...BE MARKET LED The literature on the subject is dominated by Porter (1980a and b, 1985, 1987), though his propositions are not without its critics (viz. Cronshaw et al., 1994; Speed, 1989). Some see the firm’s outputs or offerings as the main focus of competitive strategy, with the primary aim of strategy being to compete effectively in particular markets by offering a competitive bundle of benefits, or value, to the consumer. It is the positioning of one firm’s offering relative to another that is of prime importance (Mathur, 1992). An alternative view concentrates on the resources of the organization and maintains that superior resources, and processes, designed to utilize such resources efficiently, will lead to competitive advantage (Barney, 1991; Peteraf, 1993; Wernerfelt, 1984). Both approaches are not mutually exclusive and can be complementary (viz. Hunt and Morgan, 1995; Verdin and Williamson, 1993). Indeed, such a view is in keeping with the view of keeping open the strategic window of opportunity. CORE COMPETENCIES AND COMPETITIVE...
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...1 INTRODUCTION The research on the academic field of international business (IB) is a bit latter-day. Starting with the pioneering works of Dunning (1958) and Vernon (1965) on firm internationalization, the field has grown momentously churning out some time-tested theories. Unlike its counterpart business disciplines which focus on narrow subject areas, IB research is broader focused and draws on multidiscipline approaches (Aggarwal 2004) to explain the reasons why businesses go international. It has been argued by Wang et al. (2008) that a firm’s internationalization process being more sophisticated calls for a multiple approach to be able to understand its nuances, the aim of this report is to use at most seven IB theoretical approaches to analyze the internationalization of Hyundai Motors Corporation (hereafter HMC). The analysis will seek to test the basic assumptions and concepts of the various theories, identify and question basic deviations of the theories from the internationalization of HMC and search for answers as to the reasons for the deviation. This report begins with a brief historical account of HMC’s evolution, internationalization and current position in the global automobile industry. A brief review of the internationalization theories which are used in this analysis is undertaken. A thorough analysis of various phases of HMC’s internationalization using the theories (where applicable) then follows. A conclusion is drawn whether HMC’s global operations fit...
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...Journal of Management http://jom.sagepub.com/ New Venture Teams: A Review of the Literature and Roadmap for Future Research Anthony C. Klotz, Keith M. Hmieleski, Bret H. Bradley and Lowell W. Busenitz Journal of Management published online 26 June 2013 DOI: 10.1177/0149206313493325 The online version of this article can be found at: http://jom.sagepub.com/content/early/2013/06/26/0149206313493325 Published by: http://www.sagepublications.com On behalf of: Southern Management Association Additional services and information for Journal of Management can be found at: Email Alerts: http://jom.sagepub.com/cgi/alerts Subscriptions: http://jom.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav >> OnlineFirst Version of Record - Jun 26, 2013 What is This? Downloaded from jom.sagepub.com at Jonkoping University Library on November 11, 2013 493325 research-article2013 JOMXXX10.1177/0149206313493325Journal of Management / Month XXXXKlotz et al. / New Venture Teams Journal of Management Vol. XX No. X, Month XXXX 1–30 DOI: 10.1177/0149206313493325 © The Author(s) 2013 Reprints and permissions: sagepub.com/journalsPermissions.nav New Venture Teams: A Review of the Literature and Roadmap for Future Research Anthony C. Klotz Oregon State University Keith M. Hmieleski Texas Christian University Bret H. Bradley Lowell W. Busenitz University of Oklahoma As entrepreneurship...
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...What is Sharia Banking? London is the leading Islamic banking center in the West, and the Netherlands is seeking to overtake London in this regard. Wall Street is becoming enamored with Islamic banking (also known as Sharia banking) and this banking model is rapidly gaining acceptance in the Western world. Unlike the traditional banking model most Westerners are familiar with, Islamic banks are managed according to Sharia law. The main difference between Western banking and Islamic banking is the Quran prohibits the collection of interest in all monetary transactions, charging fees (and donations) for services provided in lieu of charging interest on loaned capital. Islamic banks are also governed by a Sharia Advisory Board, which is comprised of Islamic scholars and clerics who are responsible to ensure all of the bank's activities are in strict compliance with Sharia (Islamic) law. Those in favor of Islamic banking believe the Islamic banking system is superior to the capitalistic model of the West, because it is structured around a "strict code of ethics" (based on the Quran) and is prohibited from "exploitative practices" (including the charging of interest). According to Islamic banking proponents, this allows banking to be an integral part of a moral society (governed by the Quran). In contrast, they believe capitalism is solely focused on money (profit) and this incites greed and the exploitation of others, which leads to the social problems in the West, including the division...
