SlideShare a Scribd company logo
1 of 28
Case Study
Kent Chemicals
..
NAME
[Pick the date]
CONTENTS
1. Introduction:...........................................................................................................................3
1.1 Background of kent chemicals: ........................................................................................3
1.2 The Problem at Kent Chemicals:......................................................................................3
2. Restructuring at kent chemicals:............................................................................................4
2.1 Earlier restructuring at the Company:...............................................................................4
2.2 Corrective Measures for the Failed Restructuring:...........................................................5
A) Solution by GBDs and its disappointment:- ..................................................................5
B) Solution by World Boards and its disappointment:- ......................................................6
CONCLUSION ...................................................................................................................7
3. Analysis and Discussions:......................................................................................................8
3.1 SWOT Analysis:...............................................................................................................8
Strengths:.............................................................................................................................8
Weaknesses: ........................................................................................................................9
Opportunities:....................................................................................................................10
Threats:..............................................................................................................................11
SWOT Analysis on Kent Chemicals:................................................................................12
4. Conclusions:.........................................................................................................................14
5. Recommendations:...............................................................................................................14
1. INTRODUCTION:
1.1 BACKGROUND OF KENT CHEMICALS:
In the year 1917, Kent Chemicals was founded as a company that produced rubber by the
Fisher family who owned the majority stake in the company. (Bartlett & Winig, 2012)
Because of abroad acquisitions, extensions and expanded deals, Kent Chemical had turned
into a main worldwide claim to fame chemical organization; a multi-headed hydra with $2.2
billion incomes in 2007. Through serious Research and Developments and various key
innovations, the organization had created a reasonable product offering including shopper,
fire security and medicinal plastics items. Nonetheless, the choice to change Kent from a U.S.
association hesitating in all inclusive markets into a viable contender that makes, makes and
offers general transformed into a top need in 1998, when Ben Fisher became CEO of the
association. To complete his vision of an overall joined association, Fisher named Morales, a
22-year Kent veteran who had transformed into a country chief to head the worldwide
division of Kent Chemical Products.
1.2 THE PROBLEM AT KENT CHEMICALS:
The rapid development of the abroad business had likewise prompted a few difficulties that
expected to be stood up to by Morales as a major aspect of his exceptional task. In the first
place, Morales was worried that the association fail to offer the correct reaction to changing
weights and requests. Case in point, the corporate reporting frameworks that were intended to
concentrate the different divisions of the association had turned into a wellspring of strain
between them. They were no needed to take after regular strategy in capital portion, money
related reporting and target setting to specify simply a couple.
The second concern originated from the abroad backups' long history of freedom that
prompted security of re-directions toward oneself by supervisors. Therefore, it got to be hard
to coordinate abroad operations techniques as parochial disposition won.
Thirdly, Morales found that the territorial association in his own universal division did not
have a worldwide viewpoint.
2. RESTRUCTURING AT KENT CHEMICALS:
2.1 EARLIER RESTRUCTURING AT THE COMPANY:
Spirits, the President left on a "Revamping" framework for Kent Chemicals. The task
basically had the going with issues to handle:-
• the new system executed by Kent Chemicals compelled people to take after consistent
methodology in budgetary reports, target setting, capital portion etc.
• they decided to have self-rule of assistants, with the objective that they could manage
their business in their own particular style for a drawn out stretch of time.
• coordination of adjacent issues – specific to everyone augmentation and headquarter.
To Each area wing managed their issues concentrated around their aptitude.
Appropriately, the staff working in the area wing was hesitant to talk with their overall
office and the between asso
2.2 CORRECTIVE MEASURES FOR THE FAILED RESTRUCTURIN G:
Two sorts of game plans were promoted. In any case the Global Board Director's (GBDs)
setup in 2006 furthermore the World Board (WB) made as a reconstructing practice in 2007.
A) SOLUTION BY GBDS AND ITS DISAPPOINTMENT:-
Morales, diagnosed the issue and illuminated the GBD's which contained three officials who
were deputed to improve correspondence between the overall office (headquarter in the US)
and adjacent augmentation business districts.
DIFFICULTIES AND FAILURE OF GBD
Morales expected that every chief from the GBDs gathering would enhance correspondence
levels in three center business regions, energize nearby work places to take after worldwide
operations technique. GBDs were approved to deal with every business part in their district,
yet because of deficiency of nearby learning, they couldn't perform effectively.
The administration led an input exercise whereby they approached the neighborhood staff to
pick concentrated style, yet the GBD's were floundering in receiving this style.
The GBD at long last fizzled. There were a few explanations behind its disappointment, for
example, absence of neighborhood information, correspondence issues and meddling the
nearby operations.
B) SOLUTION BY WORLD BOARDS AND ITS DISAPPOINTMENT:-
Resulting to the most harsh lessons learnt by Kent Chemicals from the GBD's defects, they
secured the World Boards to help GBDs to take in the nearby information. The World Board
(WB) included masters from neighborhood limbs. On the other hand, because of the
antagonistic picture created by local people for GBDs, the neighborhood administrators at
Kent Chemicals were very reluctant to propose thoughts to the Wbs.
LAST SOLUTION
In one year from now of that disillusionment, Kent Chemicals decided to use a master
because it was essential to strengthen the legitimate structure. Game plans given by Sterling
Partners (Kent's Consultants) - As the matter of Kent Chemicals had honest to goodness
organization issues and were demonstrating low execution, their advising firm, Sterling
Partners analyzed the circumstances and moved an update program. In the undertaking, a
cross section affiliation was setup to realign correspondence effectively and capably, and
would blend overall headings and adjacent essential together. An exchange critical change
they cleared out on was the operation locale of each business line would change. For
example, the client things division had kept up their business concentrated around customer
needs; as Kent Chemicals expected to agree to fire confirmation laws of each country of
operation, in this way the blast protection things were constrained, and the taking everything
into account the restorative plastic division would be managed by uniting overall and
adjacent operations emulating their guideline clients were multinational associations which
had the limit supply the things broad.
All these rebuilding revamping still couldn't contain the most pressing and testing issue
confronted by the organization – Control of the Global Headquarters on the limb areas.
CONCLUSION
The advisors investigated that KCI's primary issue was created by their structure and
technique like a little organization. They gave three encourages to strategize:-
1. KCI ought to present - nearby and territorial organization,
2. restorative plastics business ought to be facilitated universally, and
3. flame control items ought to be overseen territorially since the nation regulations vary in
every nation. They likewise prescribed to utilize "choice network" to diagram their choice
process and location their proprietorship issues obviously.
3. ANALYSIS AND DISCUSSIONS:
3.1 SWOT ANALYSIS:
A few scientific classifications of the substance of differing qualities have been offered to
depict the cluster of individual credits of enthusiasm to scientists (for instance: Jehn et al
1999; Martins, 1996). Emulating Jackson et al's. (1995) scientific categorization, separated
between assignment related and relations-situated qualities and also promptly noticeable and
basic properties. A relations-situated difference incorporates demographics, for example, age,
gender as well as racial and ethnic backgrounds which may shape interpersonal connections
however generally don't have immediate bearing on execution. Undertaking focused assorted
qualities reflects credits which are prone to be identified with information, abilities and
capacities required in the work environment (i.e., capacity, residency, training). Ordinarily,
perceivable characteristics, for example, age gender etc. have been considered representations
of a singular's qualities, convictions and demeanor (Fiske, 1993). From a lawful viewpoint
these characteristics additionally speak to secured classifications and are in this way of
investment to associations meaning to follow Title VII law. As of late there has been a
developing enthusiasm for other noticeable characteristics on the grounds that they are
thought to be related with work-related learning, mentality and practices. Also, there has been
a resurrection (Hoffman, 1959) of enthusiasm for the impacts of basic properties, for
example, identity and mentality. A few studies fused Big Five measurements of identity,
attitudinal differences or different measures of "profound" or basic assorted qualities (e.g.,
Barrick et al, 1998 as well as Harrison et al, 2002).
STRENGTHS:
Investigations of promptly located, relations-situated differences prevail observational take a
shot at working environment differences. The rich hypothetical foundation advertised by
social character hypothesis and social arrangement hypothesis outlines a lot of this
exploration (Jackson et al., 1995). Social personality hypothesis has been utilized to
anticipate and comprehend how diversity impacts singular state of mind and conduct and in
addition group motion. To clarify the impacts of differences on individual results, the
essential contention is that one's likeness on obvious and moderately changeless attributes
impacts emotions of distinguishing proof (Tsui et al, 1992).within gatherings, ID based on
demographic likeness is connected with in-gathering predispositions and group clash. By
broadening the rationale of speculations that clarify singular state of mind and conduct,
differences analysts have discovered a solid hypothetical basis for making forecasts about
how differing qualities is prone to impact social techniques inside groups and associations
Jehn et al., 1999). Albeit social order and social character hypothesis were created initially to
clarify the impacts of promptly located differing qualities, a few researchers have utilized
these speculations to clarify the impacts of identity and quality based differing qualities.
WEAKNESSES:
With the special cases of social order and social character hypothesis, a large portion of the
contentions offered to clarify the impacts of promptly identified characteristic assorted
qualities expect that promptly identified characteristics are connected with basic traits, which
thus, drive conduct. Case in point, clarifications for the impacts of social differences have
indicated the behavioral associates of social qualities and their imaginable ramifications for
individual practices that may impact group execution. For specialists who study top
