CASO LEONISA PDF

Iniciaron comercialmente en Armenia. El 20 de noviembre de se creó la empresa confecciones Leonisa. Se incorpora en su fuerza de. CASO LEONISA. SOLUCION MERCADO CENTROAMERICANO Asegurarse de que la empresa distribuidora del producto cumpla con la función de vender el. También se explican los orígenes de Leonisa y se hace una descripción de DE LEONISA: UNA EMPRESA COLOMBIANA DE ROPA INTERIOR. COLOMBIA ESTUDIO DE CASOS Innovación presentación editor PYMES.

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For example, regarding internal management, all subsidiaries are supported from the areas of Treasury, Audit and IT. Journal of Knowledge Management18 4 Resolving Strategy Paradoxes to create competitive advantage: With respect to the second purpose, it arises from the search for greater speed and flexibility in production from its corporate backward-and-forward integration strategy.

In addition, it posits the creation of networks, instead of managerialism Whittington and Mayer,p.

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Finally, both the Theory of the Firm Zhou, and the theoretical references on Mergers and Acquisitions MyA, Mergers and Acquisitions Tallman and Koza,were present in only one paper respectively. Academy of Management Annals9 1 For instance, should Colombia become an unliveable country or Costa Rica become an unviable country at some point, products could be supplied through polyfunctional plants, which would leonnisa be specialized in a single product line.

General Management accompanied by a production and administrative team.

In contrast, the inner network is characterized by a high degree of operational decentralization and integration between divisions. Who has the resources, who communicates with whom, who is responsible for what, who can do what, what can be done on their own and what can be done with others, what kinds of careers are available and what is the flow of knowledge throughout the organization p.

This figure shows the multidivisional structure of the Leonisa Group, where a corporate center made up of executives dedicated exclusively to defining the business portfolio and managing it is nowhere to be seen. Harvard Business Review78 1 Therefore, the theoretical categories defined in lleonisa conceptual framework were complemented by those emerging from the fieldwork.

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Leonisa. Los visionarios

In addition, these authors refer to two perspectives from which multi-business companies have been studied: This concept suggests that there is an informal and caos mechanism that, in addition to the structural and formal mechanisms, integrates the different business units.

This corporate center is formed only when making decisions that impact the corporate strategy and the functioning of each subsidiary in relation to the whole becomes necessary. Table 1 shows the countries of affiliation csao the universities where the authors of the 15 papers studied work, the universities that stand out for their research on multi-divisional structure and the theoretical approaches casl which such research has been carried out.

In the case of vertical backward integration, the production of fabrics, the dyeing and finishing processes and the manufacturing of its products through cooperatives that work exclusively for Leonisa stand out.

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Strategic alliances and knowledge sharing: These internal ventures are directly supplied by companies of the Leonisa group. To establish a commercial network of saleswomen to reach a larger number of customers located anywhere in the country.

Namely, there is no hierarchy of corporate executives dedicated exclusively to the management of the business as a whole. In relation to the management of the multi-business company, Eisenhardt and Piezunkathree main choices posited by the corporate strategy stand out: Journal of International Management18 3 How Corporate Parents add value to the stand alone performance of their businesses.

John Wiley y Sons. This, of course, grants greater versatility and efficiency in meeting market demands. From csao point of view of the multi-divisional structure of the Leonisa group, the centralization of processes has allowed it to dilute the labor costs in connection to the shared use areas from the main headquarters.

Organizational structure and knowledge-practice diffusion in the MNC. Along the same lines, Leonisa can be said to promote the concept of socialization put forward by Chung et al.

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From Competitive Advantage to Corporate Strategy.

According to the results of this research, the corporate center of the Leonisa group is similar to that of the GEA, inasmuch as it does not have fixed staffing or independent headquarters. What structure does the Leonisa Group adopt to support these functions?

In Audit, all processes are validated and the need for implementation of new projects is identified. Strategic Management Journal12 Namely, as argued by Whittington and Mayerthe N -form is a flatter, more flexible and horizontal form of organization than the M-form, but there are no differences in decentralized operations and the centralized corporate strategy as it seems to remain intact.

Following this line of thinking, the existence of a corporate center is asserted, which manages the group of companies through the centralization of decision-making, corporate guidelines, and the consolidation of information from each of the subsidiaries.

Corporate functions, business or new revenue generation and administrative or cost and expense reductionare performed from the headquarters.

INTERNACIONALIZACION DE LEONISA: UNA EMPRESA COLOMBIANA DE ROPA INTERIOR

Over the years, the company has made changes in its strategy and structure to speed up its production processes and reach its customers in more than 20 countries. The arising of structures other than the divisional ones, due to their processes and mechanisms for decision-making, such as the so-called multiple divisional network N-form: This exploratory work aims to show how Leonisaa Colombian multi-business company in the textile sector, has managed its business. Organization Science16 6 Subsequently, 15 papers were selected, which specifically referred to the multi-divisional structure in the context of multi-business companies.

Headquarters are understood as a central organizational unit wherefrom business units BUs are managed Menz et al. Literature Review While corporate strategy addresses the questions: