THE ENGLISH NATIONAL OPERETTA COMPANY

The English National Operetta Company

The English National Operetta Company

In recent years there has been a major rethink and re-conceptualization of the company in economic terms. The recognition that "the company is more than an efficient transaction costs" has led to questions of both organizational skills and cultural dynamics of learning and adaptation within the company (Cohen, 1999, 139). The firm has' no invariant inside: characterized by hybridization and flow, the constant interaction between social actors in different organizational and geographical scales, interactions that can lead to cultural conflicts, instability, and organization, including.

Thus, recent studies have tried to deconstruct executive speak to destabilize notions of enterprise and rational, progressive and smooth. More specifically, the company has been viewed from a relational perspective, as a socio-building embedded in broader discourses and practices, which are played out by social actors across multiple, overlapping within companies, between business and the extra-firm network (Amin, 10). According to this view, the company is best understood as an entity alive. Their behavior and management in the market - in other words, their ability to learn and adapt to the pressures of competition - is managed by a complex community of actors, who are enrolled in an intricate network of relationships with colleagues members of other companies, institutional and government elites, and so on. In general it is argued that companies are now in a permanent state of emergency and therefore should be prepared for continuous learning and adaptation.

This article explores on SMEs, which lack the internal resources to access external knowledge to facilitate strategic renewal. Organizational learning, in contrast to enterprise learning, acknowledges that owner-managers should distribute knowledge throughout the company to achieve competitive advantage. External organizations can play an active role entanglement knowledge to support the development of processes, systems and routines that distribute and institutionalize learning throughout the organization. According to Jones, the absorption capacity is what allows the company to acquire and effectively use external and internal knowledge, which in turn affects the company's ability to innovate and adapt to their changing environment and be competitive.

It gives the company the ability to be proactive and develop different skills, rather than react to the dynamism of the industry. The successful management of internal operations and supply chains is a key challenge for organizations. They will not succeed if you implement business practices in arbitrary and uncoordinated spending scarce resources on productive activities. The increased attention to organizational innovation in manufacturing firms reflects the sustainable competitive advantage driven by superior dynamic capabilities. the knowledge-based competition has magnified the importance of learning alliances as a fast and effective way to develop those capabilities. To achieve a competitive advantage, companies need better quality, efficiency, innovation and customer experience. This requires a constant search for new management tools and opportunities provided by these powers.

Apart from providing a viable product or service, a successful company today must have a well defined organizational design, a well established organization culture and teamwork among ...