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...grown-up children, David and Rachel. In his spare time he is a keen amateur pianist and organist. Brief Course Description International business activity is one of the key features of the contemporary global economy. The decision to venture abroad involves the evaluation of alternative entry modes, bearing in mind the degree of risk and the suitability of the business environment in a potential host country or region. Political, economic, cultural and other factors are all of vital importance. This short course aims to explore these issues in the light of current research and with reference to recent developments in the global economy. The course will be delivered through a combination of lectures, discussion groups, plenary discussion and case study analysis. LECTURE PROGRAMME: INTERNATIONAL ENTRY AND COUNTRY ANALYSIS 1. Motives for Going International Businesses venture abroad for a variety of reasons and there is a large international business literature on this...
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...return. During the peak and later upheaval of what is often called the “dot.com bubble” – business models, valuations and strategies were questioned with regards to their anchorage to reality and building endurable businesses. Based on a wide investigation of literature and reports within the Resource-based and Market-based view combined with first-hand interviews and second hand research, we have tried to find to what extent these strategies could or would have prevented investments in IT-ventures lacking the prerequisites for long term competitive advantage. The initial indications and rationale was that the information and frameworks would provide a structured strategic analysis that, if correctly used, could have prevented the poor investments and even lessened the impact of the crash. However, our conclusions are that a strategic analysis, using the MBV and RBV frameworks, would not have been able to give a correct strategic recommendation since the analysis would have been largely based on incorrect assumptions. Furthermore the analysis would not in an efficient way make us aware of the inflated valuations and the inherent traits of new technologies. However, by adding additional theoretical frameworks such as behavioural finance and dominant design, we could conclude that, a more “true” picture of the inherent risk with IT-ventures at the time could have been created which should...
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..._______________________________________________________________ _______________________________________________________________ Report Information from ProQuest September 24 2014 20:32 _______________________________________________________________ 24 September 2014 ProQuest Table of contents 1. Open innovation for SMEs in developing countries - An intermediated communication network model for collaboration beyond obstacles....................................................................................................................... 1 2. Model of Thai Small and Medium Sized Enterprises' Organizational Capabilities: Review and Verification 15 3. SMALL BUSINESSES AND INTERNATIONAL ENTREPRENEURSHIP IN THE ECONOMIC HARD TIME: A GLOBAL STRATEGIC PERSPECTIVE............................................................................................ 33 Bibliography...................................................................................................................................................... 48 24 September 2014 ii ProQuest Document 1 of 3 Open innovation for SMEs in developing countries - An intermediated communication network model for collaboration beyond obstacles Author: Vrgovic, Petar; Vidicki, Predrag; Glassman, Brian; Walton, Abram ProQuest document link Abstract: Although there is increasing interest in exploring open innovation in developing countries, the conceptual and potential applications of using...
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...Assignment Submission Form Please complete and attach this form to your assignment. All assignments must be submitted on the stipulated submission date. Please add a “” into appropriate box to indicate your assignment type. Pre-course / Main Assignment Program / Intake : Bachelor of Science / 42 Pathway: Finance / Marketing Student Name: TEO CHIN AIK YIN KAM TONG YEO CHIEW LI, CECILIA LIM CHUNLONG, JEROLD Student Number: 12257251 12256686 12257712 12257255 Module: Lecturer/Tutor: Management of Organisations (BMGT2002S) Dr. Lily Li Ming Grade: DECLARATION: I hereby declare that the attached assignment is my own work. I understand that if I am suspected of plagiarism or another form of cheating, my work will be referred to the Academic Registrar/ or the Board of Examiners, which may result in me being expelled from the program. Signed: _____________________ Date Submitted: 19 April 2013 1 National University of Ireland, Dublin Bachelor of Science (Finance / Marketing) Intake 42 Group: B / C Module: Management of Organisations (BMGT2002S) Essay Title: Cultural changes to improve on Organisation effectiveness Submitted by: Teo Chin Aik Yin Kam Tong Yeo Chiew Li, Cecilia Lim Chunlong, Jerold Student Number: 12257251 12256686 12257712 12257255 Lecturer: Dr. Lily Li Ming Submission Date: 19 April 2013 Word Count: 4068 2 Table of Contents 1. 2. 3. Abstract ...........................................................................