administration groups, a typical line of contention is that promptly caught differing qualities
reflects cognitive differences, which thusly impacts group choices furthermore therefore firm
execution. Notwithstanding convincing supplications for analysts to gauge the hidden
differing qualities that is so key to this line of thinking (Lawrence, 1997), such examination
stays rare. Late hypothetical commitments to the field require a multi-dimensional
methodology to characterizing differences (e.g., Jackson 2001; Lau, 1998; Julian, 2002). It
appears to be likely that social methods and their results are affected by the complex juncture
of assorted qualities measurements, not disconnected measurements of differences. A R&d
colleague may distinguish herself and additionally her colleagues utilizing different
characteristics (e.g., "White female architect" or "Asian male researcher"). The group's results
may be controlled by the setup of colleagues' demographic and/or character profiles (Frable,
1997). Reasonably, it bodes well that the differing qualities of trait profiles found inside
groups is liable to impact individual and group results. Lamentably, differing qualities
specialists have not yet succeeded in handling the test of observationally evaluating multi-
dimensional assorted qualities.
OPPORTUNITIES:
The former discourse proposes a few open doors for new research. One clear opportunity is to
fuse parts of differences that were underrepresented. Case in point, in the event that overall
clashes make religion more remarkable inside the U.s., this may have critical results for
working environment elements. Besides, analyzing religious differences might expand the
worldwide importance of differences examination directed in the United States. It is
fascinating to note, for instance, that the national enumeration in Ireland recognizes the
number of individuals with each of a few religious affiliations however it makes no endeavor
to evaluate racio-ethnicity. On the other hand, the U.s. evaluation utilizes various classes to
portray ethnicity yet it doesn't evaluate religion. Counting measures of basic differing
qualities and in addition promptly distinguished differences is an alternate opportunity for
picking up newinsights. The potential estimation of this approachwas exhibited in a study that
evaluated both sexual orientation and attitudinal differences (Harrison et al., 2002). The
results recommended that promptly discovered assorted qualities impacted group working
when groups had little experience together, yet over the long haul basic assorted qualities was
more compelling. In spite of the fact that the quantity of studies considering basic assorted
qualities is still little, such research appears encouraging. Notwithstanding investigations of
attitudinal differences, we plan to see new research on differences in cognitive/choice making
styles (Simons et al., 1999), social qualities (Thomas, 1999), identity (Barrick et al., 1998),
and mental models (Levesque et al, 2011). New hypothetical advancements may likewise
enhance our understanding of differences elements.
Most research embraces a mental methodology, applying social mental hypotheses for
example, social personality hypothesis and social classification hypothesis to comprehend the
impacts of work environment assorted qualities (Brewer, 1995; Northcraft, Polzer, Neale &
Kramer, 1995). Counting sociological hypotheses of clash and rivalry (e.g., Tolbert, Andrews
& Simon, 1995) What's more financial speculations of work markets (e.g., Blau, 1977) would
without a doubt advance our understanding of assorted qualities motion.
THREATS:
Notwithstanding analyst's concentrated endeavors to gauge differences and foresee its results,
the writing offers few convincing discoveries about the impacts of assorted qualities in the
working environment. Absence of a typical standard will make it hard to collect practically
identical discoveries over time, while understanding around a few issues could quicken our
capacity to gain from the collecting proof. One valuable component of a typical ideal model
would include guaranteeing that examinations are led to control for focal propensity synthesis
when evaluating the impacts of compositional difference. Under specific conditions,
measures of difference are affected by mean values and scattering. Moreover, there is some
proof that focal propensity and scattering based measures of assorted qualities can have one
of a kind consequences for group execution (Thomas, 1999). Yet, we found that focal
propensity markers were analyzed in conjunction with change measures just 35% of the time.
At last, particularly in investigations of racio-ethnic differences, it might be useful for
assorted qualities specialists to consider the particular shapes of differing qualities inside a
group and give careful consideration to the differential encounters of every personality
bunch. It is obvious that people react distinctively to their minority status relying upon
whether they are in solo, token, or "tilted" circumstances (De Vries & Pettigrew, 1998),
maybe on the grounds that these contrasting circumstances adjust the notability of specific
characters. It is likewise likely that the experience and significance of being a minority part
fluctuates extensively relying upon an individual's own particular qualities (e.g., see Tsui et
al., 1992). By expansion, group methodologies and group execution additionally may be
impacted by the particular structure and substance of differences present, not just the degree
of heterogeneity or homogeneity (Randel, 2002).
SWOT ANALYSIS ON KENT CHEMICALS:
Based on the above literature, we can now perform a SWOT Analysis on Kent Chemicals,
which is as follows:
Strengths:
 Solid R&D
 Have made significant protected
items
Weaknesses:
 Entrepreneurial Independence:
 Backups often compete with each
other, they send out into each
 Quickly developing global operations
 Extensive development from 11% to
27% of income
 Solid pioneers: Morales and Perri
 Spirits made correspondence that
worked until development
 Worldwide vicinity
 Actualized development across time.
 other's business sectors rather than
 cooperating to compliment.
 No trust between nations question
what each is doing
 Poor correspondence
 No joint effort between nations, or in
the middle of pioneers and staff
 No correspondence about the heading
the organization needs to go
 Powerless economy- all inclusive and
anticipated that will move descending
 Not adjusting to changing weight
Opportunities:
 Engage representatives
 Change culture to give workers more
input (shein, 2010)
 Incorporate workers in opinion based
management and decisions
 Decrease underway expenses
 Cut un-fundamental practices
 Duplication of methods merge
 Develop customer base
 Search for new open doors
 Development in restorative industry-
Threats:
 Breakdown in general corporate
system
 Absence of solid administration
 Absence of course
 Absence of correspondence
 Absence of current mission, vision,
values
 Serious value rivalry
 Fire insurance items
 Need to reduction creation costs
 Worldwide subsidence anticipated
at present records for 35% of
worldwide income
 As of now KCPs net wage has seen
an emotional reduction from 2006 to
2007 and more awful was anticipated
for 2008
 #3 rival in worldwide fire retardants
 Weight from worldwide and nearby
organizations
4. CONCLUSIONS:
Kent Chemical Products was awhile ago a family guaranteed flexible making association.
Today, they are a principle overall quality substance association with a fantasy to expand its
worldwide business strength into a really overall composed association. To accomplish this
target, the relationship between Kent Chemical International (KCI) and Kent Chemical
Products (KCP) must become facilitated; together they need to change both sides of the
business into one vision endeavoring to perform the same result.
Correspondence between the two associations was an agreeable issue. The essential dare to
building a coupling relationship between the two was to perceive fundamental ranges and
develop the correspondence process. Right when the association was not prepared to finish
cohesiveness inside the three senior managers chose to get an outside counselor firm to offer
support. One methodology to change the two association blueprints were to experience the
five steps of globalization and to use Porter's National Diamond gathering theory. These two
frameworks would allow Kent to look at every one period of overall section freely and a short
time later develop those disclosures to ensure that the business was deliberately balanced in a
geographic zone that would present to them a distinct advantage. Uniting correspondences
amidst KCI and KCP through the Internet would give a basic methodology to specialists from
both associations to present new progressions and chip in to bring those musings to light as
an alternate thing.
Kent Chemicals anticipated that will realize the going with changes in light of the above
given issues, yet were unsuccessful:-
- president Murales drove the re-affiliations framework that did not change the overall
side and the family side of operations.
- it experienced issues realizing re-relationship in its 30 collecting facilties in 13
countries as country data and unique standards and regulations were tricky to administer by
Kent Chemicals.
- kent used to offer its purchaser things in more than 100 countries, and this was a
limitless zone to hanldle without a made structure.
- it obliged the last re-affiliation strategy to determination the overall budgetary dangers
that it faced. It should continue with the organizations of an outside advising structure - like
Sterling Partners who could make a system for Kent Chemicals to take after both
International and US operations.
- a strong, focused key approach was obliged to end up overall and withstand the issues
as a gathering.
Sterling Partners suggestions would be profitable to Kent Chemicals as they brought it
coordinated effort and cohesiveness in the association.
Sterling had recommended the going with, and Kent got accommodating benefits on paying
the charge for worth $18 million, as the use of the going hand in hand with techniques would
unquestionably be significant in achieving overall improvement and remove all impediments
refered to former in driving smooth operations.:-
1. kent should get a "Decision Matrix" model
2. internet associated trades
3. accountability
4. decentralization with learning of proprietorship.
5. shared vision and organizing tries by the headquarter and reinforcement clusters.
6. company should apply the Porter's Five Forces Model.
7. porter's National Diamond Clustering Theory was to be grasped to get most
prominent mileage on having a tendency to store system issues and enthusiasm for their
things in distinctive business.
8. swot Analysis should be done. Internal and external.
9. de Kluyer's Five periods of Globalization.
10. value Creation and Corporate Global Success.
Kent Chemical has seen various changes inside the just about 100 years of business. As the
years progressed, Kent Chemical has entered new markets, "gone around the world," and
transform into a principle fuel for keeping such a notorious reputation compound association
(Bartlett & Winig, 2012). With the different markets that Kent Chemical is incorporated in
comes issues that have been attempting to change. One of the issues that Kent Chemical has
expected to oversee over the later years has been the relationship between Kent Chemical
International (KCI) and Kent Chemical Products (KCP). There is all in all a breakdown in
correspondence between the nearby and worldwide associations, and moreover thing issues
concentrated around geographic territory. Exactly when Kent Chemical began offering the
halogenated blaze safe, it experienced productive arrangements in the United States, yet did
not do so well in European countries (Bartlett & Winig, 2012).
5. RECOMMENDATIONS:
Kent Chemical Products and Kent Chemical International must work strongly to create the
association comprehensive. Set up for Kent Chemical Product and Kent Chemical
International to be bound together, a gathering of select qualified individuals will need to be
molded between the two associations to open up lines of correspondence. The foremost step
would be to perceive scopes of progress between the two associations and prepare a
methodology to upgrade the correspondence process. By getting an outside firm as a master,
the two associations would make the first stride to deciding their correspondence issues, so
that not one or the other division feels crippled.
