Category: Hewlett Packard

Introduction

The paper is a critical analysis of organizational structure of HP Company. This is tackled by providing an over view of the organization, the structural issues facing it, a thorough discussion of ways that can help solve the structural problems and finally a conclusion and recommendation section that summarizes the paper.

It is worth noting that, what drives organizations in carrying out their day to day activities is organizational structure. Organizational structure refers to a system that dictates the hierarchy, activities as well as how things are coordinated to help organizations attain their main goals and objectives. Different organizations adopt different structures. Despite this sort of arrangements, problems do occur and a time they are so serious that may threaten the wellbeing of the organization in question.

In the situation of HP, it is well known to be the first major organization to have CEO woman back in 1999. Fiorina Carly widen the business of the organization by acquiring other businesses. However the purchase of Compaq brought controversy which was the beginning of her trouble as the organization faced a number of problems ranging from financial to cultural issues.

She was later fired and in her place came Hurd Mark. The later received a number of complains regarding the sales department.

The issues raised included who was to be conducted, getting the go ahead in hiring sales representative to mention but a few. His analysis revealed that the many layers of structure were the problem. To curb this, the new CEO resorted to firing employees that were not performing well and cutting down on the layers (Jana, 2009).

In one instance he completely did away with a sales group. Having in mind that organizational structure is what every organization will consider, its functions are dependent in a number of factors such as the type of products and services offered to customers and target market ranges. The functions of organizational structure include determining focus range, the types of products offered, niches to be focused as well as the strategies to target markets.

Overview of the Organization

Hewlett Packard Company was formed in 1939 by two electrical engineering graduates from Sanford University. Hewlett Packard is the second names of Bill Hewlett and Dave Packard the founders of the company.

The Company was established at a garage belonging to Packard as the name was arrived at after a coin tossing between the two co founders of the corporation of which Packard won but they decided to name their electronics company Hewlett Packard Company.

The company was an idea after a fellowship in Stanford alongside Pastor Fredrick Terman who they consider their mentor (Packard, 2006). The Hewlett-Packard Company was incorporated in 1947 but the shares were offered to the public in 1957 (Jana, 2009).

With the initial capital of US $ 538 they were able to produce their first ever financial successive product, precision audio oscillator HP200A product to the market which gained fiscal uplift unlike the other previous products.

In this model they incorporated a small light tuber as a temperature resistor on the circuit. This project produced a number of the series to the market spanning a record breaking 33 years as the longest-selling basic electronic design of all time.

The introduction of HP200AB, an improvement of the model HP200A shoved it from the market. The Walt Disney Company was the earliest customers of the Hewlett-Packard Company as they acquired eight units of the HP200B oscillators’ model for attesting the sound systems in the theatres for the Fantasound for the movie Fantasia as noted by (Linstead et al., 2004).

Mission & Vision Statements

HP Company has developed a unique management style best known as the HP Way; its origin can be traced as way back from the founders and friends, Bill and Dave down to the employees. This, a core philosophy take into accounts the three major concepts of respect, dedication and commitment (Packard, 2006). Thus there was emphasis on the vigor esteem of the individual, devotion to reasonable quality and consistency, commitment to society conscientiousness together with the technical contributions for the progressive and interests of humanity is secured by the company.

Core Values, Operating Guidelines

The following are the doctrine of The HP Way:

• There is belief and esteem for individuals.
• The organization is of result oriented through soaring level of realization and contribution.
• The Company’s core values are more than establishment and adhering to the processes but carry out the business with adamant veracity.
• There is need of joint effort in order for the realization of the common objectives.
• There is room for elasticity and advancement for the company to acquire new ideologies.

Structural Issues

From the case study, a closer examination reveals several structural issues that include; bureaucracy, many layers between managers and employees and other relevant stakeholders, lack of timely response to views of customers, high formalization, financial problems/struggles and misconceptions, lack of clear rules, there is no alignment of goals and organizational culture.

With regards to bureaucracy tasked with ensuring that everything is attained efficiently by utilizing the least amount of resources, it contributed to the problem of one of the managers not being able to timely acquire new set of employees to execute sales duties (Pugh, 1990).

It is agreed that having a bureaucratic system make it impossible for timely decision to be made, the notion rests on the various layers of management as well as strict adherence to laid down regulations. It is worth noting that the kind of organizational structure that brought about bureaucracy is line structure.

With this system there was a given channel of command and for approving anything top down approach was utilized (Shafritz et al.2005). This kind of structure could only be suitable for a small organization but not to a global one like HP.

Additionally, concerning the rate at which the organization was responding to customers’ issues, it is evident that it contributed to later not understanding who to call in situation of problems that needed clarification.

Having in mind that customers are the important stakeholders and are at a better position in dictating a company existence, ignorance to their plea, views and comments can be a disaster to the existence of an organization (Shafritz et al., 2005).

The inability of HP not to respond to what the customers raised can be attributed to the bureaucratic nature of the organization.

Although there are channels to be followed in such a system, the time taken before responding to the calls made discourages customers from trying to contact the organization for assistance in the future. The implications of such a scenario are numerous including customers looking for another alternative company, bad company reputation among others.

Financial struggle and misconception are another set of structural issue. It is always the desire of each and every organization to grow and widen their business wings across the globe. This can be done in various ways such as forming partnership, merging as well as acquiring other business entities.

However, HP led with misconception controversially bought Compaq computers under the leadership of Fiorina Carly. Her action to acquire Compaq was largely seen as a plan done for sake of diversification and not based on the return the project will generate.

This kind of misconception broadened the company’s development making the organizational structure in place not to be able to handle such an expansion. It is this action that increased the risk of losing HP focus in meeting the needs of customers as well as effectively utilizing the available resources (Morgan, 2006).

Similarly, such a rapid expansion in most cases affect the company’s target market since specialization is not emphasized as compared to the one in which is having a narrow focus. The decision to acquire other businesses needs to be guided by certain procedures and guideline. It is clear that by the time the CEO made the decision to buy Compaq Computers such rules were not in place.

Poor communication method is another structural problem linked to bureaucracy. With the top down approach, it is usually difficult for those in lower ranks to pass their views and opinions to the top management.

This is attributed to the various layers through which information need to pass before reaching the desired person for necessary actions to be taken (Serenko et al., 2007). Despite the fact that the response will be positive, time factor is of essence.

