...Corporate Political Strategies June 24, 2011 Abstract Whether or not corporations should have political strategies is debatable by many strategists, corporations, and political interest groups. There are advantages and disadvantages to this issue, so to decide one has to weigh the advantages against the dis-advantages. In my opinion, corporations should consider political strategies as an essential part of their business tools. The actual and potential impact that governments have on corporations is incentive enough for them to keep informed of the different governmental, social, public, and economic issues, regulations, policies, forums, tactics, and processes that will affect them now or in the future (Hillman, Zardkooh, & Bierman, 1999). Corporate Political Strategies Corporate political strategies are strategies used by corporations to influence public policy, hopefully in a favorable way. There strategic aims are to further specific interests by getting governmental officials to listen to and act in accordance with the preferences of the corporations. There is a very slim chance of finding any business today that has not been affected by the government in one way or another, even those with the best competitive strategies, abundance of resources, and/or superior products and services. Therefore implementing effective political strategies help corporations in obtaining and maintaining advantages against their competitors and to also achieve and maintain higher...
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...The Determinants of MNE Subsidiaries' Political Strategies: Evidence of Institutional Duality Author(s): Amy J. Hillman and William P. Wan Source: Journal of International Business Studies, Vol. 36, No. 3 (May, 2005), pp. 322-340 Published by: Palgrave Macmillan Journals Stable URL: http://www.jstor.org/stable/3875180 Accessed: 26-02-2015 20:33 UTC Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Palgrave Macmillan Journals is collaborating with JSTOR to digitize, preserve and extend access to Journal of International Business Studies. http://www.jstor.org This content downloaded from 193.140.253.100 on Thu, 26 Feb 2015 20:33:00 UTC All use subject to JSTOR Terms and Conditions Studies(2005)36, 322-340 Business journal International of - 2005 Palgrave 0047-2506 $30.00 Macmillan Ltd. Allrightsreserved www.jibs.net The determinants of evidence strategies: Amy J Hillman' and William P Wan2 MNE of subsidiaries' political institutional duality Abstract of State Arizona IDepartment...
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...The difference is in terms of societal, political, and economical factors. Therefore, before the organization considers venturing in Australia, it is imperative that the company considers foreign market entry strategies. Since the company specializes in sports attire, it is only considerate that the sports culture of Australia as a foreign market to the company is studied well. In addition, company should consider both political and economical factors of the Australian society. Successful businesses are premised on sound politics and economic environments of countries where they are located. The favorable the politico-economical factors of a country the success of a business and the contrary apply. However, potential alliances are also important for foreign markets and are also part of entry strategy (Walter & Murray, 1988). The above factors affect and are important to the entry into foreign markets. For instance, political and economical factors play key roles in the foreign markets entry through factors that influence them. Licensing, which informs the key option for entry into an international market like in the case of Adidas, is influenced by both economic and political factors. For instance, licenses are part of legislations of a country. Legislations are generated through a political process and means. Therefore, political stability of a state is an important factor to explore before venturing into a foreign market. Stable political states have favorable licensing procedures...
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...Seminar 6 Task 1 Read the two articles about Castle Press and New Town Council and develop a presentation for the following questions 1. How do strategies come about in organizations? a. What is the strategy process at New Town Council? b. What is the strategy process at Castle Press? 2. What influences the process of strategy development? c. Why is the strategy development process at New Town as it is? d. Why is the strategy development process at Castle Press as it is? 3. What are the main differences/similarities in the strategy development process between the two cases? 4. Why do these differences exist? For example, the Chief Executive at New Town is not entirely happy with the process of strategy development in his organization, he would like to change it. a. What options are attractive to him and his team? b. Why? Is a different process feasible and if so, how could he manage such a change? http://prezi.com/bnancbnwz5u_/new-town-council/ Introduction: New Town Council The New Town Council formed one part of a two-tier system of local government responsible for the provision of services within a geographical area of UK for environmental health, housing, planning, recreational facilities and refuse collection; the other part was the county council which responsibility is for school education, tire and police services, highways and social care. New Town Council grew up alongside New Town as it was built on...
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...Journal of Business Strategy THE NESTLE BOYCOTT: IMPLICATIONS FOR STRATEGIC BUSINESS PLANNING Rafael D. Pagan, Jr. Article information: To cite this document: Rafael D. Pagan, Jr., (1986),"THE NESTLE BOYCOTT: IMPLICATIONS FOR STRATEGIC BUSINESS PLANNING", Journal of Business Strategy, Vol. 6 Iss 4 pp. 12 - 18 Permanent link to this document: http://dx.doi.org/10.1108/eb039126 Downloaded on: 10 January 2015, At: 02:12 (PT) References: this document contains references to 0 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 1761 times since 2006* Users who downloaded this article also downloaded: Downloaded by UNIVERSITY OF HUDDERSFIELD At 02:12 10 January 2015 (PT) N. Craig Smith, (1987),"Consumer Boycotts and Consumer Sovereignty", European Journal of Marketing, Vol. 21 Iss 5 pp. 7-19 http://dx.doi.org/10.1108/EUM0000000004694 N. Craig Smith, (1989),"Consumer Boycotts", Management Decision, Vol. 27 Iss 6 pp. - http://dx.doi.org/10.1108/ EUM0000000000050 Edmund S. Muskie, Daniel J. Greenwald, (1986),"THE NESTLE INFANT FORMULA AUDIT COMMISSION AS A MODEL", Journal of Business Strategy, Vol. 6 Iss 4 pp. 19-23 http://dx.doi.org/10.1108/eb039127 Access to this document was granted through an Emerald subscription provided by 422267 [] For Authors If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose...
