Name: Clara Resti Wahyuningsih
Student ID number: 2511031073
Accounting Department

1. Organizational change is the adoption of a new idea or behavior by an organization. Forces driving change include shifts in markets, technology, competition, product and service innovation and also changes in production processes to improve efficiency.
2. The three strategies are exploration, cooperation, and entrepreneurship. Exploration is encourages creativity, experimentation, and idea incubators. And then cooperation, cooperation uses horizontal coordination, customers, partners, and open innovation. And finally entrepreneurship that relies on idea champions, new venture teams, skunkworks, and new venture funds.
3. Creativity is the generation of novel ideas that might meet perceived needs or respond to opportunities; it is the essential first step in innovation.
Idea incubators provide a safe environment where employees can develop ideas without interference.
Horizontal linkages emphasize cooperation across departments (R&D, marketing, manufacturing) to develop innovations jointly.
Open innovation extends the search for and commercialization of ideas beyond the organization’s boundaries, tapping into customers, suppliers, and external partners.
Idea champions are individuals who passionately promote new ideas and fight for their acceptance.
New-venture teams are groups that separate from the rest of the organization to develop and launch innovations, often supported by skunkworks or venture funds.
4. All successful changes involve changes in people and culture that is shifts in employees’ mindsets, behaviors, and organizational values.
5. Organization Development (OD) is a planned, systematic process of change using behavioral science techniques to improve organizational health, effectiveness, adaptability, relationships, learning, and problem-solving. While, large-group interventions involve bringing together people from all parts of the organization (and sometimes outsiders) to discuss problems or opportunities and plan for change collectively.

Name: Clara Resti Wahyuningsih
Accounting Department
Student ID Number: 2511031073

1. A borderless world means consumers can no longer tell from which country they’re buying. For example, Toyota is a Japanese corporation, but it has manufactured more than 10 million vehicles in North American factories. Today's particular concern is that now cyber crime as one of its top priorities because electronic boundaries between countries are virtually nonexistent. This openness has many positive aspects, but it also means hackers in one nation can steal secrets from companies in another or unleash viruses, worms, or other rogue programs to destroy the computer systems of corporations and governments around the world.

2. From what I understand, companies can enter foreign markets in different ways. They might export their products, use licensing or franchising, form a joint venture with a local company, make direct investments, or rely on contract manufacturing. Each choice has its own risks and benefits.

3. International management is managing operations across countries, while domestic management is limited to one country. International management is more complex because it must face differences in culture, legal systems, economies, and global risks.

4. Economic conditions affect things like demand and purchasing power. Sociocultural differences influence consumer behavior and management styles. Legal and political systems shape regulations, taxation, and the level of business risk.

5. Regional alliances, such as the EU or ASEAN, make countries more connected by reducing trade barriers. To me, this reshapes business because companies suddenly face bigger markets, more competition, and more opportunities for cross-border investment.

6. Multinational corporation is a large volume of international business is being carried out in a seemingly borderless world by large international businesses that can be thought of as global corporations, stateless corporations, or transnational corporations.

MNCs have the following distinctive managerial characteristics:
a. An MNC is managed as an integrated worldwide business system in which foreign affiliates act in close alliance and cooperation with one another.
b. An MNC is ultimately controlled by a single management authority that makes key strategic decisions relating to the parent and all affi liates.
c. MNC top managers are presumed to exercise a global perspective.

7. Cultural intelligence
(CQ) refers to a person’s ability to use reasoning and observation skills to interpret unfamiliar gestures and situations and devise appropriate behavioral responses. It is important for a manager working in a foreign country to study the language and learn as much as possible about local norms, customs, beliefs, and taboos.