...Consequently it is necessary to know the theoretical models. There are few reviews in the literature about the comparison of IT adoption models at the individual level, and to the best of our knowledge there are even fewer at the firm level. This review will fill this gap. In this study, we review theories for adoption models at the firm level used in information systems literature and discuss two prominent models: diffusion on innovation (DOI) theory, and the technology, organization, and environment (TOE) framework. The DOI found that individual characteristics, internal characteristics of organizational structure, and external characteristics of the organization are important antecedents to organizational innovativeness. The TOE framework identifies three aspects of an enterprise's context that influence the process by which it adopts and implements a technological innovation: technological context, organizational context, and environmental context. We made a thorough analysis of the TOE framework, analysing the studies that used only this theory and the studies that combine the TOE framework with other theories such as: DOI, institutional theory, and the Iacovou, Benbasat, and Dexter model. The institutional theory helps us to understand the factors that influence the...
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...Purpose of External Environmental Analysis Organizations are affected by conditions in the environment Managers need to be aware of these conditions in order to – Take advantage of opportunities that can lead to higher profits – Reduce the impact of threats that can harm the organization’s future The external environment is made up of: 1. Macro environment 2. Industry environment 3. Competitive environment So if a company wants to analyse its external environment it must analyse the macro, industry and competitive environment. MACRO ENVIRONMENT: Influence the industry and firms inside it. These factors indirectly affect the organization but cannot be controlled by it. There are a number of common approaches how the external factors can be identified and examined. One approach could be the PESTEL analysis. PESTEL stands for political, economic, social, technological, the environmental and legal factor. The segmentation of the macro environment according to the six presented factors of the PESTEL analysis is the starting point of the global environmental analysis. Political factors • Taxation Policy • Trade regulations • Governmental stability • Unemployment Policy etc. Economical factors • Inflation rate • Growth in spending power • Rate of people in a pensionable age • Recession or Boom • Customer liquidations Socio-cultural • age distribution. • education levels. • income level. • consumerism. • diet & nutrition. • population...
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...increasingly complex business environment in which organisations operate, characterised by change, uncertainty and escalating competition, the disciplines of strategy and leadership have become critical to successful organisational performance. The aim of this segment is to link the knowledge of management and financial accounting to the concepts of strategy and leadership. Accountants use a variety of technical information to make decisions for the future of the business within an ethical framework of operation. This segment shows that accounting information, ethics, strategy and leadership are applicable to accountants working throughout the world in diverse organisations. As discussed in Ethics and Governance, accounting as a profession is respected internationally and CPAs are employed worldwide. The segment materials address the needs of candidates operating in different international markets in varying roles. This segment builds upon knowledge gained in the other three compulsory segments of the professional level. The concepts of professional ethics and good governance underpin the segment. Candidates who have previously undertaken the Advanced Audit and Assurance or Strategic Management Accounting segments will be familiar with the use and application of Porter’s five forces model. Those candidates who have studied Strategic Management Accounting will note a number of concepts that have been expanded upon in this segment, including strategic analysis, performance measurement...
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...professional. CPA Australia Ltd expressly disclaims all liability for any loss or damage arising from reliance upon any information in these papers. Contents Segment map Segment map 4 5 Segment concepts Module 1: An introduction to strategy and leadership Module 2: Understanding the external environment Module 3: Understanding the internal environment Module 4: Product and market development Module 5: Making strategic choices Module 6: Leading and implementing strategy 6 7 8 10 11 12 13 Segment map SEGMENT MAP AND CONCEPTS Segment map The following diagram shows how the study materials in Global Strategy and Leadership fit together in an overall concept map, with strategy and leadership concepts applying throughout. Strategy is an iterative process and this is reflected by the double-headed arrows. Module 1: An introduction to strategy and leadership Module 2: Understanding the external environment Defining the industry for analysis Past and future growth and profitability What’s needed to be successful Module 3: Understanding the internal environment How the organisation is performing against its stated strategy Gaps or mismatches with the external environment, capabilities and stakeholder requirements The organisations's key capabilities/SWO T Module 1 and 6: Strategy and leadership Module 4: Product and market development Market penetration Market development Product development Diversification Module 5: Making strategic...
