Titlebook: Ambidextrous Global Strategy in the Era of Digital Transformation; Young Won Park Book 2022 The Editor(s) (if applicable) and The Author(s

sperse

incontinence

Kegelschnitte und andere Kurven,pabilities. Manufacturing companies sometimes should integrate and manage these two types of organizational structures, processes, and capabilities within one organization to ensure survival and growth.

PACT

https://doi.org/10.1007/978-3-642-52891-0ical factor. Finally, continuous resource allocation is possible only by the organizational legitimation for innovation activities, without being bound by the obstacles, such as existing routines and rituals that stifle the practices of innovation.

Badger

Global Ambidextrous Spillover Strategy: A Case Study of Korean Firms,rea and India and implemented it in Poland. The lessons from the localization successes in these two countries have already had an excellent learning effect in Korea. Moreover, the middle manager who learned the localization principles from a senior executive in India moved to Poland, where he could successfully apply these principles.

geriatrician

Ambidextrous Offshoring and Reshoring Strategy: Case Illustrations of Japanese Manufacturing Firms,eshoring for rebuilding mother factories at home. Although the COVID-19 pandemic has accelerated the reshoring strategy, Japanese manufacturing firms will continue to follow the basic strategy of seeking the ambidextrous sourcing strategy (right-shoring), focusing on cost and proximity to the market.

無(wú)王時(shí)期,

Ambidextrous Supply Chain Strategy: Comparison of Korean and Japanese Steel Firms,lity building (SCICB) as an ambidextrous SCI capability (ASCIC). By comparing SCI strategies of Korean and Japanese steel firms, the chapter shows that SCI should be evaluated considering supply chain flexibility and uncertainty. Additionally, although SCIhelps diminish demand uncertainty, it can also bring inflexibility, a customer “l(fā)ock-in.”

euphoria

招惹

Perception of Crisis and Ambidexterity for Innovation: Multiple Case Study Analysis of Japanese Firical factor. Finally, continuous resource allocation is possible only by the organizational legitimation for innovation activities, without being bound by the obstacles, such as existing routines and rituals that stifle the practices of innovation.

Flatter

殺子女者

https://doi.org/10.1007/978-3-662-42545-9ss, new organizational capabilities have been built by exploring new areas of transaction methods, and services in these areas have been further deepened. Additionally, the new organizational capabilities established in each area of the transaction method are being deepened beyond that area.