Kent Chemical Product and Kent Chemical International will need to explore the business
area segment, thing specialization, quality chain disaggregation, worth chain building, and
the creation of an alternate business (De Kluyver, 2010). Each of these are key parts in
making an overall association yet not every one of the five of these steps are imperative for
any association to take after; a couple of steps could be skipped (Bartlett & Winig, 2012).
Each of the associations will have a substitute customer fabricate depending in light of their
geographic region. As demonstrated by Porter's National Diamond clustering speculation,
unique geographic ranges offer a close playing point as a delayed consequence of regular
blessings (Porter, 2008). United States-based Kent Chemical Product and Kent Chemical
International produce halogenated flame safe as their essential thing; regardless, all around,
every country had different particulars for flame retardants, so every thing must be conveyed
differently depending upon the geographic range.
Kent Chemical Products and Kent Chemical International will need to take after the
Clustering Porters National Diamond theory, which embodies the going with six sections: 1.)
segment conditions, which illuminates why certain zones of the country pull in certain
business; 2.) country of birthplace premium, which is the enthusiasm of the country of root
whether they have unlimited or little markets; 3.) relating and supporting business
undertakings, which consolidates the supporting organizations in the region; 4.) forcefulness
of the home business, which diagrams the "five qualities" forceful structure; and 5.) open
plan and chance, which portray the part government plays in the business (De Kluyver,
2010).
These associations will need to execute a robust gathering with the essential target of making
the association concentrated in the overall economy. The gathering must set clear and
concessive targets to be touched base at with sensible due dates. Concerning the headway bit
of the association both the United States and the International Company should association
by method for the Internet to allow the opportunity for all association laborers to present a
thought and let their inventive capacity drive their ability to opponent new things.
Disregarding the way that Kent starting now has an overall region, they don't have the overall
position or carriage that they should have. Set up for the gathering to execute and evaluate the
picked procedure, they will need to survey the association inside the five stages displayed by
De Kluyver: business sector area, thing specialization, quality chain disaggregation, worth
chain reengineering, and he development of new markets (De Kluyver, 2010).
It is inside these stages that the association will have the ability to realize different parts of
the group. It is moreover imperative to consolidate the SWOT examination ("SWOT Analysis
I," 2006; SWOT Analysis II," 2006) in every stage when arranging exhaustively. To
underscore what the SWOT examination does and how it can help Kent in its tries of
obtaining a more observable overall carriage, the affiliation needs to survey all viewpoints
and consider all components at every one stage. In doing this, they will light up and acquire
understanding of the business inside the different countries that they work.
All the while, as Kent is working inside the five stages and executing the SWOT
examination, they should furthermore see the commanding business compels inside the
country where they are involved with business.
REFERENCES:
Bartlett, C.A., & Winig, L. (2012). Kent chemical: organizing for international growth.
Retrieved from Harvard University, Harvard Business School Publishing for Educators
De Kluyver, C. (2010). The globalization of companies and industries. In Fundamentals of
global strategy: A business model approach (pp. 23-42). Retrieved from Harvard University,
Harvard Business School Publishing for Educators
Alderfer, C. P. 1992. Changing race relations embedded in organizations: Report on a long-
term project with the XYZ company. In S. E. Jackson (Ed.), Diversity in the workplace:
Human Resources Initiatives. New York:
Guilford. AMA. 1995. AMA survey on managing cultural diversity. New York: American
Management Association.
Ancona, D. G., & Caldwell, D. F. 1998. Rethinking team composition from the outside in. In
D. Gruenfeld (Ed.), Research on managing groups and teams. Stamford, CT: JAI Press.
Ashkanasy, N. M., Hartel, C. E. J., & Dass, C. S. 2002. Diversity and emotion: The new
frontiers in organizational behavior research. Journal of Management, 28: 307–338.
Barrick, M., Stewart, G., Neubert, M., & Mount, M. 1998. Relating member ability and
personality to work-team processes and team effectiveness. Journal of Applied Psychology,
83(3): 377–391.
Barsade, S., Ward, A., Turner, J., & Sonnenfeld, J. 2000. To your heart’s content: A model of
affective diversityin top management teams. Administrative Science Quarterly, 45: 802–836.
Baugh, S., & Graen, G. 1997. Effects of team gender and racial composition on perceptions
of team performancein cross-functional teams. Group & Organization Management, 22: 366–
384.
Bedeian, A. G., & Mossholder, K. W. 2000. On the use of the coefficient of variation as a
measure of diversity.Organizational Research Methods, 3: 285–297.
Bell, E. L. J., & Nkomo, S. M. 2001. Our separate ways: Black and white women and the
struggle for professional identity. Boston, MA: Harvard Business School Press.
Bezrukova, K., & Jehn, K. A. 2001. The effects of diversity training programs. Unpublished
manuscript, Solomon
Asch Center for the Study of Ethnopolitical Conflict, University of Pennsylvania,
Philadelphia.
Blau, F. 1977. Equal pay in the office. Lexington: MA. Lexington Books.
Boeker,W. 1997. Strategic change: The influence of managerial characteristics and
organizational growth. Academyof Management Journal, 40: 152–170.
Brewer, M. B. 1995. Managing diversity: The role of social identities. In S. E. Jackson & M.
Ruderman (Eds.),
Diversity in work teams: Research paradigms for a changing workplace: 47–68. Washington,
DC: American
Psychological Association.
Brief, A. P., & Barsky, A. 2000. Establishing a climate for diversity: The inhibition of
prejudiced reactions in the
workplace. In G. Ferris (Ed.), Research in personnel and human resources management: Vol.
19, 91–129. New
York: Elsevier.
Bunderson, J. S., & Sutcliffe, K. M. 2002. Comparing alternative conceptualizations of
functional diversity in
management teams: Process and performance effects. Academy of Management Journal, 45:
875–893.
Burkard, A. W., Boticki, M. A., & Madson, M. B. 2002. Workplace discrimination,
prejudice, and diversity
measurement: A review of instrumentation. Journal of Career Assessment, 10: 343–361.
Carpenter, M. 2002. The implications of strategy and social context for the relationship
between top management
team heterogeneity and firm performance. Strategic Management Journal, 23: 275–284.
Carroll, G. R., & Harrison, J. R. 1998. Organizational demography and culture: Insights from
a formal model and
simulation. Administrative Science Quarterly, 43: 637–667.
Chattopadhyay, P., Glick,W. H., Miller, C. C., & Huber, G. P. 1997. Determinants of
executive beliefs: Comparing
functional conditioning and social influence. Strategic Management Journal, 20: 763–789.
Chatman, J. A., & Flynn, F. J. 2001. The influence of demographic heterogeneity on the
emergence and
consequences of cooperative norms in work teams. Academy of Management Journal, 44:
956–974.
Chatman, J. A., Polzer, J. T., Barsade, S. G.,&Neale, M. A. 1998. Being different yet feeling
similar: The influence
of demographic composition and organizational culture on work processes and outcomes.
Administrative
Science Quarterly, 43: 749–780.
Clark, M. A., Anand, V., & Roberson, L. 2000. Resolving meaning: Interpretation in diverse
decision-making
groups. Group Dynamics: Theory Research and Practice, 4: 211–221.
Cohen, L. E., Broschuk, & Haveman, H. A. 1998. And then there were more? The effect of
organizational sex
composition on the hiring and promotion of managers. American Sociological Review, 63:
711–727.
Cox, T., Jr. 1993. Cultural diversity in organizations: Theory, research&practice. San
Francisco: Berrett-Koehler.
Cox, T., Jr., & Tung, R. L. 1997. The multicultural organization revisited. In C. L. Cooper &
S. E. Jackson (Eds.),
Creating tomorrow’s organizations. New York: Wiley.
Dass, P., & Parker, B. 1999. Strategies for managing human resource diversity: From
resistance to learning.
Academy of Management Executive, 13: 68–80.
De Vries, S., & Pettigrew, T. F. 1998. Effects of ethnic diversity: The position of minority
workers in two Dutch
organizations. Journal of Applied Social Psychology, 28: 1503–1530.
Earley, P. C., & Mosakowski, E. M. 2000. Creating hybrid team cultures: An empirical test
of international team
functioning. Academy of Management Journal, 43: 26–49.
Eby, L. T., & Dobbins, G. H. 1997. Collectivistic orientation in teams: An individual and
group-level analysis.
Journal of Organizational Behavior, 18: 275–295.
Elron, E. 1997. Top management teams within multinational corporations: Effects of cultural
heterogeneity.
Leadership Quarterly, 8: 393–412.
Elsass, P. M.,&Graves, L. M. 1997. Demographic diversity in decision-making groups: The
experiences ofwomen
and people of color. Academy of Management Review, 22: 946–973.
Ely, R. J., & Thomas, D. A. 2001. Cultural diversity at work: The effects of diversity
perspectives on work group
processes and outcomes. Administrative Science Quarterly, 46: 229–273.
Fenwick, G. D., & Neal, D. J. 2001. Effect of Gender Composition on Group Performance.
Work & Organization,
8: 205–225.
Fields, D. L., & Blum, T. C. 1997. Employee satisfaction in work groups with different
gender composition.
Journal of Organizational Behavior, 18: 181–196.
Finkelstein, S., & Hambrick, D. C. 1996. Strategic leadership: Top executives and their
effects on organizations.
St. Paul, MN: West.
Fiske, S. 1993. Social cognition and social perception. In M. R. Rozenwig & L. W. Porter
(Eds.), Annual Review
of Psychology, 44: 155–194. Palo Alto, CA: Annual Reviews Inc.
Frable, D. E. S. 1997. Gender, racial, ethnic, sexual, and class identities. Annual Review of
Psychology, 48:
139–162.
Frey, L. R. 2000. Diversifying our understanding of diversity and communication in groups:
Dialoguing with
Clark, Anand and Roberson. Group Dynamics: Theory, Research and Practice, 4: 222–2
Friedman, R. A. 1996. Defining the scope and logic of minority and female network groups:
Can separation
enhance integration? Research in Personnel and Human Resource Management, 14: 307–349.
Friedman, R. A., & Krackhardt, D. 1997. Social capital and career mobility: A structural
theory of lower returns
to education for Asian employees. Journal of Applied Behavioral Science, 33: 316–334.
Friedman, R. A., Kane, M., & Cornfield, D. R. 1998. Social support and career optimism:
Examining the
effectiveness of network groups among black managers. Human Relations, 51: 1155–1177.
Gaertner, S. L., Dovidio, J. F., Banker, B. S., Houlette, M., Johnson, K. M., & McGlynn, E.
A. 2000. Reducing
intergroup conflict: From superordinate goals to decategorization, recategorization, and
mutual differentiation.
Group Dynamics: Theory, Research and Practice, 4: 98–114.
Gilbert, J. A., & Ivancevich, J. M. 2000. Valuing diversity: A tale of two organizations.
Academy of Management
Executive, 14: 93–105.
Goll, I., Sambharya, R. B., & Tucci, L. A. 2001. Top management team composition,
corporate ideology, and firm
performance. Management International Review, 41: 109–129.
Gomez, C., Kirkman, B. L.,&Shapiro, D. L. 2000. The impact of collectivism and in-
group/out-group membership
on the evaluation generosity of team members. Academy of Management Journal, 43: 1097–
1106.
Hackman, J. R. 1999. Thinking differently about context. In R. Wageman (Ed.), Research on
managing groups
and teams: Groups in context: 233–247. Stamford, CT: JAI Press.
Hambrick, D. C., & Mason, P. A. 1984. Upper eschelons: The organization as a reflection of
its top managers.
Academy of Management Review, 9: 193–206.
Hambrick, D. C., Li, J., Xin, K., & Tsui, A. S. 2001. Compositional gaps and downward
spirals international joint
venture management groups. Strategic Management Journal, 22: 1033–1053.
Haythorn, W. W. 1968. The composition of groups: A review of the literature. Acta
Psychologica, 28: 97–128.
Hoffman, L. R. 1959. Homogeneity and member personality and its effect on group problem
solving. Journal of
Abnormal Social Psychology, 58: 27–32