It is information that gives people the ability to act rationally and in situations where the same is not guaranteed then there are problems. Lack of 360 feed back contributed to employees having lower morale as well as unsatisfied customers who were troubled with regards to who to contact.

Discussion of ways to help solve some of the structural issues

This section brings forth numerous ways that can help address the above discussed structural issues. However, only two of them will be discussed in details. Among the solutions to the organizational structural issues include; job description, adopting technology, creating clear guideline, communication across organization to help give direction, adopting learning organization concept, horizontal linkage and life cycle product (Grey & Garsten, 2001).

Having in place a well planned communication systems that will enable the organization timely receive and provide feedback to the relevant stakeholder will be of essence in addressing a number of problems. One way to attain this is to cut down on the various layer between manager and employees as well as the customers and other stakeholders (Raymond & Snow, 1992).

With improved channel of communication, the views from all relevant stakeholders’ especially customers will be quickly and timely responded to. HP will then be in a better position to outwit their competitors.

Additionally, improved approach of information sharing will create an environment in which employees are free to air their views, such a democratic working environment contributes to motivated and satisfied workers who will work to provide their best to the organization (Daft, 2010).

A second solution for HP is to adopt the concept of a learning organization.

It is worth mentioning that a learning organization has a number of benefits. For instance it will help the organization maintain higher levels of innovation and creativity hence being competitive. Similarly, a learning organization will better place HP in responding to external factors hence maintaining competitive advantage (Argyris & Schön, 1996).

Similarly, learning organization when it comes to the issue pertaining to changes, HP will be at an advantage as they can adopt change quickly and successfully.

In situations where the relationship between the organization and their relevant stakeholders are analyzed, a learning organization through the five characteristics of a learning organization (team learning, system thinking, mental models, and personal mastery and shared vision) makes it to be people-centered firm. This brings with it a number of advantages such as improved corporate image (Jacobides, 2007).

Conclusion and Recommendations

From the review of HP organizational structure, it is evident that it is important for any organization to have in place a structure which will help it attain their main objectives. However, whatever the type of structure adopted, there are bound to be issues which will derail the organization from attaining its goals and objective.

The causes are mainly internal, shaped by some external factors (Malone, 2007). For HP, the organizational structure issues in the case study provided included; bureaucracy, many layers between managers and employees and other relevant stakeholders, lack of timely response to views of customers, high formalization, financial problems/struggles and misconceptions, lack of clear rules, there is no alignment of goals and organizational culture.

All these aimed at bringing down the organization.

To solve these structural issues there were a number of options but the two main one chosen and recommended include adopting the concept of a learning organization where “people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together” (Senge, 1994 p. 3). Secondly I recommend that HP put in place mechanism that will foster effective communication and 360 degree feedback systems.

References

Argyris, C. & Schön, D. (1996). Organizational learning II: Theory, method and practice, Reading. Mass: Addison Wesley.

Daft, R. (2010). Organization Theory and Design. Mason, Ohio: Thomson.

Grey, C. & Garsten, C. (2001). Trust, Control and Post-Bureaucracy. New York: Sage Publishing.

Jacobides, M. (2007). “The inherent limits of organizational structure and the unfulfilled role of hierarchy: Lessons from a near-war” Organization Science, 18(3): 455-477.

Jana, R. (2009). “HP’s Cultural Revolution” Web.

Linstead, S. et al. (2004). Management and organization: A critical text. Basingstoke, Hampshire: Palgrave.

Malone, M. (2007). Bill & Dave: How Hewlett and Packard Built the World’s Greatest Company. New York: Portfolio Press.

Morgan, G. (2006). Images of Organization. Thousand Oaks, CA: Sage.

Packard, D. (2006). The HP Way: How Bill Hewlett and I Built Our Company. New York: Harper Press.

Pugh, D. (1990). Organization Theory: Selected Readings. Harmondsworth: Penguin.

Raymond, E. & Snow, C. (1992) “Causes of Failure in Network Organizations,” California Management Review, Summer.

Robbins, S. & Barnwell, N. (2006). Organization Theory: Concepts and cases. Sydney: Pearson.

Senge, P. et. al. (1994). The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization. London: Sage.

Serenko, A. et al., (2007) “Organizational size and knowledge flow: A proposed theoretical link.” Journal of Intellectual Capital, 8(4): 610-627.

Shafritz, J. et al. (2005). Classics of Organization Theory. Belmont, CA: Thomson Wadsworth.

Introduction

Benchmarking is one of the most effective ways of helping an organization to acquire a competitive advantage over their main competitors. Benchmarking allows the organization an opportunity to understanding how the competitor operate. Business scholars emphasize the need to continuously compare performance against the market leaders.

Such a measure or attitudes helps towards organizations being informed of the strategy and action that have been designed by the market leaders towards maintaining their massive share market.

Once the firm understands the action of its competitors, it is able to optimally readjust its operations or to better them towards narrowing the gap between them. The essay will assess how Hewlett-Packard (HP) has effectively used benchmarking in managing stiff competition from other computer producers.

HP Company has been one of the most successful computer firms in the world. Since when I came to know of the company, HP has been growing from strength to strength. The firm has improved its operation systems as well as ensured that it has up to date or state-of-the-art technology.

Apart from adopting new technology, the company has also been able to improve its production processes to cut down its production cost. Through such like practices anchored on benchmarking, the firm recently assumed market leadership from the DELL Company; as the chief computer producer.

Types of Benchmarking

Firms use several forms of benchmarking to improve their performance as well as increasing their market share currently. HP has in the past carried out both the competitive benchmarking as well as the functional benchmarking. Competitive benchmarking has been used to help the organization to decipher competitors’ strategies.

The main information obtained was on state of technology they were using, advertising strategies used, as well as the organizational structures that the competitors were using. Competitive benchmarking is mainly carried out against Dell, Toshiba and Acer. However, obtaining internal information from main competitors has been difficult due to the privacy policy assumed by them.

Functional bench marking has also been a vital ingredient of HP Research and Development department (R&D). As the organization increased both in size and production-wise, the management strained to handle the increased responsibility. Initially, the organization used a direct line organization that was strained as the organization went regional and then global.

The inherent need to increase its production capacity necessitated for the functional benchmarking. Eventually, the Company has been able to restructure its management to one that supports multi-layer decision-making process.

Recently, Mark Hurd, the then CEO, was forced by circumstances to step down as his management was ineffective in dealing with the ever increasing management demand. After carrying out functional benchmarking, the new CEO was installed on his behalf under a new management structure (Chu).