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...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 in the internal and external environment affecting HR strategy,...
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...New HR Strategy Abstract Suzy Black establishes the first HR strategy in Lloyd’s after 320 years in business. It’s a great shock for the employees because she implements brand new ideas and transformed the old style personnel office to a business focused. As discussed in the text : HR managers who have a good understanding of their firm's business can help it achieve its strategies—whatever they may be—through the effective utilization of people and their talents. An organization's success increasingly depends on the knowledge, skills, and abilities of its employees. To “compete through people,” organizations have to do a good job of managing human capital: the knowledge, skills, and capabilities that have value to organizations. Managers must develop strategies for identifying, recruiting, and hiring the best talent available; developing these employees in ways that are firm-specific; helping them to generate new ideas and generalize them throughout the company; encouraging information sharing; and rewarding collaboration and teamwork among employees (Managing Human Resources, p.36) . New HR Strategy Makes Lloyd’s A “Best Company” What skills does Black think employees need to work successfully in the area of HR? According to the text; the ideal skills of employees in the area of HR they must be commercial, challenging, and focused on delivery and excellence (Snell-Bohlander). They must understand change and transformation, excel at operations and balance tactical...
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...these reputations have been playing a vital role in attracting increasing passengers to be loyal to Qantas. Consequently, Qantas has been becoming one of Australia’s most successful companies in aviation industry. With the rapid development of other competitors in aviation industry around the world, however, some challenges had been generated that Qantas has to overcome. Additionally, the key challenge for Qantas is about its global strategy, which is extraordinarily critical to determine the future of Qantas in the global aviation industry. To exactly and effectively understand Qantas’ global strategies, this report will be divided by five parts that could gradually make sense of the importance of global strategic management. Firstly, it will briefly introduce the history and growth of Qantas airline. Then this report will explain how Qantas’ global strategy operates. After that, it is going to analyze the nature and drivers of the company global strategies. Last but not the least, this report will analyze the challenges facing the global strategy and give some suggestions to overcome these challenges. More importantly, it emphasizes the importance of global strategic management for all companies in the world, not only for aviation industry. 1. Introduction of Qantas Airline Queensland and Northern Territory Aerial Services (QANTAS) Limited was established in Winton, Queensland, in 1920 and expanded rapidly as a transportation carrier. Its core competitiveness is to create...
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...Chapter 8 Assignment – Strategy Formulation at IBM Read Chapter 8 on international strategy formulation. For this assignment, let’s learn about international strategies using IBM as an example. Check out the IBM website so you learn more about their business and where their different businesses are located. Read at least one additional current article about IBM to help you with this assignment. Individually, respond to the questions below. Provide your additional source with your response. This assignment is worth 24 points and must be submitted to the dropbox by the date/time on your syllabus. 1. Of the 4 imperatives discussed in Chapt. 8 - economic, political, quality and administration - which would be the most important to IBM in its efforts to make inroads in the Pacific Rim market? Would this emphasis be the same as that in the U.S. or would IBM be giving primary attention to one of the other imperatives? Explain. In its effort to make inroads in the Pacific Rim market, IBM would put their emphasis on economic imperative. In this market, computers are becoming generic goods. Consumers would made computer purchases in the prior years based on brand name, service, and support. However, nowadays, price has emerged as a focal point when it comes to purchasing computers because people realize and understand that they would not need to buy brand names in order to receive great quality. IBM would use this economic imperative to emphasize in the U.S market...
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...to solidify your future, you must also remain ethically and morally sound while doing so. Having read a scenario from a case study that proposed an ethical dilemma, I found that the rise for power and political gain in the workplace can test both an individual’s ethical judgment and strength. The issue here is that Michael is faced with an ethical dilemma regarding whether or not to participate in politics in order to capture a higher position within another sector of his organization. He is aware that his opponent Danielle has entered workplace politics at full speed, and is using every opportunity to gain leverage against Michael. The executive that will choose the best person for the position is Pierre, who is fair and diligent when choosing the appropriate candidate for the job. Michael however, has a real problem with trying to strategically place himself at the center of Pierre’s attention for the U.S. job. He has observed Danielle making great strides to win over Pierre by attracting him with her new ideas and the social alliances she is making within the company. He is truly reluctant about playing office politics, but feels that if he completely shies away from doing so his career may be in jeopardy. Michael’s opponent demonstrates legitimate political strategy and should be considered a...