More Related Content

What's hot

DaimlerChrysler: Post Merger News Case Analysis
DaimlerChrysler: Post Merger News Case AnalysisDaimlerChrysler: Post Merger News Case Analysis
DaimlerChrysler: Post Merger News Case AnalysisKaran Jaidka
 
The Harvard Graduate Student Housing Survey
The Harvard Graduate Student Housing SurveyThe Harvard Graduate Student Housing Survey
The Harvard Graduate Student Housing SurveyArushi Verma
 
House of tata - Complete case study
House of tata - Complete case studyHouse of tata - Complete case study
House of tata - Complete case studyakashbalram
 
Case steel works, inc. presentation (group 5)
Case   steel works, inc. presentation (group 5)Case   steel works, inc. presentation (group 5)
Case steel works, inc. presentation (group 5)NIDA Business School
 
Wal-Mart Analysis (Strategic Management)
Wal-Mart Analysis (Strategic Management)Wal-Mart Analysis (Strategic Management)
Wal-Mart Analysis (Strategic Management)Oscar Vadillo
 
IKEA's Global Sourcing Challenge
IKEA's Global Sourcing ChallengeIKEA's Global Sourcing Challenge
IKEA's Global Sourcing ChallengePanos Anadiotis
 
Volvo Trucks : Penetrating the US Market
 Volvo Trucks : Penetrating the US Market Volvo Trucks : Penetrating the US Market
Volvo Trucks : Penetrating the US Marketjindalm
 
Brita Product Case Analysis
Brita Product Case Analysis Brita Product Case Analysis
Brita Product Case Analysis Janessa Shaikun
 
Karnataka Engineering Case Analysis
Karnataka Engineering Case Analysis Karnataka Engineering Case Analysis
Karnataka Engineering Case Analysis Sanjay Sharma
 
The global brand face off
The global brand face offThe global brand face off
The global brand face offHitesh Kothari
 
Philips versus Matsushita Case ANALYSIS
Philips versus Matsushita  Case ANALYSISPhilips versus Matsushita  Case ANALYSIS
Philips versus Matsushita Case ANALYSISSahajdeepSingh6
 
Strategic Analysis of Wal-Mart
Strategic  Analysis of Wal-MartStrategic  Analysis of Wal-Mart
Strategic Analysis of Wal-MartAanchal Saxena
 
Clique Pens - Case Study Solution by Kamal Allazov (Essay type)
Clique Pens - Case Study Solution by Kamal Allazov (Essay type)Clique Pens - Case Study Solution by Kamal Allazov (Essay type)
Clique Pens - Case Study Solution by Kamal Allazov (Essay type)Kamal Allazov (MSc.)
 
HARLEY DAVIDSON CASE STUDY SOLUTION
HARLEY DAVIDSON CASE STUDY SOLUTIONHARLEY DAVIDSON CASE STUDY SOLUTION
HARLEY DAVIDSON CASE STUDY SOLUTIONfarouq umar
 

What's hot (20)

DaimlerChrysler: Post Merger News Case Analysis
DaimlerChrysler: Post Merger News Case AnalysisDaimlerChrysler: Post Merger News Case Analysis
DaimlerChrysler: Post Merger News Case Analysis
 
The Harvard Graduate Student Housing Survey
The Harvard Graduate Student Housing SurveyThe Harvard Graduate Student Housing Survey
The Harvard Graduate Student Housing Survey
 
House of tata - Complete case study
House of tata - Complete case studyHouse of tata - Complete case study
House of tata - Complete case study
 
Case steel works, inc. presentation (group 5)
Case   steel works, inc. presentation (group 5)Case   steel works, inc. presentation (group 5)
Case steel works, inc. presentation (group 5)
 
Wal-Mart Analysis (Strategic Management)
Wal-Mart Analysis (Strategic Management)Wal-Mart Analysis (Strategic Management)
Wal-Mart Analysis (Strategic Management)
 
Daimler-Chrysler case study
Daimler-Chrysler case study Daimler-Chrysler case study
Daimler-Chrysler case study
 
IKEA's Global Sourcing Challenge
IKEA's Global Sourcing ChallengeIKEA's Global Sourcing Challenge
IKEA's Global Sourcing Challenge
 
Volvo Trucks : Penetrating the US Market
 Volvo Trucks : Penetrating the US Market Volvo Trucks : Penetrating the US Market
Volvo Trucks : Penetrating the US Market
 
Brita Product Case Analysis
Brita Product Case Analysis Brita Product Case Analysis
Brita Product Case Analysis
 
Karnataka Engineering Case Analysis
Karnataka Engineering Case Analysis Karnataka Engineering Case Analysis
Karnataka Engineering Case Analysis
 
Ferrari Strategy Plan
Ferrari Strategy PlanFerrari Strategy Plan
Ferrari Strategy Plan
 
The global brand face off
The global brand face offThe global brand face off
The global brand face off
 
Philips versus Matsushita Case ANALYSIS
Philips versus Matsushita  Case ANALYSISPhilips versus Matsushita  Case ANALYSIS
Philips versus Matsushita Case ANALYSIS
 
Zara: Fast Fashion
Zara: Fast FashionZara: Fast Fashion
Zara: Fast Fashion
 
Strategic Analysis of Wal-Mart
Strategic  Analysis of Wal-MartStrategic  Analysis of Wal-Mart
Strategic Analysis of Wal-Mart
 
P&G case study
P&G case studyP&G case study
P&G case study
 
Mountain dew
Mountain dewMountain dew
Mountain dew
 
Clique Pens - Case Study Solution by Kamal Allazov (Essay type)
Clique Pens - Case Study Solution by Kamal Allazov (Essay type)Clique Pens - Case Study Solution by Kamal Allazov (Essay type)
Clique Pens - Case Study Solution by Kamal Allazov (Essay type)
 
Airborne Express
Airborne ExpressAirborne Express
Airborne Express
 
HARLEY DAVIDSON CASE STUDY SOLUTION
HARLEY DAVIDSON CASE STUDY SOLUTIONHARLEY DAVIDSON CASE STUDY SOLUTION
HARLEY DAVIDSON CASE STUDY SOLUTION
 

Similar to 50321

Management leading and collaborating in a competitive world 12th edition bate...
Management leading and collaborating in a competitive world 12th edition bate...Management leading and collaborating in a competitive world 12th edition bate...
Management leading and collaborating in a competitive world 12th edition bate...Sterling124t
 
Coca cola company....task force report
Coca cola company....task force reportCoca cola company....task force report
Coca cola company....task force reportNur Rasheeqa
 
Solutions Manual for Management Leading and Collaborating in a Competitive Wo...
Solutions Manual for Management Leading and Collaborating in a Competitive Wo...Solutions Manual for Management Leading and Collaborating in a Competitive Wo...
Solutions Manual for Management Leading and Collaborating in a Competitive Wo...riven021
 
Sme supplier development gap analysis
Sme supplier development gap analysisSme supplier development gap analysis
Sme supplier development gap analysisDr Lendy Spires
 
Cgma world-class-business-report
Cgma world-class-business-reportCgma world-class-business-report
Cgma world-class-business-reportLorraine Gannon
 
TCI2015 Climate Smart Clusters
TCI2015 Climate Smart ClustersTCI2015 Climate Smart Clusters
TCI2015 Climate Smart ClustersTCI Network
 
Corporate Sustainability Strategy Plan
Corporate Sustainability Strategy PlanCorporate Sustainability Strategy Plan
Corporate Sustainability Strategy PlanJOSE ANTONIO CHAVES
 
Themes In Essays. How to write a theme analysis essay
Themes In Essays. How to write a theme analysis essayThemes In Essays. How to write a theme analysis essay
Themes In Essays. How to write a theme analysis essayMimi Williams
 
The Management of Critical Spares in the Electric & Gas Utility Industry
The Management of Critical Spares in the Electric & Gas Utility IndustryThe Management of Critical Spares in the Electric & Gas Utility Industry
The Management of Critical Spares in the Electric & Gas Utility IndustryScottMadden, Inc.
 