The two benchmarking processes have been important in helping the organization usurp the supreme position in the computer market from the Dell Corporation. Benchmarking has helped the organization to understand and to anticipate the action of its fierce rivals in the market.

Apart from understanding the action of the fierce rival, benchmarking is also a useful source of information on what the customers really want. In addition, benchmarking is a vital source of information pertaining forging conducive customer relationship. In its deepest sense, benchmarking helps the management in assuming the best practice and performance.

Effects of Benchmarking

The organization has been involved in generic bench marking for several decades now. Generic bench marking has been identified as a vital aspect of helping the organization in improving its weak areas. HP has used generic benchmarking in enhancing its customer relations to march the strong bond DELL had established with players in the market.

The payoff of this venture had been promising, as the firm has started enjoying a firm customer royalty. The existence of a mutual understanding of the firm has been highlighted as one of the most successful area that the firm is working on. Strong customer relationship has proved vital in the scope at which the organization is taking toward future productions (Hewlett-Packard).

Benchmarking has also been used to designing a better production mechanism. Recently, HP started producing computers according to the orders, which they have received. Apart from meeting the needs of the consumers, the organization has also benefited a great deal from cost reduction because of stock piling.

However, the venture has been very expensive since the organization had first to install a heavy machinery to satisfy thousands of new orders. On the same note, the organization remains vigilant in ensuring that it retains excellent relationship that it currently enjoys.

However, there are some challenges that hamper benchmarking efforts. For instance, the management needs to ensure the projects that it is carrying out are implemented in good time. Timely implementation of the benchmarking outcomes helps to solve the impending problem while ensuring that the effects of the outcome are prompt.

Any delay in implementation may make the competitor to switch to another strategy thus making the attempt futile. In addition, well-timed implementation helps the organization to reduce the gap between its performance and that of the market leader.

The Secret of HP Benchmarking Success

The success of the HP Corporation has been vested heavily on the determination of the organization’s management. First, the management has always facilitated quick responses to counter the action of its main competitor. The resolve to understand where the best practice of other firm can also work on other firms has helped HP a great deal (Moore 147).

Once the management determines the intention of its main competitor, it acts swiftly to take advantage of the situation. For instance, on realization that DELL was planning to produce the notebook computers, HP management produced similar fast enough to be the pioneer. This strategy paid-off well and it helps tame the escalating popularity of DELL.

The other issue that has made HP a powerhouse in computer production is its willingness to take risks. It is worth noting that HP has been making landmark steps that have seen it do the unbelievable in the computer market. The most notable event was its merger with the Compaq Company in 2002 (Chu). This merger elevated HP to the peak of the computer manufacturing industry.

The massive acquisition helps the organization to increase its capacity almost by half. In addition, the merger steadily boosted the organization’s market share since it enjoyed the already developed Compaq market.

HP Company has always adopted benchmarking in areas that are in line with the overall objectives of the organization. Mainly, benchmarking has been restricted to the areas, which provide comparative advantage as well as the increasing of the organization’s revenue and strengthening its brand name.

The overall aim of these benchmarking activities is to close the gap between the leading computer producer and itself. Currently the organization is using benchmarking strategies to ensure that the firm retains market supremacy.

The other critical point to note is the ability of the firm to develop realistic goals, which are time bound and attainable. Although, each organization aims at being at the top, attaining or achieving that position is not an easy task. Therefore, many managers become over ambitious in reaching at the top hastily.

However, HP management has been patient enough to the extent of taking each step at a time until the firm has cemented its pole position. In conjunction with this, the organization has reaped positively on its determination to change from its way of operation. Even though many managers are resistant to changes but HP has lead by example by embracing positive changes.

HP Benchmarking Process

HP Company has over time remained focused in carrying out the benchmarking activities. Despite the lengthy and expensive procedure that is involved in preparation and funding the benchmarking activities. HP has been vigilant in following up all the necessary procedures. The procedure includes;

Planning

The R&D carries out intensive survey on the areas that needs to be bench marked. Now the management determines the goals and objectives of the benchmark activity. The cost estimates are also provided to ensure that adequate funding is facilitated. The planning phase also ensures that data sources and data collection methods are evaluated keenly.

The other critical issue is to understand the benchmarking partners. Barkley and Saylor (318) point that understanding the situation at hand is only way of finding a dependable benchmark. Previously, HP routinely benchmarked against DELL but currently the trend is shifting to smaller producers such as Toshiba, Acer and Samsung.

Analysis

This is a tedious activity of ensuring that the management understands the current level of performance of the competitor or market leader. Then the management projects the expected future performances for the two organizations. While doing this keen interest should be given on the behavior of performance gap of the two firms.

Moore (147) asserts that benchmarking should be done in respect to the current operational level of the firm. Should the projected gap assume an increasing trend then there is no need of carrying out the benchmark. Before HP acquired the first position, projected benchmark analysis revealed narrow gap between HP and DELL.

Integration

This proactive measure seeks to reduce the current competitive gap. The management therefore analysis all courses of actions to help reduce the gap. Ideally, management highlights all the activities that are relevant in solving the situation. The management weighs the alternatives to pick on the one with much effect.

This may include assuming best practice where the firm decides to embark on innovation to develop quality product compared to those produced by the competitors.

Once the optimal decision is made, the management has the obligation of passing the information to lower administration levels for effective implementation. Once the information is relayed, the management has the obligation of ensuring that all the departments are operating towards meeting the projected performance.

Action

The R&D department coordinates the action plan for implementation of the benchmarking findings. Adoption of the findings often requires adjustments of the organization strategy and short-term goals. The R&D department is also responsible for monitoring results to ensure that it complies with the expected resulted. Moreover, it is the work of the R&D to recalibrate benchmark to allow for fine alternation of the actions.

Maturity

Maturity is the yardstick used to measure the improvement that has been achieved by the organization after successful implementation of the benchmarking outcomes. The HP managed to oust DELL from the leadership position after a series of successful benchmarking activities. However, this does not mean the firm has reached its climax but plans are still underway to help the organization to produce to its capacity.

Conclusion

Any organization that disregards or fails to learn from its main competitors or the market leaders often looses in the battle for revenue. There is need for management to ensure that it is updated on the actions and strategies that are being used by the fierce rival.

Hence, benchmarking is a vital tool that enables the organization in obtaining the action plan of its rivals, market leaders or other well performing organizations. As in the case of HP, effective implementation of benchmarking results in increased production and improvement in the firm’s capacity.

