毕业论文代写-宜家简化工作绩效概念的需要。根据宜家提供的案例研究，大约50%的产品是由回收或可持续产品制成的。宜家考虑在制作家具时使用最少的材料，同时确保不影响耐用性和质量(Rangan et al.， 2014)。通过使用更少的材料，公司最终减少了运输成本，因为接收材料和运输产品所需的人力和燃料更少。各组织生活的多样性和复杂性增加了超越两极分化和过分简化的工作绩效概念的需要，以认识到解决和接受矛盾的必要性。
Moving ahead with the overall discussion from the perspective of the case study, irrespective of the major achievements of IKEA, problems of sustainability in the wood supply chain of IKEA was known to be extremely challenging. The key reason is that the company sought for the procurement of wood products and wood close to the markets of consumer for minimizing costs of transportation (Strand, 2009). However, the plans for initiation of growth had major focus on the platforms of emerging market within which there was lack of suppliers of wood and they failed in meeting the stringent standards of sustainability across the organization. In this context, the company has achieved significant success as it implemented People and Planet Positive Strategy and integrated concerns of sustainability within the core decisions of business. This had been specifically true with the sustainable wood initiatives of the organization, spanned across the functions of supply chain, procurement and design (So et al., 2012). The key implications to separate managing uncertainty from managing commitment are quite far- reaching than considered. Focusing on the significant yet short term uncertainties like the supply chain, the reputation of the company is highly affected further demanding change in the overall process.
Majority of the strategies are presented over certain beliefs related to the future. This is a significant issue as there is deep unpredictability in the future. In addition, in order to achieve breakthrough success, there is a need to implement strategies such that there is a different positive version of the future differently in comparison with what is planned. The key outcome is the strategy paradox perceiving the maximum possibility to achieve success also involves higher chances of failure (Strand, 2009). The resolution of paradox requires a different way to think about uncertainty and strategy. In order to deal with the issue of sustainable wood supply chain that is the strategy paradox in this case, the company has been thinking differently. IKEA has been making significant investment of effort and time for improving and assessing the sustainability underlying the practices of procuring wood (So et al., 2012). Key standards have been set by IKEA for the specification of minimally accepted standards for protection of environment and conditions at work at the suppliers of manufacturing. Since the year 2013, the company has been aggressively auditing its supply chain with a considerable focus on the suppliers of home furnishing.
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