Meeting the growth challenge: developing the next level organization for GASA Group Germany
äºInternational Food and Agribusiness Management ReviewSearch for other papers by Paul Philipp Reifferscheidt in
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In order to remain successful, business organizations need to continuously adapt and respond to a changing environment. Rapid growth poses significant challenges to managers, not least with regard to maintaining the balance between efficiency and creativity in their organizations. Using the example of a wholesale company operating in the potted plants value chain in the lower Rhine valley, Germany, the case illustrates how the company was able to exploit the opportunities arising from the concentration in the value chain, and the necessity to adjust their organizational model in response to these changes. The case chooses the example of a small- and medium-sized enterprise (SME) as such firms constitute the prevalent type of enterprises in Germany. Simultaneously, SMEs often find it particularly difficult to adapt their tangible and intangible resources to such changes. The current material is intended to help train future managers mastering this challenge.
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| å ¨é¨æé´ | è¿å»ä¸å¹´ | è¿å»30天 | |
|---|---|---|---|
| æè¦æµè§æ¬¡æ° | 0 | 0 | 0 |
| å ¨ææµè§æ¬¡æ° | 203 | 76 | 9 |
| PDFä¸è½½æ¬¡æ° | 204 | 96 | 7 |
Meeting the growth challenge: developing the next level organization for GASA Group Germany
äºInternational Food and Agribusiness Management ReviewSearch for other papers by Paul Philipp Reifferscheidt in
Current site
Google Scholar
PubMed
Search for other papers by Dietrich Darr in
Current site
Google Scholar
PubMed
In order to remain successful, business organizations need to continuously adapt and respond to a changing environment. Rapid growth poses significant challenges to managers, not least with regard to maintaining the balance between efficiency and creativity in their organizations. Using the example of a wholesale company operating in the potted plants value chain in the lower Rhine valley, Germany, the case illustrates how the company was able to exploit the opportunities arising from the concentration in the value chain, and the necessity to adjust their organizational model in response to these changes. The case chooses the example of a small- and medium-sized enterprise (SME) as such firms constitute the prevalent type of enterprises in Germany. Simultaneously, SMEs often find it particularly difficult to adapt their tangible and intangible resources to such changes. The current material is intended to help train future managers mastering this challenge.
| å ¨é¨æé´ | è¿å»ä¸å¹´ | è¿å»30天 | |
|---|---|---|---|
| æè¦æµè§æ¬¡æ° | 0 | 0 | 0 |
| å ¨ææµè§æ¬¡æ° | 203 | 76 | 9 |
| PDFä¸è½½æ¬¡æ° | 204 | 96 | 7 |
