Name : Amanda Bilqist Ismail
NPM : 2511021056
Departement : Economics Development

1. Organizational change is the process of modifying structures, strategies, processes, or culture to adapt and stay competitive.
Forces: technological disruption, globalization, shifting customer demands, regulatory pressures, and social/environmental concerns.

2.  • Exploration – searching for new ideas and radical innovations.

     • Cooperation – collaboration across departments or with external partners.
     • Innovation Roles – assigning roles (idea champions, venture teams) to push ideas forward.

3. • Creativity → source of new ideas.
    • Idea incubators → safe space for developing ideas.
    • Horizontal linkages → faster knowledge flow across units.
    • Open innovation → using external knowledge/resources.
    • Idea champions → individuals who drive ideas to execution.
    • New-venture teams → cross-functional groups turning ideas into products.

4. Change fails without mindset and culture alignment. Supportive culture (openness, trust, risk-taking) reduces resistance and ensures sustainable transformation.

5. • Organization Development (OD): planned, behavioral-science-based effort to improve organizational effectiveness and culture.
    •Large Group Interventions: OD method involving many stakeholders in one setting to build shared vision and accelerate consensus.

Name : Amanda Bilqist Ismail
NPM : 2511021056
Departement : Economic Development

1. The emerging borderless world means that national boundaries are becoming less important due to globalization, technology, and communication. This situation opens wider opportunities for business but also creates challenges for managers.
Some important issues include:
• Cultural diversity → managers must deal with different cultural backgrounds in teams and markets.
• Global competition → stronger rivalry from both local and international companies.
• Legal and ethical differences → varied laws and business practices across countries.
• Technological change → the need to adapt quickly to innovation.
• Supply chain risks → vulnerability to disruption, political issues, and trade barriers.
In conclusion, the borderless world allows growth but requires managers to be adaptable, culturally sensitive, and strategic.

2. To develop foreign markets, businesses use several entry strategies such as exporting (selling abroad with low risk), licensing/franchising (allowing foreign firms to use a brand or system), joint ventures/alliances (partnering with local firms), and foreign direct investment (building or acquiring operations overseas). Each strategy differs in cost, risk, and control, so companies choose based on their goals and resources.

3. International management is the process of planning, organizing, leading, and controlling business activities across different countries. It focuses on managing operations, people, and strategies in a global context.
The difference from domestic management lies mainly in its complexity. International management must deal with cultural diversity, different legal and political systems, currency exchange risks, and global competition, while domestic management operates within one country’s culture, laws, and market environment. Thus, international managers need broader knowledge, adaptability, and cross-cultural skills compared to domestic managers.

4. Dissimilarities in the economic, sociocultural, and legal-political environments greatly affect how businesses operate globally. Economic differences, such as income levels and infrastructure, influence pricing, demand, and investment decisions. Sociocultural factors, including language, values, and consumer behavior, shape marketing strategies and management styles. Legal-political variations, like regulations, trade policies, and political stability, determine how easily firms can enter and operate in a market. These differences require businesses to adapt their strategies to fit local conditions while maintaining global objectives.

5. Regional trading alliances, such as the European Union (EU), ASEAN, and NAFTA/USMCA, are reshaping the international business environment by reducing trade barriers and encouraging economic cooperation among member countries. These alliances create larger markets, increase competition, and allow businesses to access resources and labor more easily. At the same time, they can also make it harder for non-member countries to compete due to preferential trade agreements. Overall, regional alliances push companies to adjust strategies, strengthen competitiveness, and take advantage of new opportunities within integrated markets.

6. A multinational corporation (MNC) is a large company that operates in multiple countries but keeps its main control at headquarters. Its key characteristics include global presence, centralized decision-making, large-scale operations, strong international branding, and the transfer of resources and technology across nations.

7. Cultural intelligence is the ability to understand, respect, and adapt to different cultural values, behaviors, and communication styles. For managers working in foreign countries, it is necessary because they must lead diverse teams, negotiate with international partners, and interact with customers from various cultural backgrounds. With high cultural intelligence, managers can avoid misunderstandings, build trust, and create effective strategies suited to local cultures, which improves both teamwork and business succesS.