新兴市场危机时期的商业可持续性:印度尼西亚 Gunung Raja Paksi 案例

Saeed Mousa
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引用次数: 0

摘要

学习成果完成本研究后,学生将能够定义、解释和描述可持续发展及其在商业环境中的应用;通过在案例研究中识别并提供相关示例,学习并展示他们对与业务可持续发展相一致的公司当前实践、流程和运营的理解;讨论和描述不同行业的可持续运营和实践;确定制造业和其他相关行业的可持续发展主题;确定生产和制造过程的可持续发展战略。案例概述/概要本案例研究的重点是印度尼西亚的一家钢铁制造公司Gunung Raja Paksi (GRP),该公司的业务涉及钢铁贸易、水泥厂和碳市场。该案例研究涵盖了新冠肺炎危机时期,特别是2020年,这一时期企业正常经营中断,社会经济面临挑战。GRP在可持续业务中的突出地位归功于印度尼西亚钢铁协会(IISIA)首席执行官兼主席Kimin Tanoto提出的倡议。尽管是次子,但2018年,陈江人和(Kimin Tanoto)担任了家族企业GRP的领导。在Kimin进入委员会时,两大挑战对盈利构成了不利影响,一是COVID-19大流行的影响扰乱了供应链,二是抵制可持续商业方法的公司文化。然而,可持续的努力在2019冠状病毒病危机期间和之后取得了显著成功。本案例适用于可持续资源、工程与管理、可持续环境管理学士、智能与可持续设计文化与艺术学士、可持续解决方案学士和自然资源可持续利用理学学士以及其他可持续实践指导的本科课程。补充材料教学笔记只供教育工作者使用。科目codeCSS 3:创业精神。
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Business sustainability during crisis time in the emerging market: the case of Gunung Raja Paksi, Indonesia
Learning outcomes Upon completion of this study, students will be able to define, explain and describe sustainability and its application in the business context; learn and demonstrate their understanding of current practices, processes and operations in companies that are aligned to business sustainability by identifying such in the case study to enable them to provide relevant examples; discuss and describe sustainable operations and practices across different industries; identify sustainable themes in manufacturing sectors and other related industries; and identify sustainable strategies for production and manufacturing processes. Case overview/synopsis This case study focused on Gunung Raja Paksi (GRP), a steel manufacturing company in Indonesia, with a portfolio in steel trading, cement plants and carbon markets. The case study covered the COVID-19 crisis period, especially the year 2020, which disrupted the normal operations of businesses and subjected the community to economic challenges. The emergence of GRP’s prominence in sustainable business attributed to the initiatives advanced by Kimin Tanoto, the chief executive officer (CEO) and chairperson of the Indonesia Iron and Steel Association (IISIA). Kimin Tanoto assumed leadership of GRP, a family-owned business, in 2018, despite being the second son. At the time of Kimin’s induction into the board of commissioners, two main challenges – the impacts of the COVID-19 pandemic, which disrupted the supply chains, and the company culture that resisted sustainable business approaches – acted as detriments to profit-making. Sustainable efforts, however, contributed to noticeable success during and after the COVID-19 crisis. Complexity academic level The case is suitable for instructions in undergraduate courses in Bachelor of Engineering (BEng) in Sustainable Resources, Engineering and Management, Bachelor in Sustainable Environmental Management, Bachelor of Culture and Arts in Smart and Sustainable Design, Bachelor in Sustainable Solutions and Bachelor of Science (BSc) in Sustainable Use of Natural Resources, and other instructions on sustainable practices. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.
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来源期刊
Emerald Emerging Markets Case Studies
Emerald Emerging Markets Case Studies Social Sciences-Education
CiteScore
0.30
自引率
0.00%
发文量
104
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