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...GOALS AND OBJECTIVES OF ANY STRATEGY IS AN ILLUSION. DISCUSS 1.0 INTRODUCTION Every business organisation exists for the purpose of fulfilling certain goals and objectives as outlined by them. The fulfillment of these goals and objectives may bring benefits to the organisation and to various stakeholders such as shareholders, customers, the general public, the government, etc. In order to implement these goals and objectives in a systematic and orderly manner, management must evolve a game plan to do this. This game plan is known as strategy. According to the Oxford Pocket Dictionary, strategy is defined as “the art of war especially, the planning of movements of troops and ships into favourable positions, plan of action or policy in business” Scholes & Johnson (2001) also define strategy as “the direction and scope of an organisation over the long term; which achieves the advantage for the organisation through its configuration of resources within a changing environment, to meet the needs of the markets and to fulfill stakeholder expectations” Thompson & Strickland (1998) also generally define strategy as competitive moves of business approaches to produce successful performance. It is management’s game plan for: * running the business * strengthening the firm’s competitive position * Satisfying customers * Achieving good business performance * Position a company in its chosen market In effect, without strategy the shaping of an organisations...
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...MODULE 6 – LEADING AND IMPLEMENTING STRATEGY Identify & discuss the key challenges that confront the strategy implementation process * It needs a supportive environment & has pressures of changing external environment. * Reasons for failure or under-achievement: * Transforming strategic thinking into action * Implementation treated as an add-on & a lower-level employee task. * Strategy achieved best when those in charge of implementation also involved in strategic analysis & formulation process from the start. * Managers who implement are usually too busy with everyday running of operations to become involved in planning process or may be excluded. * Failing the 3Cs of communication, commitment & coordination * Poor communication & lack of commitment & inability to manage change effectively. Poor or vague strategy. Lack of buy-in & ownership from key manager & employees. * Lack of coordination or alignment between an organisation’s strategy & its functional units, processes & systems. * Lack of a model, inadequate information sharing, unclear lines of responsibility & accountability, unsupportive power structure. * Paralysis by analysis * Too much focus on analysis & formulation, relaxing on way resources are allocated & way in which operational decisions are made. Leaders trained to formulate not implement. * Important...
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...implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading management theorists have advocated that strategy needs to start with stakeholders expectations and use a modified balanced scorecard which includes all stakeholders. "Strategic management is an on-going process that evaluates and controls the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment." Strategic Management can also be defined as "the identification of the purpose of the organisation and the plans and actions to achieve the purpose. It is that set of managerial decisions and actions that determine the long term performance of a business enterprise. It involves formulating and implementing strategies that will help in aligning the organization and its environment to achieve organisational goals." As the...
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...Before managers can begin to formulate an effective strategy, they must make a critical examination of the firm’s environment. Assessing the strategic situation is the first phase in determining the content of the proper strategies for a firm. This process begins with an assessment of the general environment of the firm, in terms of economic, technological, social, and political/legal influences. Analyzing the organization's industry is the second major aspect of assessing the firm's strategic situation. An industry structure analysis identifies the major forces affecting competition in an industry and determines the strengths and weaknesses of the business relative to the industry. Michael Porter has identified five basic competitive industry forces: the threat of new entrants in the industry, the intensity of rivalry among existing competitors, the pressure from producers of substitute products or services, the bargaining power of buyers of the industry's outputs, and the bargaining power of suppliers to the industry's companies. Management must find for a firm a position in the industry from which it can best defend itself against these competitive forces or can influence them to its advantages. Another major element of the industry environment is the product/market life cycle which assumes that all products, and, therefore, industries, move through stages of a life cycle. In analyzing an industry, its is also useful to determine if the industry is a global industry...
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...Implementation of the Human Resource Development Strategy for South Africa ANDREW WILLIE BARTLETT 21936048 Mini-dissertation submitted in partial fulfilment of the requirements for the Master’s degree in Development and Management at the Potchefstroom campus of the NorthWest University SUPERVISOR: MS LUNI VERMEULEN 2011 i ACKNOWLEDGEMENTS I wish to hereby express my sincere gratitude and appreciation towards the following persons for their support and assistance throughout this study: My Heavenly Father who blessed me with the opportunity, ability and strength to try to make a difference through this study. My wife, Elaine, without whose support, encouragement and assistance this study would not have been possible. My children, Elandre and Jade, for their support and understanding; may this achievement motivate you in your studies and development. My personal mentor and supervisor, Ms Luni Vermeulen, for her highly professional guidance, motivation, continuous support and patience. To all the respondents at the various institutions for their participation and valuable contributions. Thank you very much for your selfless assistance. ii ABSTRACT In 2001 the first Human Resource Development Strategy of South Africa (HRDSA) was implemented. The lack of institutional arrangements, structures, procedures, processes and capacity and the location of the HRDSA, 2001, at both the then Departments of Education...
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