Works Cited

Barkley, Bruce and Saylor, James, H. Customer-Driven Project Management: Building Quality into Project Process. New Jersey: Mc-Graw Hill, 2001.

Chu, Dian L. HP’s Hurd Crisis Creates a Value Play. 2010. Web.

Hewlett Packard. About HP. 2011. Web.

Moore, Ronald. Benchmarking 100 Success Secrets-The Basics, The Guide On How To Measure, Manage And Improve Performances Based On Industry Best Practices. New York: Lulu Publisher, 2008.

Introduction

The mission of HP is to give its customers quality services by providing value and fulfilling their objectives. The mission statement is: “We earn customer respect and loyalty by consistently providing the highest quality and value”. Teamwork, integrity, excellence, and citizenship are the central values of HP. Giving their customers reliable and quality care and passion inspires and builds their customer’s trust. Moreover, through innovation and new technology, HP is assisting its consumers.

HP PR Campaign Reflection

The overall Public Relations campaign is about the maximization and responsiveness toward sustainability by adopting and initiating environmental practices. The developers implemented specific theories and perceptions in communication and PR campaigns to get these results. These frameworks considered various concerns the leaders had to be careful of during the campaign. The main theme of the Hewlett Packard (HP) campaign was: Planet Partner and Recycling Program. This is an effective initiative and vigorous strategy for future sustainability. Moreover, the campaign provides a model for other companies to initiate productive and sustainable activities for their consumers while transforming the integrity of the environment.

Relevance to the PR Campaign: Theoretical Frameworks

Experts in the field of management indicate that PR campaigns need to have clearly defined messages capable of resonating with the demands of the target audience. From the analysis, it was notable that the PR campaign was able to promote the idea of sustainability with HP’s business model. The involvement of all key partners and leaders throughout the approval, launch, and support of the initiative made it easier for HP to achieve its goals (Smith, 2017). By focusing on the current position and the future goals of HP, it was possible to apply the best tactics to craft and deliver the much-needed message.

Smart objectives

The PR campaign objective is to engage the consumers in the UK in the recycling process of electronic and hardware devices. The campaign’s main aim is to build awareness about the environmental issues resulting from the disposal of electronic products (Ismagilova et al., 2017). Moreover, with the help of the sustainability campaign, HP Company is building a long-term relationship with its customers. The campaign used several means of communication and media platforms such as print and radio, and social media platforms which is a positive initiative to promote the campaign and the brand.

Although the campaign’s objective is to bring awareness among the HP consumers in the UK, the participants need to expand its sustainability activities into other countries. Other companies are working on the sustainability of the environment, which builds competition in the wider industry. Limiting the target audience will limit the company’s relationship with customers, so targeting individuals other than the HP consumers will attract more customers who are conscious of protecting the environment. It will also assist in building a sustainable environment globally and encourage more people to promote the brand (Ismagilova et al., 2017). HP can also develop an app through which people participate in the environmental sustainability campaign that will influence people globally.

Online-Based Plan

The completed PR identified the use of the company’s website as appropriate and capable of delivering positive results. The primary goal of online-based strategies is to ensure that members of the wider community are allowed to engage in authentic dialogues. In the campaign, the company was guided to rely on the use of social media (Ismagilova et al., 2017). This approach would integrate polls on Facebook and Twitter would help improve the level of cross-promotion. After the launch of the social media platform campaign, it was necessary to consider the power of Hashtags on Twitter. The campaign would also entail the use of blogs and share stories promoting the company’s recycling program in the United Kingdom.

Different social media platforms can educate the UK customer while acquiring numerous insights from possible stakeholders. The inclusion of Web analytics on the website will make it possible for visitors to complete their tasks more effectively and efficiently. Through these tools, HP can serve millions of its clients at the global level, such as small businesses, key customers, and firms engaging in e-business (Ismagilova et al., 2017). Based on these key aspects, it is evident that the online approach would shape clients’ attitudes and maximize chances of engaging or supporting a wide range of recycling activities.

Event Plan

Past scholars have indicated that effective PR campaigns need to develop desirable reputations and help companies maximize their performances. In the presented initiative, the formulated plan was intended to transform HP’s sustainability image and sensitize more people about such developments. Oliver relies on this understanding to explain how PR needs to focus on the specific organizational reputation. The emerging messages need to resonate with the current or past social responsibility performance of the specific organization. For the PR campaign, it was necessary to ensure that the messages were not propagandistic in nature. Instead, it was appropriate to present key details and creates the best opportunity for helping promote environmental conservation.

It was noticeable that HP had considered various initiatives to deliver meaningful experiences and messages to its UK customers. At HP, the top leadership acknowledges that the best strategy to become recognized is to deliver messages that are verifiable and correct. The company identifies the unique expectations of all business partners, clients, and community members (Ismagilova et al., 2017). The campaign is characterized by vignettes showcasing how people and firms can adopt emerging technologies that are environmentally friendly. This viewer or audience can learn more about HP’s strategy for helping business partners deliver sustainable products to more customers.

Media Relations

To have a successful PR campaign for HP, it was possible to consider the power of mass media and its ability to improve the overall level of company-client communication. While it would have been possible to rely on the company’s website and social media to increase awareness, something greater was needed. This approach was informed by the fact that HP was a global company with a presence in almost every part of the world. It was necessary to include all key players and ensure that the focus was on the global audience (Ismagilova et al., 2017). Within the past century, corporations have been relying on traditional avenues to inform, attract, and sensitize more people about the products and services available in the market.

The developed campaign was intended to attract the attention of the global client. To achieve this goal, the organization would rely on print media to place adverts detailing the new business model and mission. Such ads would also be availed using online-based platforms. This outcome would be realized because most news media organizations have websites and public online content periodically. Such an approach would help attract more people and inform them about the nature of such products and technologies. The PR campaign is also founded on the use of outdoor and television media components (Smith, 2017). Such measures would be launched in different regions across the UK to deliver the best results. The use of magazines, Google’s ads, and the Yahoo! website would increase the chances of success.

Through the power of this model, HP’s PR campaign would help promote or foster an acceptable symbiotic relationship between the company and its key stakeholders. The professionals will find it easier to strike a favorite balance between entertaining and informing most of the clients (Smith, 2017). This means that more possible clients will find it easier to associate with the emerging technologies, and recycling processes, and rely on them to achieve their goals. The use of press releases and the power of the company’s website would reflect a pliable template, thereby increasing the chances of having a successful PR campaign.

