By Jeremy Kourdi
Poised to be the catalyst for enterprise luck, this choice of nice principles presents the gas for firms of all sizes to create worth and good fortune. a few of the greatest company names provide their fire-tested suggestions, observed through suggestion on using their feedback to diverse company occasions. The simplicity and tool of the guidelines stumble upon no matter if readers are beginning a brand new company or seeking to pump a few lifestyles into an current association. fast paced and stimulating, it is a uncomplicated yet almost certainly strong ebook for these looking thought and that new killer application.
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Extra resources for 100 Great Business Ideas: From Leading Companies Around the World (101 . . .)
On the other hand, within migrant communities, interpersonal networks may straddle national boundaries, and multinational small businesses are thus associated with the scattered communities of expatriate Indians and Chinese across the Asia Pacific. Community-based networks Spatial containment within a specialised industrial district is the defining characteristic of this network type. Social networks and family business are a component of spatially embedded networks, but these are reinforced by integration through intermediary organisations that share the strong affinity to the particular locality.
Two main answers have been provided to these questions (Orrù 1996: 219). One set of answers emphasises the cultural and institutional origins of network structures. As discussed above, networking is shaped by trust. While trust is ultimately a matter of individual negotiation, which permits the possibility of change, historical experiences and inherited social structures are generally seen to exert significant influence over the extent and form of trust existing in any region. Consequently, as well as the importance of networks as a micro-level component of business performance, the form that trust takes and the types of networking this encourages are crucial distinguishing features of ‘business systems’ (see Chapter 2) (Whitley 1992a; 1992b).
Cultural inheritance can introduce a degree of place-specific ‘stickiness’ to networks, but generally there is great capacity to learn new organisational practices. More significant sources of stickiness may arise from the unwillingness to accept the social conditions for certain networks (for example, social uniformity, acceptance of family role or residential 24 Introduction immobility) as well as the absence of economic opportunity to transfer the network practices to alternative business contexts.
100 Great Business Ideas: From Leading Companies Around the World (101 . . .) by Jeremy Kourdi