Business and Society Stakeholders Ethics Public Policy 13th Edition Lawrence ...
Business and Society Stakeholders Ethics Public Policy 13th Edition Lawrence ...Business and Society Stakeholders Ethics Public Policy 13th Edition Lawrence ...
Business and Society Stakeholders Ethics Public Policy 13th Edition Lawrence ...tuhit
 
Jaques-Cecilia-Geog419-2016
Jaques-Cecilia-Geog419-2016Jaques-Cecilia-Geog419-2016
Jaques-Cecilia-Geog419-2016Cecilia Jaques
 
The general environment
The general environmentThe general environment
The general environmentYakin Bakhtiar
 
Multicriteria methodology for kpi identification in outsourced projects
Multicriteria methodology for kpi identification in outsourced projectsMulticriteria methodology for kpi identification in outsourced projects
Multicriteria methodology for kpi identification in outsourced projectsEdilson Giffhorn
 
The Finance Sector and Natural Capital
The Finance Sector and Natural CapitalThe Finance Sector and Natural Capital
The Finance Sector and Natural CapitalP8P
 
Organizational behaviour
Organizational behaviourOrganizational behaviour
Organizational behaviourharshadevarkar
 

Similar to 50321 (20)

Management leading and collaborating in a competitive world 12th edition bate...
Management leading and collaborating in a competitive world 12th edition bate...Management leading and collaborating in a competitive world 12th edition bate...
Management leading and collaborating in a competitive world 12th edition bate...
 
Full Disseratation
Full DisseratationFull Disseratation
Full Disseratation
 
Coca cola company....task force report
Coca cola company....task force reportCoca cola company....task force report
Coca cola company....task force report
 
Solutions Manual for Management Leading and Collaborating in a Competitive Wo...
Solutions Manual for Management Leading and Collaborating in a Competitive Wo...Solutions Manual for Management Leading and Collaborating in a Competitive Wo...
Solutions Manual for Management Leading and Collaborating in a Competitive Wo...
 
Sme supplier development gap analysis
Sme supplier development gap analysisSme supplier development gap analysis
Sme supplier development gap analysis
 
Cgma world-class-business-report
Cgma world-class-business-reportCgma world-class-business-report
Cgma world-class-business-report
 
TCI2015 Climate Smart Clusters
TCI2015 Climate Smart ClustersTCI2015 Climate Smart Clusters
TCI2015 Climate Smart Clusters
 
Corporate Sustainability Strategy Plan
Corporate Sustainability Strategy PlanCorporate Sustainability Strategy Plan
Corporate Sustainability Strategy Plan
 
MR1308.pdf
MR1308.pdfMR1308.pdf
MR1308.pdf
 
Themes In Essays. How to write a theme analysis essay
Themes In Essays. How to write a theme analysis essayThemes In Essays. How to write a theme analysis essay
Themes In Essays. How to write a theme analysis essay
 
The Management of Critical Spares in the Electric & Gas Utility Industry
The Management of Critical Spares in the Electric & Gas Utility IndustryThe Management of Critical Spares in the Electric & Gas Utility Industry
The Management of Critical Spares in the Electric & Gas Utility Industry
 
Business and Society Stakeholders Ethics Public Policy 13th Edition Lawrence ...
Business and Society Stakeholders Ethics Public Policy 13th Edition Lawrence ...Business and Society Stakeholders Ethics Public Policy 13th Edition Lawrence ...
Business and Society Stakeholders Ethics Public Policy 13th Edition Lawrence ...
 
ICA Incompliance Magazine article - MAS IAC, A Shift in Mindset
ICA Incompliance  Magazine article - MAS IAC, A Shift in MindsetICA Incompliance  Magazine article - MAS IAC, A Shift in Mindset
ICA Incompliance Magazine article - MAS IAC, A Shift in Mindset
 
dissertation proposal
dissertation proposaldissertation proposal
dissertation proposal
 
Managing Human Capital
Managing Human Capital   Managing Human Capital
Managing Human Capital
 
Jaques-Cecilia-Geog419-2016
Jaques-Cecilia-Geog419-2016Jaques-Cecilia-Geog419-2016
Jaques-Cecilia-Geog419-2016
 
The general environment
The general environmentThe general environment
The general environment
 
Multicriteria methodology for kpi identification in outsourced projects
Multicriteria methodology for kpi identification in outsourced projectsMulticriteria methodology for kpi identification in outsourced projects
Multicriteria methodology for kpi identification in outsourced projects
 
The Finance Sector and Natural Capital
The Finance Sector and Natural CapitalThe Finance Sector and Natural Capital
The Finance Sector and Natural Capital
 
Organizational behaviour
Organizational behaviourOrganizational behaviour
Organizational behaviour
 

More from Deepak Chiripal (20)

Mg rover
Mg roverMg rover
Mg rover
 
Lcap7333 edit
Lcap7333 editLcap7333 edit
Lcap7333 edit
 
Laqu9107 feedback
Laqu9107 feedbackLaqu9107 feedback
Laqu9107 feedback
 
Laqu9107 (1) (2) (1) (1)
Laqu9107 (1) (2) (1) (1)Laqu9107 (1) (2) (1) (1)
Laqu9107 (1) (2) (1) (1)
 
Laqu8401 (1)
Laqu8401 (1)Laqu8401 (1)
Laqu8401 (1)
 
Kian hong assignment
Kian hong assignmentKian hong assignment
Kian hong assignment
 
Job # aug6206 n (1) (1) (1) (2)
Job # aug6206 n (1) (1) (1) (2)Job # aug6206 n (1) (1) (1) (2)
Job # aug6206 n (1) (1) (1) (2)
 
Iwt5419778 a
Iwt5419778 aIwt5419778 a
Iwt5419778 a
 
Hrm with ppt
Hrm with pptHrm with ppt
Hrm with ppt
 
Hrm urgent 4000 words
Hrm urgent 4000 wordsHrm urgent 4000 words
Hrm urgent 4000 words
 
Em201544 mic117om
Em201544 mic117omEm201544 mic117om
Em201544 mic117om
 
Em201544 mic117om edit
Em201544 mic117om editEm201544 mic117om edit
Em201544 mic117om edit
 
Em201432 bib1220scm
Em201432 bib1220scmEm201432 bib1220scm
Em201432 bib1220scm
 
Em2015 oma0112wr
Em2015 oma0112wrEm2015 oma0112wr
Em2015 oma0112wr
 
Cloudcomputingthesis
CloudcomputingthesisCloudcomputingthesis
Cloudcomputingthesis
 
Case study of con rod(1)
Case study of con rod(1)Case study of con rod(1)
Case study of con rod(1)
 
Arghil 4 heritage and cultural tourism management
Arghil 4 heritage and cultural tourism managementArghil 4 heritage and cultural tourism management
Arghil 4 heritage and cultural tourism management
 