The consideration of the proposed statement aimed at empowering more people and professionals to work with HP would deliver something better. If this PR campaign is to succeed, the participants need to rely on the power of a hook that can maximize publicity for the initiative. More people would be willing to become part of the conversation. The inclusion of televised interviews with some of the leaders at HP would encourage more people to be part of the initiative (Smith, 2017). The emerging conversation founded on mass media will increase chances of making the recycling program successful.

Corroborating and Adding to Studied Theories

The formulated PR campaign for HP has the potential to help the corporation achieve its sustainability aims. The exercise has helped shed more light on the role of mass media and its importance in maximizing brand awareness and equity. Such a model proposes the combination of different tactics and resources to ensure that the formulated messages are conveyed to the targeted clients. The exercise has encouraged me to appreciate the fact that different platforms could be combined to deliver the intended goals (Ismagilova et al., 2017). This approach helps engage different influencers and partners. In the selected HP case, the campaign integrates all the concepts and platforms capable of supporting message delivery.

The studied and developed campaign has shed more light on the AIDA model. This framework encourages leaders to identify the power of media platforms. Social media and the company’s website work synergistically with other traditional platforms to inform more people and influence their opinions. The use of magazines, news media, radio adverts, and televised interviews will support the campaign in accordance with the attributes of the AIDA model (Ismagilova et al., 2017). The combined efforts will ensure that mass media is adopted efficiently to influence the process, deliver credible evidence about the company’s new message and mission, and maximize trustworthy. Consequently, the adopted initiative for the PR campaign would match the intended action and elicit the needed desire (see Fig. 1). More people in different parts of the world would become more interested in the brand because it seeks to protect the integrity of the natural environment.

The other notable aspect from the completed PR campaign is that it has presented powerful attributes regarding brand awareness and increased equity. When a specific product or service is launched successfully in the market, it becomes easier to guide the targeted people and ensure that they make desirable purchasing decisions (Ismagilova et al., 2017). When done correctly, companies can be able to maximize positive perceptions and ensure that more people want to associate with the specific brand. These attributes have the potential to increase brand equity and acceptability. According to Smith (2017), this concept of equity expands or improves depending on the nature of the brand name and the provision of acceptable messages. The campaign has supported the idea that proper approaches to successful equity can help maximize the credibility and reputation of specific products in the market.

The formulated tactics are, therefore, evidence-based and work collaboratively to drive the notion of brand awareness. The involvement of key players and leaders enhance the brand and make it attractive to more people. The completed PR campaign has revealed that HP stands a chance to collaborate with key stakeholders and help improve overall performance (Smith, 2017). The use of specific media platforms will increase brand awareness. These efforts will ensure that the brand resonates with the demands and expectations of both the leaders at HP and the targeted customers.

The PR campaign becomes a powerful strategy for supporting a brand that resonates with the concept of sustainability. This happens to be the case since the company is able to present targeted messages to the identified customers and business partners in different parts of the world. The emerging mission statement or theme is capable of encouraging more customers to be involved in recycling processes and acquire its key products (Shariq, 2018). The model will help make existing marketing programs more effective, improve the level of brand loyalty, and create a sense of competitive edge (see Fig. 2). Through the power of this PR campaign, more customers will become confident and be in a position to make timely decisions about HP’s products. These gains would be founded on the major aspects of brand equity development, including brand associations, loyalty, perceived quality, and loyalty.

The completed exercise is also in accordance with the notions of planning and evaluation. At HP, continuous procedures have been taken into consideration to plan and execute the campaign. These ideas were replicated in the developed plan to ensure that desirable gains were recorded in a timely manner (Edwards, 2018). During the planning phase, financial and budgetary allocations tend to be necessary while focusing on the desirable timelines. These emerging ideas from the completed PR campaign are evidence-based and capable of making any given company successful.

Conclusion

The process of designing the best PR campaign for HP presented new opportunities and ideas. The initiative also led to the contextualization of most of the theories and concepts within the field of marketing. The process of maintaining positive relationships between brand awareness and communication is essential to delivering inspirational messages. The involvement of different professionals, the use of practical evidence, and the power of leadership help implement PR campaigns more efficiently and present room for change. Individuals who want to launch successful sustainability PR campaigns in the future should, therefore, consider most of the identified procedures, ideas, and frameworks.

References

Corporate Finance Institute. (2022). What is the AIDA Model in marketing? Web.

Edwards, L. (2018). Understanding public relations: Theory, culture and society. Sage.

Ismagilova, E., Dwivedi, Y. K., Slade, E., & Williams, M. D. (2017). Electronic word of mouth (eWOM) in the marketing context: A state of the art analysis and future directions. Springer.

Morris, T. (2016). PR today: The authoritative guide to public relations (2nd ed.). Macmillan Education.

Shariq, M. (2018). Brandy equity dimensions – A literature review. International Research Journal of Management and Commerce, 5(3), 312-330. Web.

Smith, R. D. (2017). Strategic planning for public relations (5^th ed.). Routledge.

Introduction

Hewlett-Packard, a global information technologies corporation has been known for its favorable human resource policies appreciated by the majority of employees. This paper will discuss the changes in the human resource management strategies at Hewlett-Packard which resulted in the loss of the HP way, decrease of the employees’ satisfaction and the increase of the turnover rates and will offer the measures to be imposed for improving the situation.

Summary of the case

Founded in 1939 by Bill Hewlett and Dave Packard who started their enterprise in a one-car garage, Hewlett-Packard commonly referred to as HP has grown into a global information technology corporation with its headquarters in Palo Alto, California.

The founders developed a number of management concepts, including the participative management, emphasis on the process and trust and openness in the working relations which have been known as the HP way and became the basis for the employees’ strong satisfaction and the company’s successful growth (Beer & von Werssowetz 1985).

After the decades of successful leadership in the market sector, in 1997 and 1998, HP did not meet its business targets due to the intense competition from Dell and the economical crisis in Asia. The changes were required for improving the situation, and a new era in HP started in July 1999, when against the traditional hiring principles of the corporation, an outsider Carly Fiorina was announced as a CEO of the company (Beer et al 2005, p. 8).

Fiorina made significant changes in HP and reconsidered the well-known HP way making it history. Starting from reconsidering the brand image, Carly proceeded to the reorganization of HP into a front-back structure and changing the payment principles by placing more emphasis upon using pay as motivation instead of traditional salary-based pay at HP.

