• 국제학술발표논문집
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• The 6th International Conference on Construction Engineering and Project Management
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• pp.477-480
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• 2015

Construction projects are high-risk activities. When undertaking such projects in an international setting, it can be complicated by foreign exchange (FOREX) fluctuation risk. This affects the construction business performance in various ways, namely its progress due to delays, which in turn create further problems, specifically cost overruns as a result of price increase in raw materials, disputes, arbitration, litigation and even, total abandonment. Thus, the effective management of FOREX fluctuations is crucial. Previous studies have focused on the need for contract safeguards, adequate insurance, careful planning and management, as well as foreign exchange futures hedging to address some of the risks triggered by FOREX fluctuations. An analysis of FOREX fluctuations in the international construction industry revealed that more often it was focused on project-specific issues. Currently, there is a relative lack of awareness on Organizational Capabilities (OC), the abilities that owned by the organization, which is essential in managing the impact of FOREX fluctuations. Where research has focused on OC, these are viewed in isolation. Therefore, this study attempts to close the gap by proposing a framework on managing the impact of FOREX fluctuations in the international construction industry, employing the OC perspective.

• International Journal of Internet, Broadcasting and Communication
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• 제14권3호
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• pp.40-50
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• 2022

The purpose of this study is to prove the global OTT, Netflix's organizational resilience (OR). For this, we review previous literatures regarding Netflix's OR and the theoretical logic of the OR. Then, we investigate Netflix's organizational culture (OC), corporate structure and business strategies based on the five levers of the OR. As a result, the first lever, the coordination makes Netflix to get rid of the inner wall by creating Netflix terms like 'sunshining,' and 'postmortem,' which makes their employees extraordinarily candid with each other. The second lever, the cooperation provides employees with understanding customers by sharing company and service information openly and broadly through transparent board system, billboard advertising, etc. The third lever, the clout allows Netflix to encourage independent decision-making by their employees. Netflix customers are under scrutiny and served 24/7 via live chat or phone by supporting a high-performance workplace. The fourth lever, the capabilities are related to Netflix's keeping highly effective people and it establishes a culture of highly motivated employees. The "dream team" policy is run by what is known as the "keeper test." The last lever, the connections make Netflix to forge external strategic partnership to stay agile. There is no rule for partnering with key content producers by allowing creative freedom to them.