51746
5174651746
51746
 
51497
5149751497
51497
 
51442
5144251442
51442
 

50321

  • 2. CONTENTS 1. Introduction:...........................................................................................................................3 1.1 Background of kent chemicals: ........................................................................................3 1.2 The Problem at Kent Chemicals:......................................................................................3 2. Restructuring at kent chemicals:............................................................................................4 2.1 Earlier restructuring at the Company:...............................................................................4 2.2 Corrective Measures for the Failed Restructuring:...........................................................5 A) Solution by GBDs and its disappointment:- ..................................................................5 B) Solution by World Boards and its disappointment:- ......................................................6 CONCLUSION ...................................................................................................................7 3. Analysis and Discussions:......................................................................................................8 3.1 SWOT Analysis:...............................................................................................................8 Strengths:.............................................................................................................................8 Weaknesses: ........................................................................................................................9 Opportunities:....................................................................................................................10 Threats:..............................................................................................................................11 SWOT Analysis on Kent Chemicals:................................................................................12 4. Conclusions:.........................................................................................................................14 5. Recommendations:...............................................................................................................14
  • 3. 1. INTRODUCTION: 1.1 BACKGROUND OF KENT CHEMICALS: In the year 1917, Kent Chemicals was founded as a company that produced rubber by the Fisher family who owned the majority stake in the company. (Bartlett & Winig, 2012) Because of abroad acquisitions, extensions and expanded deals, Kent Chemical had turned into a main worldwide claim to fame chemical organization; a multi-headed hydra with $2.2 billion incomes in 2007. Through serious Research and Developments and various key innovations, the organization had created a reasonable product offering including shopper, fire security and medicinal plastics items. Nonetheless, the choice to change Kent from a U.S. association hesitating in all inclusive markets into a viable contender that makes, makes and offers general transformed into a top need in 1998, when Ben Fisher became CEO of the association. To complete his vision of an overall joined association, Fisher named Morales, a 22-year Kent veteran who had transformed into a country chief to head the worldwide division of Kent Chemical Products. 1.2 THE PROBLEM AT KENT CHEMICALS:
  • 4. The rapid development of the abroad business had likewise prompted a few difficulties that expected to be stood up to by Morales as a major aspect of his exceptional task. In the first place, Morales was worried that the association fail to offer the correct reaction to changing weights and requests. Case in point, the corporate reporting frameworks that were intended to concentrate the different divisions of the association had turned into a wellspring of strain between them. They were no needed to take after regular strategy in capital portion, money related reporting and target setting to specify simply a couple. The second concern originated from the abroad backups' long history of freedom that prompted security of re-directions toward oneself by supervisors. Therefore, it got to be hard to coordinate abroad operations techniques as parochial disposition won. Thirdly, Morales found that the territorial association in his own universal division did not have a worldwide viewpoint. 2. RESTRUCTURING AT KENT CHEMICALS: 2.1 EARLIER RESTRUCTURING AT THE COMPANY: Spirits, the President left on a "Revamping" framework for Kent Chemicals. The task basically had the going with issues to handle:- • the new system executed by Kent Chemicals compelled people to take after consistent methodology in budgetary reports, target setting, capital portion etc. • they decided to have self-rule of assistants, with the objective that they could manage their business in their own particular style for a drawn out stretch of time. • coordination of adjacent issues – specific to everyone augmentation and headquarter. To Each area wing managed their issues concentrated around their aptitude.
  • 5. Appropriately, the staff working in the area wing was hesitant to talk with their overall office and the between asso 2.2 CORRECTIVE MEASURES FOR THE FAILED RESTRUCTURIN G: Two sorts of game plans were promoted. In any case the Global Board Director's (GBDs) setup in 2006 furthermore the World Board (WB) made as a reconstructing practice in 2007. A) SOLUTION BY GBDS AND ITS DISAPPOINTMENT:- Morales, diagnosed the issue and illuminated the GBD's which contained three officials who were deputed to improve correspondence between the overall office (headquarter in the US) and adjacent augmentation business districts. DIFFICULTIES AND FAILURE OF GBD Morales expected that every chief from the GBDs gathering would enhance correspondence levels in three center business regions, energize nearby work places to take after worldwide operations technique. GBDs were approved to deal with every business part in their district, yet because of deficiency of nearby learning, they couldn't perform effectively. The administration led an input exercise whereby they approached the neighborhood staff to pick concentrated style, yet the GBD's were floundering in receiving this style.
  • 6. The GBD at long last fizzled. There were a few explanations behind its disappointment, for example, absence of neighborhood information, correspondence issues and meddling the nearby operations. B) SOLUTION BY WORLD BOARDS AND ITS DISAPPOINTMENT:- Resulting to the most harsh lessons learnt by Kent Chemicals from the GBD's defects, they secured the World Boards to help GBDs to take in the nearby information. The World Board (WB) included masters from neighborhood limbs. On the other hand, because of the antagonistic picture created by local people for GBDs, the neighborhood administrators at Kent Chemicals were very reluctant to propose thoughts to the Wbs. LAST SOLUTION In one year from now of that disillusionment, Kent Chemicals decided to use a master because it was essential to strengthen the legitimate structure. Game plans given by Sterling Partners (Kent's Consultants) - As the matter of Kent Chemicals had honest to goodness organization issues and were demonstrating low execution, their advising firm, Sterling Partners analyzed the circumstances and moved an update program. In the undertaking, a cross section affiliation was setup to realign correspondence effectively and capably, and would blend overall headings and adjacent essential together. An exchange critical change they cleared out on was the operation locale of each business line would change. For example, the client things division had kept up their business concentrated around customer
  • 7. needs; as Kent Chemicals expected to agree to fire confirmation laws of each country of operation, in this way the blast protection things were constrained, and the taking everything into account the restorative plastic division would be managed by uniting overall and adjacent operations emulating their guideline clients were multinational associations which had the limit supply the things broad. All these rebuilding revamping still couldn't contain the most pressing and testing issue confronted by the organization – Control of the Global Headquarters on the limb areas. CONCLUSION The advisors investigated that KCI's primary issue was created by their structure and technique like a little organization. They gave three encourages to strategize:- 1. KCI ought to present - nearby and territorial organization, 2. restorative plastics business ought to be facilitated universally, and 3. flame control items ought to be overseen territorially since the nation regulations vary in every nation. They likewise prescribed to utilize "choice network" to diagram their choice process and location their proprietorship issues obviously.
  • 8. 3. ANALYSIS AND DISCUSSIONS: 3.1 SWOT ANALYSIS: A few scientific classifications of the substance of differing qualities have been offered to depict the cluster of individual credits of enthusiasm to scientists (for instance: Jehn et al 1999; Martins, 1996). Emulating Jackson et al's. (1995) scientific categorization, separated between assignment related and relations-situated qualities and also promptly noticeable and basic properties. A relations-situated difference incorporates demographics, for example, age, gender as well as racial and ethnic backgrounds which may shape interpersonal connections however generally don't have immediate bearing on execution. Undertaking focused assorted qualities reflects credits which are prone to be identified with information, abilities and capacities required in the work environment (i.e., capacity, residency, training). Ordinarily, perceivable characteristics, for example, age gender etc. have been considered representations of a singular's qualities, convictions and demeanor (Fiske, 1993). From a lawful viewpoint these characteristics additionally speak to secured classifications and are in this way of investment to associations meaning to follow Title VII law. As of late there has been a developing enthusiasm for other noticeable characteristics on the grounds that they are thought to be related with work-related learning, mentality and practices. Also, there has been a resurrection (Hoffman, 1959) of enthusiasm for the impacts of basic properties, for example, identity and mentality. A few studies fused Big Five measurements of identity, attitudinal differences or different measures of "profound" or basic assorted qualities (e.g., Barrick et al, 1998 as well as Harrison et al, 2002). STRENGTHS:
  • 9. Investigations of promptly located, relations-situated differences prevail observational take a shot at working environment differences. The rich hypothetical foundation advertised by social character hypothesis and social arrangement hypothesis outlines a lot of this exploration (Jackson et al., 1995). Social personality hypothesis has been utilized to anticipate and comprehend how diversity impacts singular state of mind and conduct and in addition group motion. To clarify the impacts of differences on individual results, the essential contention is that one's likeness on obvious and moderately changeless attributes impacts emotions of distinguishing proof (Tsui et al, 1992).within gatherings, ID based on demographic likeness is connected with in-gathering predispositions and group clash. By broadening the rationale of speculations that clarify singular state of mind and conduct, differences analysts have discovered a solid hypothetical basis for making forecasts about how differing qualities is prone to impact social techniques inside groups and associations Jehn et al., 1999). Albeit social order and social character hypothesis were created initially to clarify the impacts of promptly located differing qualities, a few researchers have utilized these speculations to clarify the impacts of identity and quality based differing qualities. WEAKNESSES: With the special cases of social order and social character hypothesis, a large portion of the contentions offered to clarify the impacts of promptly identified characteristic assorted qualities expect that promptly identified characteristics are connected with basic traits, which thus, drive conduct. Case in point, clarifications for the impacts of social differences have indicated the behavioral associates of social qualities and their imaginable ramifications for individual practices that may impact group execution. For specialists who study top administration groups, a typical line of contention is that promptly caught differing qualities reflects cognitive differences, which thusly impacts group choices furthermore therefore firm
