Ikea and the Natural Step

Andrea L. Larson, Joel E. Reichart
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引用次数: 5

Abstract

In 1996, IKEA's $5 billion in revenues made it the world's largest retailer of furniture and home furnishings. This case uses IKEA to analyze how large companies can retain their entrepreneurial roots and innovative capacities through various means, including the management of global networks of alliances, internal systems that encourage innovation, and a strong corporate culture. IKEA has extended its activities as an innovator through its incorporation of the Natural Step framework for assessing the ecological and social sustainability of commercial activity. The case lends itself to class discussions of entrepreneurship and innovation in large firms, environmentally responsible strategies and network ties, leadership, and corporate culture/values.
宜家和自然步
1996年,宜家50亿美元的收入使其成为世界上最大的家具和家居零售商。本案例以宜家为例,分析了大公司如何通过管理全球联盟网络、鼓励创新的内部制度和强大的企业文化等各种手段来保持其创业根基和创新能力。宜家通过整合自然步骤框架来评估商业活动的生态和社会可持续性,扩展了其作为创新者的活动。这个案例适用于大公司的企业家精神和创新、环境责任战略和网络关系、领导力和企业文化/价值观的课堂讨论。
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