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...PEST - Analysis By Dagmar Recklies The PEST analysis has proven to be a flexible and easy to understand tool in the context of strategic planning. Like with all tools, the real value of the PEST analysis depends on the way it is used. Hence, the following article not only describes the content of this tool, it also provides advice for its practical application and interpretation. Content The PEST or PESTLE is a useful starting point for the analysis of an organizations external environment and the forces at work there. PESTLE stands for political, economical, socio-cultural, technological, legal and ecological factors. There are different opinions in literature about the inclusion of legal and ecological factors. Their importance doubtlessly differs from industry to industry. In case such factors are of high relevance to an industry, they should be analyzed separately. In industries that are less influenced by legal and ecological factors, they could be allocated to the other categories, e.g. legislation as a political factor or ecological awareness as a socio-cultural factor. In any case it is important to include only external factors which an organization cannot influence by itself. The following chart shows some examples for typical content of a PEST. These examples are not comprehensive; they should be modified according of the actual subject of analysis. Political Legislation (current and pending) Laws relating to the industry Tax laws Regulation of transfer for capital...
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...everything you have written down on the A4 sheet in your answer. The A4 sheet is a SUPPORT not a CRUTCH!! 4. To help you answer the exam questions, I suggest you include data on: a. the external environment, cochlear implant industry and closely-related concentric industries and competitive environments.e.g. market share, value of market, major players, rates of change, growth rates; b. Internal analysis to determine organisational capabilities, core competencies 5. The 2-hour exam will comprise 1 section, with a choice of 2 questions. You will answer one of these 2 questions, not both. If both are answered, the answer that appears first will be marked. 6. Q1 looks at the competitive environment and asks you how to resolve a critical competitive issue where you need to devise real world solutions grounded in theory. What is your solution, and more importantly, show how your solution is viable given the firm and the environment. 7. Q2 asks about the appropriateness of a directional strategy. A course of action is suggested. Should Cochlear adopt this course of action or not? Why or why not, given the state of the external environment and the firm. 8. Study advice: c. make sure you know the industry and related industries d. internal analysis e. Business...
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...services industry context Core concepts: definition of marketing, customer needs, wants and demands, product and services markets, value, customer satisfaction/retention, quality, cost/benefits, efficiency/effectiveness, profitability, the growth of consumerism, strategic/tactical marketing, reasons for growth, marketing as a business philosophy, relationship marketing, changing emphasis of marketing Marketing environment: micro environment of the company; stakeholders eg suppliers, intermediaries, owners, financiers, customers, competitors, local residents, pressure groups; macro environment demographics eg economy, society, ecology, technology, politics, legal, culture; strengths, weaknesses, opportunities and threats (SWOT) analysis; political, economic, social, technical (PEST) analysis; Porter’s competitive forces Consumer markets: central role of the customer, customer culture, models and types of behaviour, consumer orientation (internal and external), competitor orientation, decision process, value chain, value and satisfaction, long-term relationships Market segmentation: principles of segmentation, targeting and positioning, segmentation bases eg geographic, demographic, behavioural, lifecycle stage, income, gender Ethics and social responsibility: sustainability, social audit, public relations, legal and regulatory considerations, public policy, third world issues, trends eg green issues, environmentalism, pressure groups Services industry context: contexts eg hospitality...
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...merica Corporation. Assessment of the external environment of the financial services sector; an internal/external assessment of B of A.; a strategy assessment; and recommendations to the Bank of America on how to maintain and strenghen its competitive position. Paper Introduction: strategic Management analysis bank of america Introduction The report presents the findings of a strategic management analysis ofBank of America Corporation a financial services company that participatesin most facets of the financial services sector Bank of America is anationwide financial services company in the United States and the companyis the country's third largest banking company when measure by totalassets behind CitiGroup in first place and J P Morgan Chase in secondplace Hoover's Inc This report begins with an assessment of the external Text of the Paper: The entire text of the paper is shown below. However, the text is somewhat scrambled. We want to give you as much information as we possibly can about our papers and essays, but we cannot give them away for free. In the text below you will find that while disordered, many of the phrases are essentially intact. From this text you will be able to get a solid sense of the writing style, the concepts addressed, and the sources used in the research paper. Reliability in Service|.2 |3 |.6 |4 |.8 |3 |.6 ||Delivery | | | | | | | ||2. 8 |4 |.32 ||customer acquisition system | | | ||6. High-level of consumer awareness|.1 |4 |.4 ||3. Strong...
