Alysa Hayu Larasati
2511021073
Economic Development Departement

1. Organizational change means when a company or organization makes adjustments in the way it works this can be in structure, strategies, processes, or even culture.
The main forces driving innovation and change today are:
• Technology (new digital tools, AI, automation).
• Customer needs (people’s tastes and expectations change fast).
• Competition (companies must innovate to stay ahead).
• Global trends (economic shifts, regulations, sustainability).
• Internal pressure (employees wanting better ways of working).


2. The three main innovation strategies are:
1. Exploration – experimenting with new ideas, research, and risk-taking.
2. Cooperation – working with other departments, partners, or even customers to create innovations.
3. Entrepreneurship – supporting new ventures, encouraging employees to act like entrepreneurs inside the company.


3. • Creativity → the starting point of all innovation, generating fresh and useful ideas.
• Idea incubators → safe places inside an organization where employees can test and grow their ideas.
• Horizontal linkages → connections between different departments so information and ideas flow easily.
• Open innovation → using ideas from outside the company (partners, customers, universities) to speed up innovation.
• Idea champions → individuals who push and support new ideas until they become real projects.
• New-venture teams → groups formed inside the company to develop and launch new products or services.


4. Because even if systems and structures change, people are the ones who actually make change happen. If employees don’t accept the new culture, the change won’t succeed. Changing people’s mindset, skills, and values is critical so the organization can fully adapt and grow.


5. • Organization Development (OD) → a planned, long-term effort to improve an organization’s effectiveness and health through changes in processes, teamwork, and culture.
• Large Group Interventions → a method in OD where a big number of employees and stakeholders come together in workshops or meetings to discuss issues, share ideas, and plan change together.

Alysa Hayu Larasati
Economic Development Departement
Student id number 2511021073

1. The emerging borderless world is when country borders become less visible due to globalization, technology, free trade, and human mobility. For managers, key issues include tougher global competition, cultural and language differences, rapid technological changes, and varied legal or ethical rules across countries.

2. • Exporting: selling products abroad without building factories.
• Licensing/Franchising: allowing foreign parties to use the brand or system.
• Joint venture: partnering with local companies.
• FDI: setting up own branch, factory, or office overseas.

3. International management is the process of managing a business that operates in more than one country. The difference with domestic management, international management must face the differences in culture, language, law, economy, and policies of each country, while domestic management only focusses on the rules and conditions in one country.

4. Economic, socio-cultural, and legal-political differences in various countries can affect the way business runs. For example, economic conditions determine the purchasing power of consumers, cultural differences affect tastes and ways of communication, while legal-political rules affect permits, taxes, and risks that companies must face.

5. ⁠Regional trading alliances such as ASEAN, EU, or NAFTA make member countries more open in trade. This alliance reduces barriers such as tariffs and import duties, making it easier for businesses to enter the regional market. As a result, competition is getting wider, export opportunities are increasing, and companies must be more prepared to face international competitors.

6. A multinational corporation (MNC) is a company that operates in many countries. The characteristics are having offices or factories in various countries, management and production that are spread globally, business strategies that adapt to each local market, and the main goal to expand the market and maximise international profits.

7. Cultural intelligence is the ability to understand, appreciate, and adapt to cultural differences. This is important for managers abroad because it helps them build effective communication, avoid misunderstandings, establish good cooperation, and adapt business strategies to local culture.