Evaluating how economics, government, and law affect value creation in the global context

Humphrey, J., & Schmitz, H. (2002). How does an insertion in global value chains affect upgrading in industrial clusters? Regional studies, 36(9), 1017-1027.
 
In this journal, Humphrey & Schmitz, (2012) aim at explaining how the development of global value chain impact the process of development of industrial clusters. The authors have decided to explain the scope at which the local development strategies from the producers get the chance to enter into the global value chains (Humphrey & Schmitz 2012). Also, the journal defines how the value of the chain also focuses on the importance of global customers and the government involved in defining the upgrading chances. The authors conclude that there are different ways into which clusters enter into the global value chains; this, as a result, comes with impacts that can either lower or improve the local economy development efforts (Humphrey & Schmitz 2012).

Lee, S. H., Yamakawa, Y., Peng, M. W., & Barney, J. B. (2011). How do bankruptcy laws affect entrepreneurship development around the world? Journal of Business Venturing, 26(5), 505-520. 
 
Lee et al., (2011) in this article explain how the government laws related to bankruptcy impact the process entrepreneurship development across the world. Based on the article, when a government imposes positive and entrepreneur-friendly bankruptcy laws there will be increased entrepreneurship development within the societal and local level (Lee et al., 2011). The main argument in this article is that at the time when the government decides to punish those global based entrepreneurs at the time they fail, it will motivate them to easily give up as well as the entrepreneurs facing an inherited high risk of starting new companies (Lee et al., 2011). At the case when this happens, then the potential entrepreneurs will give up and the number is penetrating to the global market decreases as well (Lee et al., 2011).     

Literature Review on organizational structure, management, leadership, economics, government, law, value creation, and career skills

Literature Review on organizational structure, management, leadership, economics, government, law, value creation, and career skills

Introduction

Developing a literature review ensures that many sources are compared and contrasted for the best plan of action or strategic plan. Cross checking with many different sources ensures that the work is of top quality and leaves no gaps in knowledge. Inductive reasoning was applied in order to forecast the most likely outcome out of the different sources of material found in regards to organizational performance, value creation and career skills management coming up with solutions to commonly found problems in organizations.

Roles that structure, management, and leadership play in organizational performance.

            Organizational performance must be ensured within an organization through structure and management. Using transformational methods of management, in which a leader or manager interacts with the employees in a continuous work setting has been found to have a positive effect in organizational performance versus a transactional style of management where a manager or leader leverages rewards and punishment (Spahr, 2014)as a method to drive organizational performance (Felfe & Schyns, 2004). Transactional leadership is essentially a way of telling people what to do, rather than sell them on what to do through encouragement and incentives (Spahr, 2014). Implementing methods of information management are beneficial within a virtual organization as it allows for the documentation of performance and ensures that all metrics are being met in an organizational level (Strader, 1998).

            Essentially, coming up with ways to motivate employees through transformational, rather than transactional management can help drive performance. Ensuring that methods of management are right for the type of organization can also help increase performance and create a better environment for everyone involved.

Economics, government, and law affect value creation in the global context.

            Creating value is a difficult part of business management; daily businesses struggle with creating differentiators or value added services to their business to keep their clients. Ensuring that the clients have the best experience possible, that the businesses have a differentiator and that it provides benefits to the clients are some of the things that an organization can do to ensure that the customers see value in the products or services that are being provided to them (Rocca & Snehota, 2014). In addition, value creation can be seen in things such as, management of strategies and goals, financial measures and waste eliminators which lead to better organizational performance overall (Hillstrom, 2004). Essentially, providing a manner for improvement overall and ensuring that growth occurs over a long-term basis (Hindle, 2009).

Career skills in the field of business and management

            Guidance and training in a business environment has been found to increase morale, reduce supervision and increased productivity in a variety of businesses. Without training, organizations create ambiguity that impact all aspects of the organization and makes it less profitable in the long run (Management Study Guide, n.d.). In addition, training instills confidence in the employees, giving them the necessary push to do what they are doing in a better way knowing that they are educating the client and providing them with the best possible service available (Johnson, 1997). In addition, creating a rigid training course for a business position, allows the employers to set expectations and thus drive results in a more direct form and allowing employees to ease into a role (Dale Carnegie Training, 2016).

Conclusion

In conclusion, implementing a transitional style of management, instilling training programs and creating value creates a better organization overall. An organization that is better able to tackle and implement the necessary changes and meet objectives on a consistent basis through the use of motivation, confidence and necessary skills acquirement.

References

Dale Carnegie Training. (2016). Why Training Is Important to Employee Engagement. Retrieved from Dale Carnegie Training: http://www.dalecarnegie.com/why-training-is-important-to-employee-engagement/

Felfe, J., & Schyns, B. (2004). Is Similarity in Leadership Related to Organizational Outcomes? The Case of Transformational Leadership. Retrieved from Available from ABI/INFORM Collection.:

Hillstrom, L. C. (2004). Value Creation. Retrieved from Reference for Business: http://www.referenceforbusiness.com/management/Tr-Z/Value-Creation.html

Hindle, T. (2009). Value creation. Retrieved from The Economist: http://www.economist.com/node/14301714

Johnson, T. (1997). Gaining the executive edge. Black Enterprise, 27, 103-107. Retrieved from Available from ABI/INFORM Collection.:

Management Study Guide. (n.d.). Training of Employees - Need and Importance of Training. Retrieved from Management Study Guide: http://www.managementstudyguide.com/training-of-employees.htm

Rocca, A. L., & Snehota, I. (2014). Value creation and organisational practices at firm boundaries. Retrieved from Available from ABI/INFORM Collection.: http://www.emeraldinsight.com/doi/abs/10.1108/MD-04-2013-0229

Spahr, P. (2014). St. Thomas University. Retrieved from Transactional Leadership: http://online.stu.edu/transactional-leadership/

Strader, T. J. (1998). Information infrastructure for electronic virtual organization management. Retrieved from Science Direct: http://www.sciencedirect.com/science/article/pii/S0167923698000372