/2016 from, http://www.informeavina2010.org/english/reciclaje.shtml.

Babatunde, B.O. & Adebisi, A.O. (2008). Strategic environmental scanning and organization performance in a competitive business environment. Economic Insights, 64 (1): 24-34.

Birknshaw, J., Ghoshal, S., Markides, C., Stopford, J. & Yip, G. (eds) (2003). The Future of the Multinational Company. John Wiley & Sons Ltd.

Department for International Trade, (2015). Guidance Overseas Business Risk-Brazil. Gov.UK. Retrieved 12/5/2016 from https://www.gov.uk/government/publications/overseas-business-risk-brazil/overseas-business-risk-brazil.

Harrison, A. (2011). International Entry and Country Analysis. A lecture programme delivered at the Technical University of Kosice, UK.

Ivey, R. (2015). Triciclos: The Challenge of Scaling Recycling in Latin America. Richard Ivey School of Business Foundation.

Madu, B.C. (n.d.). Organization culture as driver of competitive advantage. Journal of Academics and Business Ethics, pp1-9.

Porter, M.E. (n.d.). Shared Value in Chile: Increasing Private Sector Competitiveness by Solving Social Problems. Chile Full Report.

Raduan, C.R., Jegak, U., Haslinda, A. & Alimin, I.I. (2009). Management, strategic management theories and the linkage with organizational competitive advantage from the Resource-Based View. European Journal of Social Sciences, 11(3):403-417.

Schawb Foundation for Social Entrepreneurship, (2013). Breaking the Binary: Policy Guide to Scaling Social Innovation. Retrieved 12/5/2016 from, http://www3.weforum.org/docs/WEF_Breaking_Binary_Policy_Guide_Scaling_Social_Innovation_2013_2604.pdf

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