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... Orlando, FL 32816, 'Hankamer School of Business, Baylor University, Waco, TX 76798-8004, and ^College of Business and Industry, University of Massachusetts Dartmouth, North Dartmouth, MA 02747, USA Acquisitive growth strategies continue to be popular, in spite of increasing evidence that they often do not enhance the financial performance of acquiring firms and may adversely affect innovation. However, some acquisitions are associated with both increases in financial performance and a strengthened commitment to R&D while others experience decreases in both. Multiple theories have been offered to explain acquisitions and their outcomes, but few have received strong empirical support. This paper describes a multiple rater, multiple-case study of acquisitions that had highly favourable outcomes and others that experienced highly unfavourable outcomes. All twelve of the high performing acquisitions studied were found to exhibit the dual characteristics offiriendlinessduring acquisition negotiations and resource complementarities between the two firms. Additionally, debt played an important role in the success (low to moderate debt) or lack of success (high or extraordinary debt) in 21 of the 24 acquisitions studied. Inadequate target evaluation was a factor in 11 of the 12 acquisitions with low performance. Importantly, the results of both sets of acquisitions suggested that a configuration of attributes affected post-acquisition performance. Other findings both supported and...
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...Tallman have done a remarkable job of putting together in a highly consistent way all the knowledge available on what has become an essential facet of business development, namely Cooperative Strategy.’ Pierre Dussauge, Professor of Strategic Management, HEC – School of Management, Paris ‘I highly recommend this book for alliance scholars and practitioners. The breadth of coverage of the practical and theoretical literature on cooperative strategy is one of the book’s primary contributions. The authors demonstrate a comprehensive understanding of the subject matter and the numerous case studies demonstrate a close connection with actual experience.’ Andrew Inkpen, J. Kenneth and Jeanette Seward Chair in Global Strategy, Thunderbird, The Garvin School of International Management ‘Companies need to know not just how to compete with other firms, but how to cooperate with them. The proliferation of joint ventures, partnerships, and strategic alliances reflect the increasingly dispersed and networked structure of modern business organisation. This book is a manager’s guide to this significant trend. In particular it emphasizes the importance of not merely building co-operative structures...
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...“WHAT IS THE RELATIONSHIP BETWEEN DIVERSIFICATION AND PERFORMANCE, PARTICULARLY IN EMERGING ECONOMIES? WHAT ARE THE FACTORS WHICH ARE RELEVANT FOR SETTING THE CONTENTS OF THAT RELATIONSHIP?” By João de Almeida Frazão Caro de Sousa Master Thesis Submitted to ESADE Business School in fulfilment of the requirements for the Degree of Master of Science in International Management ESADE Business School May 2012 Master of Science in International Management – ESADE Business School i Master of Science in International Management – ESADE Business School Table of Contents Introduction ..................................................................................................................................... 1 Theoretical Background 1. Diversification ......................................................................................................................... 5 1.1 General Observations ........................................................................................................ 6 1.2 Different types of diversification strategies....................................................................... 7 1.3 The costs and benefits of diversification ........................................................................... 8 1.4 Diversification Trends ....................................................................................................... 9 A. The Lack of Significant Relationship ................................
