The aim is to create a formal business report that would help managers in very practical ways to develop an organisational learning strategy for operating effectively with local staff to set up a viable operation in your country. Consider the areas and organisational learning concepts you have covered throughout the module, for example, the creation of organisational knowledge, social contexts and processes, learning in networks, multinational networks, learning through strategic alliances, and barriers to organisational learning.
This paper deals with the differences from the conventional model of the organizational learning and provides the information on the international organization that is about to expand their operation in another country. It presents the differentiation between the conventional model of organization and the learning strategy and other processes prevalent in the host country.
Due to the competitive marketplace, various situation are faced by the organization when they enter a new market or new country or any specific region as the host country, and it’s economic, social, and political, and the business environment is overtly different when compared to the home country. The organization has to assess the source of competitive advantage, and the learning processes that take place in the host country must be understood clearly. Further, it is essential for the organization to evaluate the barriers to the organizational learning and the rules and regulations of the host country (Renzl, 2006). The domestic strategy for business is different from the international business strategy regarding legal and political issues, cultural differences between the host country and the international market. The difference in the marketing infrastructure and the trade restrictions are some other factors that influence the expanding operations of the company. A famous company like Nestle has mentioned that their host country i.e. Switzerland lacks various natural resources, and therefore this factor forces the company to trade in other countries. When survival is at stake, International rivalry may not be the matter of choice. Though, only businesses with previously substantial market share along with international experience can expand successfully. (R. King, 2009)
Fashion for you is a retailer company with its base in London. It was established in 2000 and mainly deals with retailing of a range of product lines for men, women and children. The company believes in providing the product range at a reasonable price to the customers making it affordable for the customers. The major revenues are generated especially in the women clothing section. The company has various stores in London and all over the UK.
Now the company wishes to expand its business further and want to reach out to the international market as well. Owing to success in the host country it wishes to expand itself regarding resources, market size, and the opportunities. The company needs to understand the difference between the conventional models of the organizational learning and the learning processes and strategies of the Middle East that is where the company wishes to enter. (Firestone & McElroy, 2004)
The company needs to evaluate their trends and characteristics just like Chinese manufacturing firms that evaluated their characteristics while entering other economies. The company needs to go through the DLA Piper Retail Sector Group that delivers advices on the legal matters and in-depth knowledge of the retail industry in the Middle East. DLA Piper has advised various companies that wished to operate their business in Middle East. The company needs to understand the business processes that are essential for operating the retail industry of UAE thereby providing cost effective solutions. The company can study the various international companies that operate in the Middle East and their entry level, M&A, franchising, Brand intellectual protection, employment etc. The company needs to go through the licensing regulations of the Middle East and the diffusion of the operation manuals. The company needs to collect the information on the labour employment and related laws, land use, foreign investment and taxation. Company needs to research the ad hoc general employment data, employment contract and its basis with respect to the immigration issue and the working arrangements in Middle East. Further, the transfer of a quality staff from London to the Middle East and further the company can take advices from the implications of the UK Bribery ACT with respect to the consultant’s dealings in the Middle East. The company should equip thorough retailer agreement and should identify the areas of the potential issues and compile data as per the relevant local laws, practices and regulations of Middle East.
The intention of this research study is to establish the difference between the conventional models of the organizational learning and the learning processes and strategies of the country where the company wishes to enter covering the creation of organizational knowledge, social contexts and processes, learning in networks, multinational networks, learning through strategic alliances, and barriers to organizational learning.
The main aim of the study is to establish the difference between the difference between the conventional models of the organizational learning and the learning processes and strategies of Middle East.
The purpose of the study will ascertain answers to the following question, i.e.
1. What is the basic information that the company should have to establish operations in the host country?
2. How does the of local business practices, customs, and traditions of the host country affect the company and its expansion?
3. Is there a presence of 'best practice' of international business strategy formation that can be transferable between business sectors?
4. Does the business model of retail sector render the company more or less scalable regarding the international expansion?
The research paper evaluates the organizational learning strategy that can operate effectively along with the local staff for setting up a viable operation in the Middle East. The paper gives a glance on the creation of organizational information, learning in networks, social contexts and processes, learning through the strategic alliance and the multinational networks. The paper also gives insights on the barriers towards the organizational learning.
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Renzl, B. (2006). Introduction: Organizational Knowledge, Learning and Capabilities. Management Learning, 37(2), 139-141. http://dx.doi.org/10.1177/1350507606064511
R. King, W. (2009). Knowledge Management and Organizational Learning (1st ed.). University of Pittsburgh. Retrieved from http://www.uky.edu/~gmswan3/575/KM_and_OL.pdf
Firestone, J. & McElroy, M. (2004). Organizational learning and knowledge management: the relationship. The Learning Organization, 11(2), 177-184. http://dx.doi.org/10.1108/09696470410521628