Often, a company’s competitive advantage depends on how intelligent the firm is at observing and interpreting the dynamic world context in which it operates.
An implicit challenge is to coordinate the efforts of groups with different interests to realize expected gains. This means that acquisitions quickly go from numbers to considering the impacts on people, as achieving synergy requires clear communication of the implications of an acquisition to those impacted.
Management in a connected, interdependent, and information intensive world requires new thinking and innovative approaches. The increasing interdependence and complexity of organizations and institutions call for transorganizational thinking.
A relationship between disclosure decisions and cultural values is explored, followed by implications for creating organizational cultures that sustain learning and growth.