Though the impact of these changes in the strategy upon the overall company’s performance is rather controversial, it resulted in significant decrease of the employees’ satisfaction and commitment and increase of the turnover rates. After the spread of rumors concerning the possible fraud in voting for the acquisition of Compaq, the legacy of acquisition decision was even investigated by the court which approved the acquisition considering the data on misinformation and fraud as not convincing.

In 2003, HP which was previously in the list of the 100 best companies to work for, was not included into his list according to the results of the employees’ survey which clearly demonstrates the level of their dissatisfaction with the changes fostered by Fiorina.

Reconsidering the management style

Participative management has been considered as one of the most important principles of the HP way. The openness of the working relations allowed the employees to express their considerations concerning the necessary measures o be implemented within the company and making their small contributions to the company’s success, feel their involvement into it which enhanced their commitment.

As opposed to the openness in the working relations promoted by the founders of the corporation, Fiorina preferred to eat at her office and rarely wandered around the territory of the organization. Even creating a media ad for the company, she concentrated on self-promotion which caused the employees’ detachment and increased the rates of the turnover (Beer et al 2005).

However, the strategy was changed after Fiorina was fired by the board members in February 2005. The HR optimization model adopted by Perez de Alonso, the head of the human resource department focused on the cost, productivity and employee’s involvement as the main variables to be measured for evaluating the company’s performance (Davis 2010).

Thus, Fiorina’s dismissal due to the decreased business performance at HP clearly demonstrates the ineffectiveness of the management style she adopted compared to the HP way. The inclusion of the metrics of the employees’ involvements into the performance evaluation model represents the growing recognition of the value of the human resource assets in the company’s top management.

Changes in the payment system

The transition from the traditional salary-based payment system towards the payment for the performance patterns was one of the most significant changes implemented by Fiorina. On the one hand, it was conducted in the frames of the program intended to update the company’s policies to the generally accepted standards, whereas the pay-for-performance scheme was used at the competitors.

On the other hand, it indicated the shift of the traditional focus on the process, placing it on the results and the achieved targets. Thus, on one of the meetings Fiorina even interrupted a manager’s report, admitting that nobody was interested in the difficulties he experienced and that if he was not able to meet the targets, she could find somebody who would (Beer et al 2005).

This situation clearly demonstrates that the skillful human resources lacked support and could be underestimated at HP after the loss of the HP way. Not making attempts to retain the valuable human resources, the company’s management of that period, on the contrary, contributed to the turnover rates within the corporation.

Regardless of the fact that the monetary compensation can become a valuable motivator for the employees, the excessive emphasis upon meeting the targets and neglecting the working processes can have a negative impact upon the company’s performance in general. Serious consideration should be given to the improvement of the training programs and working environment instead of strategy overemphasizing the achievement of business targets which has shown its ineffectiveness.

The principles of corporate clarity

The openness in working relations has been prioritized in HP way, but was lost in the course of the company’s reorganization and changes of the HR management principles.

The lawsuit associated with the merger with Compaq coupled with public criticism of the human management and business strategy had a negative impact upon the HP branding as an employer. In that regard, the issues of corporate clarity and openness need to be emphasized for improving the company’s reputation and enhancing its attractiveness for the potential employees.

After the cultural shifts caused with the acquisition of Compaq and the management style of Fiorina, the company’s business strategy was criticized as unclear, compared to the models adopted by its competitors (Shuvanil & Srikanth 2009).

Thus, though the HP way had to be adapted to the rapidly changing market of the information technologies, some of its principles nurtured by the founders of this global corporation need to be preserved in the company’s policies as valuable for improving the employee’s satisfaction and company’s business performance.

Conclusion

In general, it can be concluded that the participative management style, relative flexibility and openness of the working relations fostered by the HP way adopted by the founders of the corporation and nurtured by their followers were significant to the business success of the corporation and need to be adapted to the current realities and included into the company’s human resource management strategies.

Reference List

Beer, M. & von Werssowetz, R. (May 1985). Human Resources at Hewlett-Packard. Harvard Business School.

Beer, M., Khurana, R. & Weber, J. (January 2005). Hewlett-Packard: Culture in changing times. Harvard Business School.

Davis, N. (February 2010). The HR optimizer. HR Magazine, 55(2).

Shuvanil & Srikanth, G. (June 2009). Hewlett Packard – Losing the HP way. The Economist.

Part A

Using modern environmental equipment is the consequence of technological progress and the key to ensuring significant ecological safety. In accordance with the case of clean cookstoves submitted by Lawrence and Weber (2017), the application of such facilities is the evidence of competent work on protecting the environmental situation on the planet. Harmful emissions from open stoves not only destroy the ozone layer, which is a global problem, but also create local difficulties, polluting the atmosphere. Lawrence and Weber (2017) describe the situation in Kenya as the example of the dangerous consequences of using such cookstoves and argue that the introduction of innovative equipment may help reduce the risk of contamination. Accordingly, the widespread adoption of this equipment can adjust the climate on the planet.

The complexities of economic development imply a number of problems, including the poverty of certain segments of the population. Lawrence and Weber (2017) note that the lack of innovations and stagnation in this area affects the financial situation of individual regions adversely, which, in turn, slows down natural progress. The case of clean cookstoves proves that the widespread provision of such equipment will improve the current economic situation by reducing heating tariffs.

Moreover, according to Lawrence and Weber (2017), the spread of such stoves may allow establishing democratic prices for them, and many residents will be able to afford the purchase of inexpensive and convenient stoves. Lower costs are directly related to reducing the risk of poverty, which proves the effectiveness of the devices in question.

Part B

The financial strength and competitiveness of any enterprise depends largely on how skillfully its management applies the methods of adaptation to the current interests of the market and introduces appropriate development mechanisms. Based on the experience gained during the growth process, each organization develops an individual strategy that is aimed at increasing consumer interest in the products or services provided.

One of the most significant factors determining the success of a company is its ability to form a sustainable business that can meet the basic types of needs – social, economic, and environmental. Leaders’ actions coordinated to strengthen the position of their organization in a particular market depend on a number of aspects. The involvement of relevant tactical schemes that allow the company to transform its activities to more sustainable operations affects stakeholders significantly.