  • 10. execution. Notwithstanding convincing supplications for analysts to gauge the hidden differing qualities that is so key to this line of thinking (Lawrence, 1997), such examination stays rare. Late hypothetical commitments to the field require a multi-dimensional methodology to characterizing differences (e.g., Jackson 2001; Lau, 1998; Julian, 2002). It appears to be likely that social methods and their results are affected by the complex juncture of assorted qualities measurements, not disconnected measurements of differences. A R&d colleague may distinguish herself and additionally her colleagues utilizing different characteristics (e.g., "White female architect" or "Asian male researcher"). The group's results may be controlled by the setup of colleagues' demographic and/or character profiles (Frable, 1997). Reasonably, it bodes well that the differing qualities of trait profiles found inside groups is liable to impact individual and group results. Lamentably, differing qualities specialists have not yet succeeded in handling the test of observationally evaluating multi- dimensional assorted qualities. OPPORTUNITIES: The former discourse proposes a few open doors for new research. One clear opportunity is to fuse parts of differences that were underrepresented. Case in point, in the event that overall clashes make religion more remarkable inside the U.s., this may have critical results for working environment elements. Besides, analyzing religious differences might expand the worldwide importance of differences examination directed in the United States. It is fascinating to note, for instance, that the national enumeration in Ireland recognizes the number of individuals with each of a few religious affiliations however it makes no endeavor to evaluate racio-ethnicity. On the other hand, the U.s. evaluation utilizes various classes to portray ethnicity yet it doesn't evaluate religion. Counting measures of basic differing qualities and in addition promptly distinguished differences is an alternate opportunity for
  • 11. picking up newinsights. The potential estimation of this approachwas exhibited in a study that evaluated both sexual orientation and attitudinal differences (Harrison et al., 2002). The results recommended that promptly discovered assorted qualities impacted group working when groups had little experience together, yet over the long haul basic assorted qualities was more compelling. In spite of the fact that the quantity of studies considering basic assorted qualities is still little, such research appears encouraging. Notwithstanding investigations of attitudinal differences, we plan to see new research on differences in cognitive/choice making styles (Simons et al., 1999), social qualities (Thomas, 1999), identity (Barrick et al., 1998), and mental models (Levesque et al, 2011). New hypothetical advancements may likewise enhance our understanding of differences elements. Most research embraces a mental methodology, applying social mental hypotheses for example, social personality hypothesis and social classification hypothesis to comprehend the impacts of work environment assorted qualities (Brewer, 1995; Northcraft, Polzer, Neale & Kramer, 1995). Counting sociological hypotheses of clash and rivalry (e.g., Tolbert, Andrews & Simon, 1995) What's more financial speculations of work markets (e.g., Blau, 1977) would without a doubt advance our understanding of assorted qualities motion. THREATS: Notwithstanding analyst's concentrated endeavors to gauge differences and foresee its results, the writing offers few convincing discoveries about the impacts of assorted qualities in the working environment. Absence of a typical standard will make it hard to collect practically identical discoveries over time, while understanding around a few issues could quicken our capacity to gain from the collecting proof. One valuable component of a typical ideal model would include guaranteeing that examinations are led to control for focal propensity synthesis when evaluating the impacts of compositional difference. Under specific conditions,
  • 12. measures of difference are affected by mean values and scattering. Moreover, there is some proof that focal propensity and scattering based measures of assorted qualities can have one of a kind consequences for group execution (Thomas, 1999). Yet, we found that focal propensity markers were analyzed in conjunction with change measures just 35% of the time. At last, particularly in investigations of racio-ethnic differences, it might be useful for assorted qualities specialists to consider the particular shapes of differing qualities inside a group and give careful consideration to the differential encounters of every personality bunch. It is obvious that people react distinctively to their minority status relying upon whether they are in solo, token, or "tilted" circumstances (De Vries & Pettigrew, 1998), maybe on the grounds that these contrasting circumstances adjust the notability of specific characters. It is likewise likely that the experience and significance of being a minority part fluctuates extensively relying upon an individual's own particular qualities (e.g., see Tsui et al., 1992). By expansion, group methodologies and group execution additionally may be impacted by the particular structure and substance of differences present, not just the degree of heterogeneity or homogeneity (Randel, 2002). SWOT ANALYSIS ON KENT CHEMICALS: Based on the above literature, we can now perform a SWOT Analysis on Kent Chemicals, which is as follows: Strengths:  Solid R&D  Have made significant protected items Weaknesses:  Entrepreneurial Independence:  Backups often compete with each other, they send out into each
  • 13.  Quickly developing global operations  Extensive development from 11% to 27% of income  Solid pioneers: Morales and Perri  Spirits made correspondence that worked until development  Worldwide vicinity  Actualized development across time.  other's business sectors rather than  cooperating to compliment.  No trust between nations question what each is doing  Poor correspondence  No joint effort between nations, or in the middle of pioneers and staff  No correspondence about the heading the organization needs to go  Powerless economy- all inclusive and anticipated that will move descending  Not adjusting to changing weight Opportunities:  Engage representatives  Change culture to give workers more input (shein, 2010)  Incorporate workers in opinion based management and decisions  Decrease underway expenses  Cut un-fundamental practices  Duplication of methods merge  Develop customer base  Search for new open doors  Development in restorative industry- Threats:  Breakdown in general corporate system  Absence of solid administration  Absence of course  Absence of correspondence  Absence of current mission, vision, values  Serious value rivalry  Fire insurance items  Need to reduction creation costs  Worldwide subsidence anticipated
  • 14. at present records for 35% of worldwide income  As of now KCPs net wage has seen an emotional reduction from 2006 to 2007 and more awful was anticipated for 2008  #3 rival in worldwide fire retardants  Weight from worldwide and nearby organizations 4. CONCLUSIONS: Kent Chemical Products was awhile ago a family guaranteed flexible making association. Today, they are a principle overall quality substance association with a fantasy to expand its worldwide business strength into a really overall composed association. To accomplish this target, the relationship between Kent Chemical International (KCI) and Kent Chemical Products (KCP) must become facilitated; together they need to change both sides of the business into one vision endeavoring to perform the same result. Correspondence between the two associations was an agreeable issue. The essential dare to building a coupling relationship between the two was to perceive fundamental ranges and develop the correspondence process. Right when the association was not prepared to finish cohesiveness inside the three senior managers chose to get an outside counselor firm to offer support. One methodology to change the two association blueprints were to experience the five steps of globalization and to use Porter's National Diamond gathering theory. These two frameworks would allow Kent to look at every one period of overall section freely and a short
  • 15. time later develop those disclosures to ensure that the business was deliberately balanced in a geographic zone that would present to them a distinct advantage. Uniting correspondences amidst KCI and KCP through the Internet would give a basic methodology to specialists from both associations to present new progressions and chip in to bring those musings to light as an alternate thing. Kent Chemicals anticipated that will realize the going with changes in light of the above given issues, yet were unsuccessful:- - president Murales drove the re-affiliations framework that did not change the overall side and the family side of operations. - it experienced issues realizing re-relationship in its 30 collecting facilties in 13 countries as country data and unique standards and regulations were tricky to administer by Kent Chemicals. - kent used to offer its purchaser things in more than 100 countries, and this was a limitless zone to hanldle without a made structure. - it obliged the last re-affiliation strategy to determination the overall budgetary dangers that it faced. It should continue with the organizations of an outside advising structure - like
  • 16. Sterling Partners who could make a system for Kent Chemicals to take after both International and US operations. - a strong, focused key approach was obliged to end up overall and withstand the issues as a gathering. Sterling Partners suggestions would be profitable to Kent Chemicals as they brought it coordinated effort and cohesiveness in the association. Sterling had recommended the going with, and Kent got accommodating benefits on paying the charge for worth $18 million, as the use of the going hand in hand with techniques would unquestionably be significant in achieving overall improvement and remove all impediments refered to former in driving smooth operations.:- 1. kent should get a "Decision Matrix" model 2. internet associated trades 3. accountability
  • 17. 4. decentralization with learning of proprietorship. 5. shared vision and organizing tries by the headquarter and reinforcement clusters. 6. company should apply the Porter's Five Forces Model. 7. porter's National Diamond Clustering Theory was to be grasped to get most prominent mileage on having a tendency to store system issues and enthusiasm for their things in distinctive business. 8. swot Analysis should be done. Internal and external. 9. de Kluyer's Five periods of Globalization. 10. value Creation and Corporate Global Success. Kent Chemical has seen various changes inside the just about 100 years of business. As the years progressed, Kent Chemical has entered new markets, "gone around the world," and transform into a principle fuel for keeping such a notorious reputation compound association (Bartlett & Winig, 2012). With the different markets that Kent Chemical is incorporated in
  • 18. comes issues that have been attempting to change. One of the issues that Kent Chemical has expected to oversee over the later years has been the relationship between Kent Chemical International (KCI) and Kent Chemical Products (KCP). There is all in all a breakdown in correspondence between the nearby and worldwide associations, and moreover thing issues concentrated around geographic territory. Exactly when Kent Chemical began offering the halogenated blaze safe, it experienced productive arrangements in the United States, yet did not do so well in European countries (Bartlett & Winig, 2012). 5. RECOMMENDATIONS: Kent Chemical Products and Kent Chemical International must work strongly to create the association comprehensive. Set up for Kent Chemical Product and Kent Chemical International to be bound together, a gathering of select qualified individuals will need to be molded between the two associations to open up lines of correspondence. The foremost step would be to perceive scopes of progress between the two associations and prepare a methodology to upgrade the correspondence process. By getting an outside firm as a master, the two associations would make the first stride to deciding their correspondence issues, so that not one or the other division feels crippled. Kent Chemical Product and Kent Chemical International will need to explore the business area segment, thing specialization, quality chain disaggregation, worth chain building, and the creation of an alternate business (De Kluyver, 2010). Each of these are key parts in making an overall association yet not every one of the five of these steps are imperative for any association to take after; a couple of steps could be skipped (Bartlett & Winig, 2012).
