...ARTICLE IN PRESS International Journal of Information Management 28 (2008) 433– 437 Contents lists available at ScienceDirect International Journal of Information Management journal homepage: www.elsevier.com/locate/ijinfomgt Case Study A business process-oriented method of KM solution design: A case study of Samsung Electronics Peter Baloh a,Ã, Katharina Uthicke b, Gyewan Moon b a b Faculty of Economics, University of Ljubljana, Ljubljana, Slovenia Kyungpook National University, Daegu, South Korea a r t i c l e in fo Keywords: Knowledge management solution design Organizational design Business process change abstract Improving how knowledge is leveraged in organizations for improved business performance is today considered as a major organizational change. Knowledge management (KM) projects are stigmatized as demanding, fuzzy and complex, with questionable outcomes—more than 70% of them do not deliver what they promised. A case of Samsung Electronics mobile branch we present shows how KM projects can be more successful if they are treated as business process-oriented organizational change projects. Both organizations and academia can stand on the shoulders of giants as previous experience and research in that area is rich. Adding the KM flavor to such organizational change is the goal of this case study; the learning outcomes include a six-step KM solution design method, a justification for the business process level of analysis and managerial...
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...Extended Case Study 6 The rise and fall of Marconi Background There can be few who are not aware of the spectacular crash of Marconi, which, in the space of two years, went from a share value of £12.50 to under 2p, a stock market valuation of £35bn to just a few million pounds, and a profit of £750m to a loss of some £5.6bn, one of the biggest in UK corporate history. Marconi grew out of GEC, the giant industrial conglomerate built by Arnold Weinstock. In a period when the UK’s industrial competitiveness, and its base, declined, GEC was one of the UK’s leading and most successful industrial enterprises. Weinstock, who died in 2002 at the age of 77, created GEC and was the UK’s leading industrialist for over 30 years. Weinstock graduated from the London School of Economics in 1944. He worked for the admiralty for three years before moving into property development. In 1954, he joined his father-in-law’s firm, Radio and Allied Industries, where he built a strong reputation for his managerial abilities. In 1961, the firm made a reverse takeover of the larger but struggling GEC. Weinstock became GEC’s Managing Director, a post he held for over 30 years until he retired in 1996. In his period as Managing Director, he turned GEC into one of the great British success stories, through a combination of acquisition and organic growth. In 1961, GEC took over AEI, and in 1968 they bought English Electric, the owners of Marconi. GEC’s acquisitions continued into the 1970s and...
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...Ninth AIMS International Conference on Management January 1-4, 2012 Blue Ocean Strategy – A Critical Analysis of Application on Indian Companies Smita Shukla smitashukla_in@yahoo.com University of Mumbai, Mumbai Blue Ocean Strategy which is much discussed strategic approach that needs to be followed by such companies that wish to beat the market competition. The paper analyses the practical application of Blue Ocean strategy in case of Indian companies. This paper also discusses the risk factors/negatives associated with the emergence of application of Blue Ocean Strategy in India/worldwide. 1. Introduction According to the well-known authors and management thinkers, W. Chan Kim and Renee Mauborgne, ‘the only way to beat the competition is to stop trying to beat the competition’. According to them, the entire market universe can be divided into two oceans: Red Ocean and Blue Ocean. Red Ocean is representative of all such industries/products which already exist and are thus representative of the known market space. Blue Oceans denote the industries/products not in existence today. Blue Oceans thus represent the unknown market space. In the Red Ocean industry boundaries are defined and well accepted. This means the existing competition is well known in the market space and the players in the market try to outperform their rivals to get greater share of the existing market demand. As existing market space gets crowded prospects for good profit and growth in future are...
