Tianjin Motor Dies Co. Ltd. (or “Tian Qi Mo”; TQM) was a China-based automotive technology supplier that specialized in the research and development (R&D), design, manufacturing, and distribution of automotive body panel dies, welding tools, and automobile body stamping fixtures. Although TQM had struggled during China’s reform toward a market economy, the company’s persistent focus on and investment in R&D, innovation, and technology enabled it to survive and thrive, eventually growing to become an industry leader in China. A key pillar of the company’s strategy was information technology (IT). The company’s focus on IT had enabled it to establish a solid foundation for growth. In today’s age of digital disruption, TQM sought to leverage IT to transform its traditional product-based business model into a hybrid model that included not only products but also a platform that enabled different stakeholders in the automotive industry to transact and collaborate. The vision was promising, but TQM faced many challenges in its implementation.
This article aims to help organizations invest wisely in virtual competence by first explaining how this requires the development of three capabilities: virtual self-efficacy, virtual social skill, and virtual media skill. It then highlights concrete actions that managers can take to help ensure that virtual work meets its potential in their organizations. One key finding in the authors’ research is that people develop virtual competence through experience gained at home as well as in the workplace. Their research indicates that the level of virtual competence that exists today is insufficient for the large-scale adoption of virtual work. The authors’ research suggests taking the following steps to develop employees’ skills: First, assess the current state of each employee’s virtual competence. Second, assess the technology toolkit and media available to employees and make changes to support their work. Third, cultivate social interactions. Fourth, provide formal opportunities to help employees learn virtual media and social skills. Finally, assist employees in using both personal and social learning strategies. Social self-regulated learning strategies contribute to learner satisfaction, but not skill development; and personal self-regulated learning strategies have the opposite effect. To keep employees happy while also ensuring learning outcomes, managers should note that online learning needs to provide both social and personal modes of activities.
A German expatriate had moved to China in 2005 to take up a merchandizing position at the Wal-Mart China headquarters in Shenzen. By 2008 he had been promoted to the new position of senior director for sustainability for Wal-Mart China (retail) and Global Procurement. His new position required that he lead the rapidly-approaching inaugural Wal-Mart Sustainability Summit. The senior director must ensure that Wal-Mart China's five Strategic Value Networks (SVNs), which were tasked with leading sustainability change within the organization, continued to engage stakeholders by implementing innovative solutions that not only cut costs but also lead to more sustainable operations. The case describes Wal-Mart China's operations (including purchasing, distribution and retail) in the context of the company's desire to improve sustainability in a manner appropriate to China. The immediate issue is to identify opportunities to improve the sustainability of Wal-Mart China's distribution systems and retail operations.
Lulu.com is an e-commerce company that distributes content for book authors, video producers, calendar designers and other intellectual property creators that can be captured in digital formats. At this time, Lulu.com has developed a successful niche market in print-on-demand books within the United States. However, the vision of its founder is much larger. The president is faced with the strategic dilemma of whether to expand Lulu.com's product offerings or to focus on internal operations for the next six to 12 months.