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...9-389-080 Rev. December 5, 1989 Country Analysis Framework This framework takes the nation as the unit of analysis. Effective managers must be able to analyze systematically the national and international environments in which they operate. This note presents a framework to help them do this. Since government actions shape business environments, that is the starting point for country analysis. In this view, nations have strategic purposes, the capacity to mobilize resources, and the power to affect their economies. The country analysis framework has three interrelated components: strategy, performance, and context. Each of these has economic, political, and social dimensions. All governments have a national strategy composed of explicit or implicit goals and a set of policies to achieve those goals. These lead to performance, which can be judged by assessing how well the country is doing economically, politically, and socially. These outcomes also depend on a country’s context, which has domestic aspects (economic, political, social, institutional, and ideological) and international aspects (trading relationships, political links, multilateral institutions, global industries). In turn, the outcomes affect the context for future strategies. Thus, strategy, performance, and context are interdependent. Country analysis can therefore begin with any of the three components, but requires examining all of them. Country analysis is not a mechanistic or deterministic process;...
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...organisations achieve and sustain competitive advantage (Teece, et al, 1997) and therefore attain above industry-average profit. However, since both the business environment and individual firms are dynamic systems, continuously in flux, it is a big challenge to achieve a fit between these two systems (de Wit B and Meyer R., 2004) and therefore get the competitive advantage. This essay will firstly assess and consider the balance of marketled and resource-based approaches from the academic point of view. These two approaches should be viewed as complementary (Prahalad and Hamel, 1990; Mintzberg et al, 1995; Greenley and Oktemgil, 1996). Following the discussion, the essay just analyzes Nokia’s strategies and empirically justified the reciprocal and complementary relationship between these two approaches. On the process of Nokia’s development, the company achieved success because it could balance these two approaches well. Once it failed to do so, the company immediately suffered the fall in 2004, lost market share and decreased the revenue. However, the company quickly recovered because it followed the market trends, and simultaneously its strong internal strengths neutralised the external threats. In addition, I will argue that Nokia can maintain its market share and its market leader position in the following years based on the good market opportunities in mobile phone industry and its strong internal resources basis. Secondly, this essay will assess Nokia’s strategies in terms...
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...organisations achieve and sustain competitive advantage (Teece, et al, 1997) and therefore attain above industry-average profit. However, since both the business environment and individual firms are dynamic systems, continuously in flux, it is a big challenge to achieve a fit between these two systems (de Wit B and Meyer R., 2004) and therefore get the competitive advantage. This essay will firstly assess and consider the balance of marketled and resource-based approaches from the academic point of view. These two approaches should be viewed as complementary (Prahalad and Hamel, 1990; Mintzberg et al, 1995; Greenley and Oktemgil, 1996). Following the discussion, the essay just analyzes Nokia’s strategies and empirically justified the reciprocal and complementary relationship between these two approaches. On the process of Nokia’s development, the company achieved success because it could balance these two approaches well. Once it failed to do so, the company immediately suffered the fall in 2004, lost market share and decreased the revenue. However, the company quickly recovered because it followed the market trends, and simultaneously its strong internal strengths neutralised the external threats. In addition, I will argue that Nokia can maintain its market share and its market leader position in the following years based on the good market opportunities in mobile phone industry and its strong internal resources basis. Secondly, this essay will assess Nokia’s strategies in terms...
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...it’. Business is also a part of this process. The context in which the business is done keeps on changing. However constant the change, the basic assumption stands, that the needs have remained constant so far, but the means to satisfy the needs will keep on changing. 2. To survive change, businesses, individual or society needs to adapt. And to adapt, one needs as strategy. Hence, the primary function of strategy is to help us adapt to the change. Change and this adaptation to change is the surviving process. It’s a continuous function. The components of change process are interdependent. The pace of one defines the pace the other. Strategy “Strategy is choosing to perform activities differently than rivals do.” 3. Strategy Needs to be understood from two perspectives ie Internal and external. These two factors when in sync, give the premise for strategic decision making. Business is nothing but the amalgamation of certain assumptions about its environment, mission and core competencies. This amalgamation defines the “what to do of the business.” The firm exists as a part of its internal and external environment. 4. The Internal and externals environment can be defined by the 4 c’s framework. the external environment serves as an input for the strategic decision making and the Internal environment ie the company’s policy, resources etc. help produce the firm the desired output. The external environment ie the competition, customer and the...