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...ZENITH International Journal of Multidisciplinary Research Vol.2 Issue 3, March 2012, ISSN 2231 5780 A COMPARATIVE STUDY OF BUSINESS STRATEGIES BETWEEN KOREA AND JAPAN: A CASE OF ELECTRONICS ITEMS BETWEEN SAMSUNG AND SONY CHOONG Y. LEE * *Daniel Froes Batata, Ha Sook Kim, Gladys A. Kelce College of Business, Pittsburg State University, Pittsburg, KS 66762, U.S.A. ABSTRACT Sony, one of the world‟s most prominent companies in the electronics industry from Japan, has dominated the markets from all over the world for a long time since 1970s. Over the last decade, however, it has faced challenges to maintain its growth. Although sales levels have been relatively steady over the last decade, its profitability has gone from approximately eight to almost zero percent in 2009. Concomitantly, Samsung Electronics from Korea has successfully overcome the challenges presented in the global market. During the same period, its sales have increased over 600 percent and its profitability in 2009 was over ten percent. Additionally, the company has gained prestige in the minds of consumers and enjoys a privileged position in the electronics industry from all over the world. This paper discusses the reasons why the companies have had different performances in the markets and examines their challenges for the future. KEYWORDS: Comparative Study, Business Strategies, Electronics Industry, Korea, Japan. ______________________________________________________________________________ INTRODUCTION...
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...Guidelines for Writing Theses and Term Papers Tua Ericsson-Knif Hanken School of Economics Centre for Languages and Business Communication Vaasa February 2010 1 Contents 1 The Format of Theses and Term Papers 1.1 Title Page 1.2 Layout 2 2 2 2 Documenting Sources 2.1 Plagiarism 2.2 Citation in the Text 5 5 6 3 Preparing the List of References 4 Stylistic Features in Academic Writing References 9 13 16 Appendix 1 Sample Title Page of Thesis Appendix 2 Sample Title Page of Term Paper Appendix 3 Sample Table and Figure 18 19 20 2 1 The Format of Theses and Term Papers Most universities and departments have their own "house styles" with regard to the presentation of theses and term papers. The important factor is to follow a consistent pattern and organization, based on academic conventions. Some general guidelines are presented below. 1.1 Title Page Do not underline your title, put it in quotation marks or type it in all capital letters. For layout and details to be included on the title page of a thesis see Appendix 1 on page 18. For layout and details to be included on the title page of a term paper see Appendix 2 on page 19. 1.2 Layout Margins in a thesis manuscript Leave a 2.5 cm margin at the top and a 2.5 cm margin at the bottom of the text. Leave a 4 cm margin on the left side of the text and a 2 cm margin on the right side of the text. Margins in a term-paper manuscript Leave a 3 cm margin at the top and bottom as well as on the right and left side...
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...UNDERSTANDING CUSTOMER NEEDS Barry L. Bayus Kenan-Flagler Business School University of North Carolina Chapel Hill, NC 27599 (919)962-3210 cherryflavorine@gmail.com January 2005 Revised November 2007 prepared for Shane, S. (ed.), Blackwell Handbook of Technology and Innovation Management, Cambridge, MA: Blackwell Publishers The comments of the following people on an earlier draft are greatly appreciated: Sridhar Balasubramanian, Dick Blackburn, Paul Bloom, Ed Cornet, Ely Dahan, Abbie Griffin, Steve Hoeffler, Erin MacDonald, Jackki Mohr, Bill Moore, Vithala Rao, Allan Shocker, and Gal Zauberman. Introduction Touted as the “most significant category innovation since toilet paper first appeared in roll form in 1890,” dispersible (flushable) moist toilet tissue on a roll was introduced in the United States by Kimberly Clark in 2001. According to a corporate press release, Cottonelle Fresh Rollwipes was a breakthrough product that “delivers the cleaning and freshening of pre-moistened wipes with the convenience and disposability of toilet paper.” Internal market research seemed to indicate that there was a clear customer need for a new product to supplement dry toilet paper. Surveys and focus groups revealed that over 60% of adult consumers had experimented with a moist cleaning method (e.g., using baby wipes, wetting a washcloth, sprinkling water on dry toilet paper) and one out of four used a moist cleaning method...