As an object of analysis, the well-known company called Hewlett-Packard (HP) will be considered. This corporation is one of the global companies specializing in the manufacture and sale of digital equipment. Implementing sustainable development strategies enables HP to develop its business effectively and engage new customers constantly. This work is aimed at identifying the key aspects that have an effect on the sustainable development of the enterprise, and the consequences of the decisions made. External and internal factors involved in the promotion of the corporation and determining its growth prospects contribute to strengthening HP’s position and form the image of the organization as a reliable market participant.

External Forces of Influence

The HP corporation pushed its way to sustainable development by implementing those business strategies that could provide the simplest and, at the same time, clear mechanisms of control over the activity of all the working areas. Management practices aimed at increasing environmental and social responsibilities are the result of a sound market assessment policy and the timely involvement of those tactical steps that may transform the activities of the enterprise. Several external factors adopted by HP are the productive mechanisms of changes that determine both the organization’s new priorities and the influence on stakeholders.

The external factor that stimulates the transition to an operational in accordance with the conditions of sustainable development is the adoption of the trends of strategic leadership. Burgelman, McKinney, and Meza (2017) mention the “evolution of the industry ecosystem” as a transformation system involving the assessment of the company’s management capabilities, its “social learning process,” and “key strategic leadership tasks” (p. 357).

The successful practice of controlling the key areas of HP’s work has allowed corporate leaders to strengthen their marketing position, thereby engaging new customers and investors. Such an approach may be characterized as a modern sustainable method that largely determines the socially-oriented mechanisms of work. Moreover, the solutions involved in borrowing relevant strategies for managing external organizational activities open up prospects for expansion. The clear steps of enhancing past capabilities and moving towards future accomplishments will influence the company’s shift to socially responsible business practices.

Another external factor that enables HP’s sustainable business practices is collaboration with government agencies to develop “financially responsible corporate environmental regulations” (Chan et al., 2016, p. 446). Based on the policy of transition to innovative work, the leaders of the corporation have taken steps to strengthen interaction with various boards in order to strengthen responsibility in the field of green production.

As the authors note, HP develops equipment that gives consumers an ability to use such resources as energy and water efficiently (Chan et al., 2016). This, in turn, serves as the evidence of the sound strategies of controlling the external effects of activities. The relevance of environmental practices in relation to the ecological safety of the planet has become the factor that has caused the transition to the new mode of operation.

When any company takes measures to protect the environment and uses those principles of work that are aimed at preserving the climate, it indicates the organization’s interest in expanding partnerships and maintaining a good image. Such a movement towards sustainable development is a rather common contemporary practice, and the representatives of HP implement it quite successfully.

Finally, a significant external force adopted by the HP leadership is the strengthening of a technologically competent base through market trends and requirements for efficient and environmentally friendly production. According to Burgelman et al. (2017), radical changes regarding the working policy of the analyzed corporation have affected its production side. The widespread use of innovative equipment that operates on the principle of the least possible harm to the environment has become one of HP’s features. Today, when many efforts are made to protect the ecology, the company’s leaders show their interest in following these trends and applying not only cost-effective but also socially significant business strategies.

The management of the corporation seeks to justify its interest in the use of harmless components for its products. Thus, the organization supports the current trend of sustainable environmental development. Such a mechanism of work helps to transform from a large market participant to the company with positive goals. The influence of the general interest in protecting the environment has been passed on to HP, and its maintenance of this practice allows speaking about its modern approach to the formation of a business strategy.

Internal Forces of Influence

In addition to the external forces that influence policymaking with respect to Hewlett-Packard’s sustainable business structure, there are internal factors that also determine specific steps in this direction. The opportunities that the corporation has achieved during its existence in the market have helped it to choose certain growth strategies not only on the basis of competitiveness but also in accordance with other indicators.

Strengthening the power of the brand is largely due to the mechanisms of the company’s internal structure and its principles of organizing activities in the conditions of constantly changing consumer needs. Based on the analysis of HP’s activities and examples from academic literature, it is possible to identify two main forces that contribute to the analyzed enterprise’s shift to environmentally and socially responsible business management practices.

One of the mechanisms determining an internal influence on HP’s activities has become the organization of work in relation to engaging various means that stimulate growth in all the areas of the corporation. As Burgelman et al. (2017) argue, “HP’s internal ecology of strategy-making has involved a multitude of strategic actors that committed the company’s technical, human, financial, and reputational resources” (p. 79). The qualified work of all the team members allows achieving the goals set not only due to competently performed activities but also the reorganization of the dynamics of work in accordance with the current market needs.

In other words, the strategic principle of leadership, which is aimed not at internal changes, has become one of the main tools that shape HP’s key success. Burgelman et al. (2017) state that the process of creating internal ecology “generates the seeds of new business opportunities,” which is particularly important in the context of modern environmental and social practices. Therefore, such structuring of leadership in the company stimulates transformational changes and affects the productivity of the corporation positively, thus creating new perspectives and opportunities for successful sustainable development.

Another internal practice of transforming HP’s business into a sustainable mechanism is realized through setting up its supply chains, stimulating interaction with suppliers based on environmental and social mechanisms. Requirements for the organization of this process include tightening control not only over purchased products but also other essential criteria – the reliability of suppliers, their reputation in the market, and other factors. Grimm, Hofstetter, and Sarkis (2016) remark that “HP seeks to increase suppliers’ commitment towards the improvement of social and environmental factors,” which is a valuable tool in achieving sustainable partnership quality.

Although the corporation in question has credibility with customers and competitors, its leaders adhere to a risk minimization strategy regarding cooperation with suppliers. This, in turn, makes it possible to exclude any threats related to the violation of the organization’s environmental or social aspects and, at the same time, increases the level of the enterprise’s reputation. Following this mode of operation strengthens HP’s equipment base and enables its leadership to build internal interaction only with reliable partners. Therefore, this practice of the regulation of work bears benefits from various standpoints and opens up prospects for quality improvements.

Based on the analysis of internal and external factors that contribute to the transformation of HP’s operations and strengthen its sustainable development, it can be noted that the existing practices are the significant mechanisms of corporate activities. All the considered tools allow minimizing risks, increasing the authority of the organization among customers and competitors, as well as ensuring compliance with environmental and social responsibilities. Such benefits offer significant growth prospects and are the example of implementation in other large corporations.