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...thinking are not enough when it comes to brand analysis. Brand analysis involves sizing up a business situation and deciding on a strategy. Two major concerns of brand analysis are the industry and the existing competitive conditions. These assessments are necessary essentials of brand analysis. They ensure the availability of long-term direction, establishing appropriate objectives, and essentially crating an effective strategy. Brand analysis includes knowing what a specific industry’s dominant economic features are. Also, brand analysis examines what existing industry competition is like and how strong each of the industry’s competitive forces is. Effective brand analysis is achieved through an analytical sequence of strategic appraisals of a business’ external and internal environment, to establish issues, evaluate alternatives, and create a strategy. If these crucial assessments are not executed, a business may find that the brand it developed does not fit well with the environment of its intended industry and will not be capable of establishing and maintaining a competitive advantage for the business. Brand analysis requires a strategic evaluation of a business’ ecosystem. Any decisions should be based on sound analysis of a business’ external and internal structure. In order to successfully establish a business’ brand, an evaluation of dominant economic features in an industry must be carried out. Industry, in this context, refers to several businesses with the...
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...occurred in the external environment in which organizations operate and in their internal environment as well. As Ulrich et al (2001) have argued the HR function was traditionally seen as a primarily executive and professional, with the HR staff focused on administering remunerations, payroll and operational functions. However, from the 1990s, a new emphasis on strategy and the importance of HR system emerged and researchers began to recognise the impact of the HR system in the company’s larger strategy (Ulrich et al, 2001). As stated before, this growth of interest in the strategic HRM has been affected by numerous dramatic competitive changes, growth of new technologies and regulatory reforms that the economic system has seen in the past decades (Boxall e Purcell 2008). Particularly, according to Bas (2012), today’s fast-changing competitive landscape requires that every company needs a clearly defined competitive strategy and in this sense, HR function can assume a strategic partnership role and be a facilitator for the implementation of the strategy. The aim of this article is to critically evaluate how both internal and external aspects of the environment influence HR strategy. In order to attain this aim, the paper will start with a brief definition of two key concepts -strategy and HR strategy- needed to understand how important the internal and external environment are in the strategy formulation process. After this, the article will provide an analysis of the main aspects...
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...ITERNATIONAL BUSINESS AND STRATEGY ANALYSIS, TESCO By Basheer Mohamad Hassan Alkhatib Student Number:@00406850 This Assignement is submitted for Professor Dr. Alistair Benson Salford University August, 3rd, 2014 Contents 1. Introduction 2 2. Analysis of the International Market 2 2.1 PEST Analysis: Tesco in Brazil 2 2.2 Market Specific Issues 4 3. Industry Analysis: Brazil 4 3.1 Competitive Rivalry in the industry 5 3.2 Bargaining Power of Suppliers 5 3.3 Bargaining Power of Customers 5 3.4 Threat of New Entrants 5 3.5 Threat of Substitutes 6 4 Company Analysis: Tesco 6 4.1 Resource Based View: Tesco 6 4.2 SWOT Analysis: Tesco 8 5. CAGE Analysis 9 6. Conclusion 11 7. References 12 1.Introduction Tesco Plc is the second largest retailer in the world and currently operates in over 6000 stores worldwide (Tesco Annual Report, 2014: n.p). This report analyses Tesco as an organisation and proposes a potential market for international expansion. The aim of this report is to analyse the international market’s environment and then indicate a potential strategy for Tesco to enter the market. The report initially works towards the analysis of the new market’s macro environment to understand key aspects linked with the proposed business market. This is followed by an internal analysis of Tesco and an overall external analysis of the retail industry in the new market. A strategic approach to enter the new international market is then presented...
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