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...Back to Hotel Strategic Management 101: An examination of hotels’ implementation of Porter’s generic strategy in China Yin-Hsi Lo, Assistant Professor of Hospitality Management, Southern Taiwan University, Taiwan ABSTRACT The market-position view (MPV) of the firm in Porter’s generic strategy hypothesizes that the exploitation of differentiation and cost-leadership can create competitive advantage for a firm, which then has a better chance of outperforming other firms in a homogeneous industry. However, this notion has not been tested in the Chinese hotel industry. In response to this gap, this study empirically examines the relationships between the generic strategies of differentiation and cost leadership and hotels’ organizational performance. The results suggest that differentiation is the only significant generic strategy that influences customer satisfaction in the Chinese hotel industry. These findings have important academic and practitioner implications, which are then discussed. Keywords: Competitive Strategy, Customer Satisfaction, Hotel Performance, Market Positioning INTRODUCTION There has been a great deal of discussion in the literature about the impressive hotel development in China in the past 20 years (Derbaix & Pham, 1998; Devonport, Biscomb, & Lane, 2008; Echtner & Ritchie, 1993; Fakeye & Crompton, 1991; C Fornell, 1992; Foxall & Goldsmith, 1994; Pine, 2002; Yu & Gu, 2005). Specifically, many interesting issues have become the favorite topics...
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...to Competitive Advantage l Putting Resource and Capability Capabilities in Strategy Formulation Basing Strategy on Resources and Capabilities Resources and Capabilities as Sources of Profit l The Resources of the Firm Tangible Resources Intangible Resources Human Resources Analysis to Work: A Practical Guide Step 1 Identify the Key Resources and Capabilities 123 CSAC05 1/13/07 9:21 Page 124 124 PART II THE TOOLS OF STRATEGY ANALYSIS Step 2 Appraising Resources and Capabilities Step 3 Developing Strategy Implications l Developing Resources and Capabilities The Relationship between Resources and Capabilities Replicating Capabilities Developing New Capabilities Approaches to Capability Development l Summary l Self-Study Questions l Appendix: Knowledge Management and the Knowledge-based View of the Firm l Notes Introduction and Objectives In Chapter 1, I noted that the focus of strategy thinking has been shifted from the...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0955-534X.htm The collaborative strategy in the Taiwan shoe industry Tzong-Ru ( Jiun-Shen) Lee and Toong-Chinn Venice Koh Department of Marketing, National Chung Hsing University, Taichung, Taiwan Abstract Purpose – The purpose of this paper is to elaborate the reason behind a sustainable guanxi network through the introduction of the collaborative strategy in the Taiwanese shoe industry. Design/methodology/approach – Literature review in the area of Chinese business culture, and guanxi network is used to elaborate the information obtained from the company. Findings – This paper highlights that the belief of sincerity and trustworthiness has refined to the organization culture that supports the sustainability of Taiwanese guanxi network. Besides, the transaction cost theory, resource-based view, and specific relationship investment has become a hinder strategy for Taiwanese organization to maintain the business relationship. This paper introduces an interesting collaborative strategy between three parties, the original equipment manufacturer (OEM) supplier, the machinery manufacturer, and the end-user (the branding). Although there is no direct business flows between the end-user and the machinery manufacturer, the specific relationship investment between these two parties are tight and cannot be separated. This has ensured the proper business flows between the OEM supplier and the...
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...University West Spring term 2010 ABSTRACT Over the past two decades, the open-door of the market supply in China has had a massive impact on the automotive market. This development contributes to the globalization of the automobile industry that involved the integration of the Chinese domestic market into the international markets. Among many reasons, motivation to gain access to industrialized markets and to gain access to superior technology, management resources and knowledge are the most driving factors of the Chinese automotive industry for the internationalization and going abroad strategy of China´s automotive industry. This study investigated whether different external globalization drivers and internal organization factors have differential effects on various dimensions of China´s automakers firms’ global strategy. Most of the studies written about global strategies have implemented only either of the internal or the external drivers of the internationalization of the firms. The contribution of the paper introduces a more comprehensive model on the global expansion of a firm. This paper concludes that China´s automotive industry has some competitive advantages such as low cost, while, facing a number of challenges that hinder the internationalization of Chinese automobile companies. It also shows that multiple factors play an important role in firms' internationalization global strategy plan. It is thus essential that the interaction among independent variables is...
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