  • 19. Each of the associations will have a substitute customer fabricate depending in light of their geographic region. As demonstrated by Porter's National Diamond clustering speculation, unique geographic ranges offer a close playing point as a delayed consequence of regular blessings (Porter, 2008). United States-based Kent Chemical Product and Kent Chemical International produce halogenated flame safe as their essential thing; regardless, all around, every country had different particulars for flame retardants, so every thing must be conveyed differently depending upon the geographic range. Kent Chemical Products and Kent Chemical International will need to take after the Clustering Porters National Diamond theory, which embodies the going with six sections: 1.) segment conditions, which illuminates why certain zones of the country pull in certain business; 2.) country of birthplace premium, which is the enthusiasm of the country of root whether they have unlimited or little markets; 3.) relating and supporting business undertakings, which consolidates the supporting organizations in the region; 4.) forcefulness of the home business, which diagrams the "five qualities" forceful structure; and 5.) open plan and chance, which portray the part government plays in the business (De Kluyver, 2010). These associations will need to execute a robust gathering with the essential target of making the association concentrated in the overall economy. The gathering must set clear and concessive targets to be touched base at with sensible due dates. Concerning the headway bit of the association both the United States and the International Company should association by method for the Internet to allow the opportunity for all association laborers to present a thought and let their inventive capacity drive their ability to opponent new things.
  • 20. Disregarding the way that Kent starting now has an overall region, they don't have the overall position or carriage that they should have. Set up for the gathering to execute and evaluate the picked procedure, they will need to survey the association inside the five stages displayed by De Kluyver: business sector area, thing specialization, quality chain disaggregation, worth chain reengineering, and he development of new markets (De Kluyver, 2010). It is inside these stages that the association will have the ability to realize different parts of the group. It is moreover imperative to consolidate the SWOT examination ("SWOT Analysis I," 2006; SWOT Analysis II," 2006) in every stage when arranging exhaustively. To underscore what the SWOT examination does and how it can help Kent in its tries of obtaining a more observable overall carriage, the affiliation needs to survey all viewpoints and consider all components at every one stage. In doing this, they will light up and acquire understanding of the business inside the different countries that they work. All the while, as Kent is working inside the five stages and executing the SWOT examination, they should furthermore see the commanding business compels inside the country where they are involved with business. REFERENCES:
  • 21. Bartlett, C.A., & Winig, L. (2012). Kent chemical: organizing for international growth. Retrieved from Harvard University, Harvard Business School Publishing for Educators De Kluyver, C. (2010). The globalization of companies and industries. In Fundamentals of global strategy: A business model approach (pp. 23-42). Retrieved from Harvard University, Harvard Business School Publishing for Educators Alderfer, C. P. 1992. Changing race relations embedded in organizations: Report on a long- term project with the XYZ company. In S. E. Jackson (Ed.), Diversity in the workplace: Human Resources Initiatives. New York: Guilford. AMA. 1995. AMA survey on managing cultural diversity. New York: American Management Association. Ancona, D. G., & Caldwell, D. F. 1998. Rethinking team composition from the outside in. In D. Gruenfeld (Ed.), Research on managing groups and teams. Stamford, CT: JAI Press. Ashkanasy, N. M., Hartel, C. E. J., & Dass, C. S. 2002. Diversity and emotion: The new frontiers in organizational behavior research. Journal of Management, 28: 307–338. Barrick, M., Stewart, G., Neubert, M., & Mount, M. 1998. Relating member ability and personality to work-team processes and team effectiveness. Journal of Applied Psychology, 83(3): 377–391. Barsade, S., Ward, A., Turner, J., & Sonnenfeld, J. 2000. To your heart’s content: A model of affective diversityin top management teams. Administrative Science Quarterly, 45: 802–836. Baugh, S., & Graen, G. 1997. Effects of team gender and racial composition on perceptions of team performancein cross-functional teams. Group & Organization Management, 22: 366– 384.
  • 22. Bedeian, A. G., & Mossholder, K. W. 2000. On the use of the coefficient of variation as a measure of diversity.Organizational Research Methods, 3: 285–297. Bell, E. L. J., & Nkomo, S. M. 2001. Our separate ways: Black and white women and the struggle for professional identity. Boston, MA: Harvard Business School Press. Bezrukova, K., & Jehn, K. A. 2001. The effects of diversity training programs. Unpublished manuscript, Solomon Asch Center for the Study of Ethnopolitical Conflict, University of Pennsylvania, Philadelphia. Blau, F. 1977. Equal pay in the office. Lexington: MA. Lexington Books. Boeker,W. 1997. Strategic change: The influence of managerial characteristics and organizational growth. Academyof Management Journal, 40: 152–170. Brewer, M. B. 1995. Managing diversity: The role of social identities. In S. E. Jackson & M. Ruderman (Eds.), Diversity in work teams: Research paradigms for a changing workplace: 47–68. Washington, DC: American Psychological Association. Brief, A. P., & Barsky, A. 2000. Establishing a climate for diversity: The inhibition of prejudiced reactions in the workplace. In G. Ferris (Ed.), Research in personnel and human resources management: Vol. 19, 91–129. New York: Elsevier.
  • 23. Bunderson, J. S., & Sutcliffe, K. M. 2002. Comparing alternative conceptualizations of functional diversity in management teams: Process and performance effects. Academy of Management Journal, 45: 875–893. Burkard, A. W., Boticki, M. A., & Madson, M. B. 2002. Workplace discrimination, prejudice, and diversity measurement: A review of instrumentation. Journal of Career Assessment, 10: 343–361. Carpenter, M. 2002. The implications of strategy and social context for the relationship between top management team heterogeneity and firm performance. Strategic Management Journal, 23: 275–284. Carroll, G. R., & Harrison, J. R. 1998. Organizational demography and culture: Insights from a formal model and simulation. Administrative Science Quarterly, 43: 637–667. Chattopadhyay, P., Glick,W. H., Miller, C. C., & Huber, G. P. 1997. Determinants of executive beliefs: Comparing functional conditioning and social influence. Strategic Management Journal, 20: 763–789. Chatman, J. A., & Flynn, F. J. 2001. The influence of demographic heterogeneity on the emergence and consequences of cooperative norms in work teams. Academy of Management Journal, 44: 956–974.
  • 24. Chatman, J. A., Polzer, J. T., Barsade, S. G.,&Neale, M. A. 1998. Being different yet feeling similar: The influence of demographic composition and organizational culture on work processes and outcomes. Administrative Science Quarterly, 43: 749–780. Clark, M. A., Anand, V., & Roberson, L. 2000. Resolving meaning: Interpretation in diverse decision-making groups. Group Dynamics: Theory Research and Practice, 4: 211–221. Cohen, L. E., Broschuk, & Haveman, H. A. 1998. And then there were more? The effect of organizational sex composition on the hiring and promotion of managers. American Sociological Review, 63: 711–727. Cox, T., Jr. 1993. Cultural diversity in organizations: Theory, research&practice. San Francisco: Berrett-Koehler. Cox, T., Jr., & Tung, R. L. 1997. The multicultural organization revisited. In C. L. Cooper & S. E. Jackson (Eds.), Creating tomorrow’s organizations. New York: Wiley. Dass, P., & Parker, B. 1999. Strategies for managing human resource diversity: From resistance to learning. Academy of Management Executive, 13: 68–80.
  • 25. De Vries, S., & Pettigrew, T. F. 1998. Effects of ethnic diversity: The position of minority workers in two Dutch organizations. Journal of Applied Social Psychology, 28: 1503–1530. Earley, P. C., & Mosakowski, E. M. 2000. Creating hybrid team cultures: An empirical test of international team functioning. Academy of Management Journal, 43: 26–49. Eby, L. T., & Dobbins, G. H. 1997. Collectivistic orientation in teams: An individual and group-level analysis. Journal of Organizational Behavior, 18: 275–295. Elron, E. 1997. Top management teams within multinational corporations: Effects of cultural heterogeneity. Leadership Quarterly, 8: 393–412. Elsass, P. M.,&Graves, L. M. 1997. Demographic diversity in decision-making groups: The experiences ofwomen and people of color. Academy of Management Review, 22: 946–973. Ely, R. J., & Thomas, D. A. 2001. Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes. Administrative Science Quarterly, 46: 229–273. Fenwick, G. D., & Neal, D. J. 2001. Effect of Gender Composition on Group Performance. Work & Organization, 8: 205–225.
  • 26. Fields, D. L., & Blum, T. C. 1997. Employee satisfaction in work groups with different gender composition. Journal of Organizational Behavior, 18: 181–196. Finkelstein, S., & Hambrick, D. C. 1996. Strategic leadership: Top executives and their effects on organizations. St. Paul, MN: West. Fiske, S. 1993. Social cognition and social perception. In M. R. Rozenwig & L. W. Porter (Eds.), Annual Review of Psychology, 44: 155–194. Palo Alto, CA: Annual Reviews Inc. Frable, D. E. S. 1997. Gender, racial, ethnic, sexual, and class identities. Annual Review of Psychology, 48: 139–162. Frey, L. R. 2000. Diversifying our understanding of diversity and communication in groups: Dialoguing with Clark, Anand and Roberson. Group Dynamics: Theory, Research and Practice, 4: 222–2 Friedman, R. A. 1996. Defining the scope and logic of minority and female network groups: Can separation enhance integration? Research in Personnel and Human Resource Management, 14: 307–349. Friedman, R. A., & Krackhardt, D. 1997. Social capital and career mobility: A structural theory of lower returns to education for Asian employees. Journal of Applied Behavioral Science, 33: 316–334.
  • 27. Friedman, R. A., Kane, M., & Cornfield, D. R. 1998. Social support and career optimism: Examining the effectiveness of network groups among black managers. Human Relations, 51: 1155–1177. Gaertner, S. L., Dovidio, J. F., Banker, B. S., Houlette, M., Johnson, K. M., & McGlynn, E. A. 2000. Reducing intergroup conflict: From superordinate goals to decategorization, recategorization, and mutual differentiation. Group Dynamics: Theory, Research and Practice, 4: 98–114. Gilbert, J. A., & Ivancevich, J. M. 2000. Valuing diversity: A tale of two organizations. Academy of Management Executive, 14: 93–105. Goll, I., Sambharya, R. B., & Tucci, L. A. 2001. Top management team composition, corporate ideology, and firm performance. Management International Review, 41: 109–129. Gomez, C., Kirkman, B. L.,&Shapiro, D. L. 2000. The impact of collectivism and in- group/out-group membership on the evaluation generosity of team members. Academy of Management Journal, 43: 1097– 1106. Hackman, J. R. 1999. Thinking differently about context. In R. Wageman (Ed.), Research on managing groups and teams: Groups in context: 233–247. Stamford, CT: JAI Press.
  • 28. Hambrick, D. C., & Mason, P. A. 1984. Upper eschelons: The organization as a reflection of its top managers. Academy of Management Review, 9: 193–206. Hambrick, D. C., Li, J., Xin, K., & Tsui, A. S. 2001. Compositional gaps and downward spirals international joint venture management groups. Strategic Management Journal, 22: 1033–1053. Haythorn, W. W. 1968. The composition of groups: A review of the literature. Acta Psychologica, 28: 97–128. Hoffman, L. R. 1959. Homogeneity and member personality and its effect on group problem solving. Journal of Abnormal Social Psychology, 58: 27–32