1. Organizational change is simply when a company shifts the way it works,its strategy, structure, processes, or culture to stay effective in a changing world.
What drives it today? A mix of powerful forces new technologies like AI, global competition, customer demands for faster and better services, shifting workforce expectations, stricter regulations, and of course, economic and political uncertainty. In short: if you’re not changing, you’re falling behind.
2.-exploration it means creating entirely new product/technology,often through RD(riset&develpotment)
-Cooperation it means teaming up with partners, universities, or even competitors to co-innovate.
-Entrepreneurship means that encouraging employees to act like entrepreneurs inside the company what we call intrapreneurship.
3.inovation doesn’t happen suddenly it happens support by a system
-creativity
-Idea incubators
-Horizontal linkages
-Open innovation
-Idea champions
-Newventure teams
4. Because organizations don’t really change—people do. You can buy new technology or write new strategies, but if people don’t adopt new behaviors, nothing actually changes. And culturethe shared values and normseither accelerates or blocks that process. If a culture punishes risk-taking, forget about innovation.
5. Define organization development (OD) and large group interventions
-Organization Development (OD): Defined by Beckhard (1969) as “a planned, organization-wide effort, managed from the top, to increase organizational effectiveness through planned interventions in processes using behavioral science knowledge.”
-Typical OD activities: team building, leadership development, feedback systems.
-Large Group Interventions: Methods like Future Search or Appreciative Inquiry Summits that involve 100–1000 stakeholders in shaping strategy and solutions.
-Empirical evidence: A meta-analysis by Bushe & Marshak (2015) found that large group interventions increased stakeholder buy-in and reduced resistance significantly compared to top-down change.

SANDI WIRA PRAYOGA
2511011096
MANAJEMEN DAPARTEMENT
ANSWER
1. Today, the world is becoming “borderless.” This doesn’t only mean countries trading without limits, but also ideas, technology, money, and people moving across borders very fast. A student in Indonesia can learn from Harvard online. A small shop can sell products worldwide through TikTok. The world is connected like never before.
main issues for manager
-different culture meet
-etics accros countries
-trust digital world
-environmental without borders
-shared power
at the end of the day manager not just bosses but like diplomats,but also should balancing culture environment and ethics

2.When businesses want to enter foreign markets, they don’t just choose export, joint venture, or direct investment. In reality, their strategies are more like navigating a game of chess each move depends on power, trust, and timing.
the strategies can be
-Exporting =Try the market first, like testing if people want the product.
-Licensing & Franchising = Work with locals, because they know their culture better.
-Joint Ventures = Like a marriage, need trust and teamwork to work well.
-Direct Investment =Build factory/office abroad to show commitment and stay long-term.
-Digital Entry =Use online platforms (e-commerce, social media) to sell without borders.
the best way is not only chasing profit but also adapt with local culture and building trust

3. International management is the practice of running a business across different countries, where managers must handle not only products and profits but also cultural differences, legal systems, currencies, and people from many backgrounds. Unlike domestic management, which happens in one culture and one set of rules, international management is more complex because a decision in one place can affect the company everywhere. Managing internationally means adapting to new customs, working across time zones, and protecting the company’s reputation in a world where mistakes can quickly go global.

4. Business operations are never neutral, they are shaped deeply by the environment around them. Economic differences mean that a pricing strategy that works in a rich country may fail in a poorer one, turning profit into loss. Sociocultural differences can make or break a product, because what is desirable in one society may be offensive or meaningless in another. Legal-political differences add another layer a company may thrive under supportive policies in one nation but face heavy restrictions or corruption in another. at the end of the day that these dissimilarities are not just “barriers” but hidden forces that can transform a company’s identity, forcing managers to act not just as business leaders but also as translators, negotiators, and even diplomats.

5. Regional trading alliances (like the EU, RCEP, AfCFTA, or USMCA) are changing international business not only by lowering tariffs but also by unifying rules, standards, and supply chains. For companies, this makes it easier to enter many countries at once, but it also means facing more regulations. An IMF study (2021) on Africa showed that regional integration increases trade, but richer countries gain more than poorer ones. Another study on RCEP (Emerald, 2020) found that success depends heavily on transport and logistics, not just the agreement itself. In short, alliances create big opportunities but also big risks: firms can grow fast, but they may also face dependence, complex compliance, and unequal benefits across countries

6.A multinational corporation (MNC) is a large company that operates in more than one country, usually with headquarters making strategic decisions while branches or subsidiaries handle local operations. It has a global presence, big resources, and complex supply chains, but at the same time it adapts products and strategies to fit each country’s culture, law, and economy. With this combination of global vision and local adjustment, MNCs build strong international brand images while managing diverse workforces and large-scale operations across borders.

7. Cultural Intelligence (CQ) is more than just “knowing about other cultures.” It is the capability to interpret unfamiliar behavior, adapt across contexts, and build meaningful cooperation in environments where cultural assumptions are invisible but powerful. Unlike IQ or EQ, CQ is situational ,it requires managers not only to understand but also to suspend their own cultural biases and act effectively in foreign settings.

Why is this necessary? Because managers abroad are not only transferring products, but also translating meaning. Economic contracts are embedded in social norms what looks like “efficient negotiation” in the U.S. may look like “rude arrogance” in Japan. Without cultural intelligence, managers misread signals, destroy trust, and fail not because their strategy is wrong, but because their execution collides with unseen cultural codes.

Critically, in today’s borderless business, CQ is not optional. Studies (Earley & Ang, 2003; Rockstuhl et al., 2011) show that CQ strongly predicts effectiveness in multicultural teams and expatriate success, often more than technical skills. Moreover, CQ functions as a form of power: managers who can navigate different cultural logics gain competitive advantage, while those who cling to their own framework risk irrelevance.

at the end of the day, cultural intelligence is the “survival skill” of international management. Without it, global managers become outsiders with capital but no influence. With it, they become diplomats of business, able to align economic goals with human realities.