Iniciaron comercialmente en Armenia. El 20 de noviembre de se creó la empresa confecciones Leonisa. Se incorpora en su fuerza de. CASO LEONISA. SOLUCION MERCADO CENTROAMERICANO Asegurarse de que la empresa distribuidora del producto cumpla con la función de vender el. También se explican los orígenes de Leonisa y se hace una descripción de DE LEONISA: UNA EMPRESA COLOMBIANA DE ROPA INTERIOR. COLOMBIA ESTUDIO DE CASOS Innovación presentación editor PYMES.
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The structure of the Leonisa Group results from its ,eonisa strategy of vertical integration, both forward and backward. The first part of this paper presents a review of the literature on corporate centers and multi-divisional structure. In the literature on corporate strategy, multi-business companies are also recognized as conglomeratesmodern corporations or diversified firms. What was possible to notice is the existence of more frequent collaborations between some companies.
Journal of International Management18 3 Table 1 shows the countries of affiliation for the universities where the authors of the 15 papers studied work, the universities that stand out for their research on multi-divisional structure and the theoretical approaches from which such research has been carried out.
In line with the above, Leonisa has strengthened its competitive strategy to continue to grow sales in the four channels and promote the positioning of the brand worldwide. Moreover, the literature review only revised databases of cxso academic recognition ISI and Scopuswhich could leave out publications on cases of Latin American companies.
The following processes were identified as centralized: In the United States, for instance, it has all the alternatives. This process occurs as a backward vertical integration. Leoonisa Business Review91 12 According to this author, most organizations experience them all, leaning towards one, according to the corresponding configuration in each organization. Along the same lines, Leonisa can be said to promote the concept of socialization put forward by Chung et al.
Academy of Management Annals9 1 Advancing a Multimarket Firm Perspective. The seven semi-structured interviews were conducted with executives and former executives of both Leonisa and the parent companyas well czso from its enterprises or subsidiaries business unitswhich were selected from different hierarchical positions within the structure of each company for their roles as heads, directors or managers.
There were two criteria for selecting the interviewees: The complexity of managing a multi-business enterprise, and in particular that of the Leonisa group, would justify further research. This particularity, identified in the GEA and Leonisa, allows us to infer that multi-business administration in Colombia is not necessarily carried out from an easily identifiable corporate center and with an exclusive corporate staffing, but that it is also possible to manage several businesses together without an explicitly constituted corporate center.
The cooperative multi-divisional structure is characterized by less decentralization and greater integration between divisions, while the competitive structure has less integration between divisions and a high degree of operational decentralization. In his text on organizations structuring, Mintzbergpresents five structural configurations simple structure, machine bureaucracy, professional bureaucracy, divisional form and adhocracymost often described in the literature on organizational theory.
Backwards integration has been accomplished through the creation of companies that supply the inputs for underwear and swimwear production, where each specializes in the production of specific parts that were previously purchased from third parties.
The documentary review was conducted on websitesannual reports of the organization, and public domain documents written about Leonisa. Research notes and commentaries: Who has the resources, who communicates with whom, who is responsible for what, who can do what, what can be done on their own and what can be done with others, what kinds of careers are available and what is the flow of knowledge throughout the organization p. lsonisa
California Management Review38 1 For example, it would be interesting to analyze the possibility of rethinking vaso current multi-divisional structure based on the centralization of new processes.
As a multi-business company, Leonisa counts with strategies at the corporate, competitive and operational levels.
To establish a commercial network of saleswomen to reach a larger number of customers located anywhere in the country. Why do some multinational corporations relocate their headquarters overseas? Namely, as argued by Whittington and Mayerthe N -form is a flatter, more flexible and horizontal form of organization than the M-form, leoniaa there are no differences lonisa decentralized operations and the centralized corporate strategy as it seems to remain intact.
Dimensions, Contingencies, and Synergistic Effects.
INTERNACIONALIZACION DE LEONISA: UNA EMPRESA COLOMBIANA DE ROPA INTERIOR
Journal of Knowledge Management11 3 Leoniss addition to the foregoing, the company has promoted the creation of production cooperatives to increase operational speed, strengthen social work in municipalities of Antioquia and, finally, to increase production flexibility.
Instead, these headquarters are evidenced by the functions exercised by its directors at the corporate level of the strategy, such as: Additionally, this author warns that, in the case of multi-business enterprises, the functional or divisional structure in terms of Mintzberg is insufficient to deal with the tension between the headquarters and the business units or divisions that characterize this type of company. And, from the board of directors leknisa Leonisathe global aspect of the corporate strategy is defined and maintained.
In the Leonnisa area, the novelties regarding the payroll of each subsidiary are centralized, as well as the settlements and payments to parafiscal entities.
Caso Leonisa by Ivan Oviedo on Prezi
This corporate center is formed only when making decisions that impact the corporate strategy and the leonisq of each subsidiary in relation to the whole becomes necessary.
The centralized corporate functions exercised by Leonisa to manage the whole, have generated benefits for all companies. With respect to the second purpose, it arises from the search for greater speed and flexibility in production from its corporate backward-and-forward integration strategy.
Namely, this case also takes distance leonisx the literature presented on the corporate centers of multi-business companies in developed countries.