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Introduction
Supporting education, researches and community development is crucial for any state; therefore, the significance of such organizations as Qatar Foundation cannot be overestimated.
Providing sufficient resources for the evolution of the state economy by offering decent academic opportunities and chances for conducting new and important researches, such organizations not only create the environment for future progress, but also improve the reputation of the state.
In a very unique manner, the people at the helm of the organization have managed to incorporate the elements of politics, economy, science and culture into their organization’s key concerns, which allows for an all-embracing look at the state of affairs within the country.
Although Collis (1998) and Goold and Campbell (1998) tackle seemingly different problems regarding the Qatar economy and politics, they still consider the same issue that the Qatar Foundation does, and provide the solutions to the problems that the Qatar Foundation defines as the ones that require immediate solutions.
Corporate and Social Responsibility
In his article, Collis renders the issue that the Qatar Foundation has also handled a few times already, i.e., the potential of corporate advantage and the means to create it.
While the leaders of the Qatar Foundation are clearly interested in the creative aspect of an organization’s rather than in the economical one, they still put a strong emphasis on the significance of corporate responsibility: “Ooredoo will also provide scholarships and training for CMU-Q students, and encourage them to volunteer for community service projects in the country, in line with Ooredoo’s corporate social responsibility strategy” (Qatar Foundation 2013, para. 4).
Corporate Values and Mission
Goold and Campbell, on the other hand, consider an issue that belongs to the field of corporate values, as well as the definition of the corporate mission and vision. The authors, however, do not analyze the phenomenon of mergers as a whole and prefer to consider a particular specimen, which is known as synergy.
While Goold and Campbell also point at the necessity for companies to acquire new partners and even create mergers and acquisitions within the realm of the globalized economy, the authors are obviously more skeptical towards the effects that mergers have on the values of a company: “The pursuit of synergy often distracts managers’ attention from the nuts and bolts of their businesses” (Goold & Campbell 1998, p. 132).
The attempt to explore and utilize the positive aspects of synergy can also be traced in the endeavors of the Qatar Foundation to improve the quality of the state economic processes.
For instance, in July, the Qatar Foundation offered challenging executive training, in the course of which “Rashid Al Naimi emphasized the program’s importance in implementing new and practical approaches to improving teamwork and synergy throughout the organization” (Qatar Foundation 2013a, para. 4).
Conclusion
Despite the fact that each of the articles deals with its own unique issue and their topics are fairly different, they still chime in with the general course and the intent of the organization, seeing how each of the three attempts at making a significant change to the existing system.
Raising important issues and pointing at the problems that need urgent solution, the authors of the articles clearly mean to make a difference in the Qatar economy, politics and academic life, as well as the Qatar Foundation does, and the given intent alone is worth appreciating.
Reference List
Collis, D J & Montgomery, C A 1998, ‘Creating corporate advantage,’ Harvard Business Review, vol. 76 no. 3, pp. 71–83.
Goold, M & Campbell, A 1998, ‘Desperately seeking synergy,’ Harvard Business Review, vol. 76 no. 2, pp. 130–143.
Qatar Foundation 2013, Ooredoo, Carnegie Mellon in research partnership. Web.
Qatar Foundation 2013, QF senior management undergo challenging executive training. Web.
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