Global Impacts of Sustainable Development Initiatives

Using various initiatives aimed at increasing the growth of the influence of the company under consideration and strengthening its sustainable development is a relevant practice in many large enterprises. Some approaches promoted by HP are trends in modern organizational management systems and involve similar tactical steps. Nevertheless, certain methods cause the greatest resonance and can contribute to changes not only in the local but also the global market. Concerning HP and its business transformation initiatives, the concept of strategic leadership supported by the company’s management is a meaningful practice that can be considered an activity principle influencing global business and public interests.

The evidence of the value of this methodology in HP and its importance in the global context as a useful component of sustainable development can be found in academic literature. According to Salim Saji and Ellingstad (2016), a strategic perspective supported by leaders is more important for achieving goals and gaining respect compared to many other approaches. The quality of organizational work in such an environment contributes to maintaining its maximum efficiency, and all the processes performed are carried out in strict accordance with a predetermined plan, which minimizes any risks.

Salim Saji and Ellingstad (2016) also state that the social motivational process promoted in most large enterprises is closely related to the concept of strategic leadership. Consequently, through the implementation of the aforementioned principle of business activity, it is possible to achieve not only internal order, which is an essential task, but also undisputed consumer interest. The latter aspect is much more significant for a distributor. Therefore, the effect of this criterion needs to be considered in more detail.

In case this or that company seeks to operate in accordance with the principles of sustainable development, a number of changes occur both inside and outside such an organization. In the context of HP, providing an innovative approach to work allows the employees of the corporation to focus on key goals, in particular, sales optimization and increasing consumer demand. Client interest in the company’s products intensifies when buyers are aware of the strength of the brand and its advantages over other market participants. Accordingly, “a sustainable intensification strategy” considered by Kuhl (2018) as a mechanism for influencing the target audience makes it possible to support undisputed consumer interest (p. 138).

This effect in the context of the global market is great because, among the diversity of companies involved in the field of computer technology, customers choose specific brands that are known for their strong positions. Consequently, this principle of organizing sustainable development promoted by HP has substantial outcomes and may have a significant impact on global business and its participants due to trust in the products distributed.

Harnessing Technology for Sustainable Development

Throughout its activities in the market, Hewlett-Packard has made quite a significant breakthrough in the formation of its technological base. Based on the principles of sustainable development as one of the main business strategies today, the management of the corporation seeks to equip production with modern mechanisms and tools that not only facilitate all operations but also contribute to the growth of the customer base.

This principle is a natural and logical step towards overcoming a competitive barrier since many large companies attract buyers with new techniques and innovative product designs. An opportunity to offer unique products that differ from others in their high-quality features is the evidence of a successful strategic management policy, and a sustainability principle supported by HP is one of the ways of implementing such an action plan. As relevant and effective technology support programs, methods for recycling old products are promoted, as well as involving the Internet, which is one of the main resources for updating the existing technological base and services.

The principle of recycling old products is one of the priorities in the work of HP that supports the method of environmentally safe production to meet modern quality standards. According to McIntyre and Ortiz (2016), the components of equipment, in particular, inkjet cartridges for 3D printers are subject to increased control. The representatives of the company promote a safe disposal system for old devices and urge consumers to collect used parts. Further, HP employees sort all these materials, create blanks for pressing, and provide “85 % recycled content plastic (RCP) replacement for virgin plastic resin” (McIntyre & Ortiz, 2016, p. 322).

Such a system of work not only meets modern standards of environmentally safe production but also contributes to creating additional raw materials, which saves money and allows using waste resources with maximum benefit. This recycling technology is one of the steps towards the formation of the corporation’s sustainable course of work and serves as the method of engaging people to environmental issues.

The active application of the opportunities offered by the Internet is another characteristic feature of the HP corporation. Noll et al. (2018) call “free access to information as catalyst for the sustainable development goals” and state that using such technologies contributes to a more successful control over strategic management principles (p. 223). Moreover, those benefits provided by the global network are not limited to the internal changes that the company’s management can make after studying relevant trends.

Due to the Internet, HP generates various promotional offers for its potential customers and distributes content that may interest investors, and the corporation’s leadership encourages its employees to establish business contacts. Noll et al. (2018) also cite the concept of digital literacy and argue that today, a large number of Internet users receive all the information by analyzing feedbacks and comparing facts found on the network. Accordingly, HP strives to ensure a stable background and credibility among the customer community, creating the image of a reliable manufacturer. Therefore, such an active use of the global network contributes to the sustainable development of the company and maintains high interest in its products.

Conclusion

The principles of sustainable development, which are promoted in Hewlett-Packard, allow the corporation to occupy a high position in the ranking of global companies and provide an opportunity to gain the trust of consumers. Both external and internal forces that stimulate the increase of performance indicators help strengthen brand confidence and open up prospects for growth. The development methods that HP adheres to are the valuable mechanisms that may have a significant impact on the working strategy of the company and the business community as a whole. The active use of modern technologies allows the management of the corporation to maintain a consistently high interest in its products and control all the areas of work carefully.

References

Burgelman, R. A., McKinney, W., & Meza, P. E. (2017). Becoming Hewlett Packard: Why strategic leadership matters. New York, NY: Oxford University Press.

Chan, T. Y., Wong, C. W., Lai, K. H., Lun, V. Y., Ng, C. T., & Ngai, E. W. (2016). Green service: Construct development and measurement validation. Production and Operations Management, 25(3), 432-457. Web.

Grimm, J. H., Hofstetter, J. S., & Sarkis, J. (2016). Exploring sub-suppliers’ compliance with corporate sustainability standards. Journal of Cleaner Production, 112, 1971-1984. Web.

Kuhl, L. (2018). Potential contributions of market-systems development initiatives for building climate resilience. World Development, 108, 131-144. Web.

Lawrence, A., & Weber, J. (2017). Business and society: Stakeholders, ethics, public policy (15th ed.). New York, NY: McGraw-Hill.

McIntyre, K., & Ortiz J. A. (2016). Multinational corporations and the circular economy: How Hewlett Packard scales innovation and technology in its global supply chain. In R. Clift & A. Druckman (Eds.), Taking stock of industrial ecology (pp. 317-330). Cham, Switzerland: Springer.

Noll, J., Mansour, W. A., Holst, C., Dixit, S., Sukums, F. K., Ngowi, H. A.,… Ngowi, B. (2018). Internet lite for sustainable development. Nordic and Baltic Journal of Information and Communications Technologies, 2018(1), 223-238. Web.

Salim Saji, B., & Ellingstad, P. (2016). Social innovation model for business performance and innovation. International Journal of Productivity and Performance Management, 65(2), 256-274. Web.