By Marleen Dieleman
The Rhythm of approach presents a richly documented research of the Salim staff, one of many biggest kinfolk conglomerates in Southeast Asia. arrange via Liem Sioe Liong, a chinese language emigrant, the Salim team developed from a small buying and selling enterprise in colonial Java into one of many greatest different companies at the Asian continent. whereas the Salim crew is usually reluctant to supply details on its technique to most people, this quantity proposes that the conglomerate’s approach oscillates among a company version equipped on connections and a pro version tailored to markets. disregarding the view that the crowd is a standard chinese language ethnic firm—in which the cultural values of the founding family members affects company behavior—The Rhythm of process argues that the group’s approach made experience within the evolving institutional context of Indonesia, that's characterised through excessive transaction charges, corruption, political possibility, and considerable enterprise possibilities to cater to a wide and quickly transforming into patron base.
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Additional resources for The Rhythm of Strategy: A Corporate Biography of the Salim Group of Indonesia (ICAS Publications)
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It shows, from one example, that some scientific theories need modification. Third, the study develops a method for studying complex and intertwined patterns of corporate strategy. It shows the co-evolutionary patterns of strategy with internal and institutional factors over time and visualises these in a new type of oscillogram that enables the combination of quantitative and qualitative data. The results of this exercise show that corporate strategy is not a linear but rather an irregular and oscillatory process.
9 Research Methodology Case research is usually grounded in multiple sources. Within Indonesia, reliable written sources are scarce, so interviews were deemed important. Semi-structured interviews were held with Salim Group top managers (including the CEO, Anthony Salim) as well as a range of stakeholders, which was unique given the political sensitivity of this group. As most respondents did not wish to become known they will remain anonymous. Although companies like the Salim Group are reluctant to make corporate information public, there are laws requiring the disclosure of information on public and – to a lesser extent – privately held companies.
Liem was chosen as he was known for his modesty, trustworthiness and quiet character. Liem took care of his guest for a year, reportedly without knowing who he was. 28 The Indonesian nationalists declared independence on August 17, 1945, although they were granted sovereignty only in 1949. Liem resumed his trading businesses, mainly in basic commodities like peanut oil, cloves and coffee. Through his connection with Hasan Din, he was THE BIRTH OF A CONGLOMERATE 43 introduced as a trustworthy supplier to the military.