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...initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven economy to a demanddriven economy • To identify all the possible reasons for Korean Air ’s turbulent times and assessing whether they are controllable or not • To critically evaluate Korean Air ’s transformation efforts - in terms of growth, productivity and cost cuts, especially the efficacy of '10,10,10' goal in a family-run business • To identify various challenges to Korean Air in...
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...Knowledge Management Tools and Techniques Practitioners and Experts Evaluate KM Solutions This page intentionally left blank Knowledge Management Tools and Techniques Practitioners and Experts Evaluate KM Solutions Edited by Madanmohan Rao AMSTERDAM • BOSTON • HEIDELBERG • LONDON NEW YORK • OXFORD • PARIS • SAN DIEGO SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK Copyright © 2005, Elsevier Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (+44) 1865 843830, fax: (+44) 1865 853333, e-mail: permissions@elsevier.com.uk. You may also complete your request on-line via the Elsevier homepage (http://elsevier.com), by selecting “Customer Support” and then “Obtaining Permissions.” Recognizing the importance of preserving what has been written, Elsevier prints its books on acid-free paper whenever possible. Library of Congress Cataloging-in-Publication Data Rao, Madanmohan. KM tools and techniques : practitioners and experts evaluate KM solutions / Madanmohan Rao. p. cm. Includes...
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...Breakout Dynamics Putting Vision to Work Being a Magnet Company Delivering the Promise Executing Breakout Breakout Leadership Appendix: case study companies Index List of Figures Figure 1.1 Figure 2.1 Figure 3.1 Figure 4.1 Figure 5.1 Figure 5.2 Figure 5.3 Figure 5.4 Figure 5.5 Figure 6.1 Figure 6.2 Figure 6.3 Figure 6.4 Figure 7.1 Figure 7.2 Figure 7.3 Figure 8.1 Figure 8.2 Figure 8.3 Figure 9.1 The Breakout Strategy Cycle Companies Getting on the Fast Track Companies Staying Out Front Types of Capital and the Capital Accumulation Process The Vision Wheel State Transition for Harley-Davidson: Organization State Transition for Harley-Davidson: Culture State Transition for Harley-Davidson: Relationships State Transition for Harley-Davidson: Markets The Six Pillars of a Value Proposition Leveraging up the Apple Value Proposition Reconciling Different Value Propositions Leveraging up Samsung Electronics’ Value Proposition Components of a Business Model Aligning the Business Model and Value Proposition Business Model Needs Analysis Delivering Strategy System Balance and Strategy Delivery at CEMEX Organizational Culture and Cultural Reproduction Breakout Leadership Capabilities Chapter 1 Breakout Strategy ______________________________________________ We all want to identify the essential ingredient that makes for outstanding business success, the decisive factor that differentiates exceptional companies from those that are just plain average. Sadly, like the elixir of...
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...MANAGING CULTURAL DIFFERENCES SIXTHEDITION MANAGING CULTURAL DIFFERENCES SERIES Managing Cultural Differences: Global Leadership Strategies for the 21 st Century, Sixth Edition Philip R. Harris, Ph.D., Robert T. Moran, Ph.D., Sarah V. Moran, M.A. Managing Cultural Diversity in Technical Professions Lionel Laroche, Ph.D Uniting North American Business—NAFTA Best Practices Jeffrey D. Abbot and Robert T. Moran, Ph.D. Eurodiversity: A Business Guide to Managing Differences George Simons, D.M. Global Strategic Planning: Cultural Perspectives for Profit and Non-Profit Organizations Marios I. Katsioulodes Ph.D. Competing Globally: Mastering Cross-Cultural Management and Negotiations Farid Elashmawi, Ph.D. Succeeding in Business in Eastern and Central Europe—A Guide to Cultures, Markets, and Practices Woodrow H. Sears, Ed.D. and Audrone Tamulionyte-Lentz, M.S. Intercultural Services: A Worldwide Buyer’s Guide and Sourcebook Gary M. Wederspahn, M.A. SIXTH EDITION MANAGING CULTURAL DIFFERENCES GLOBAL LEADERSHIP STRATEGIES ST FOR THE 21 CENTURY 25TH ANNIVERSARY EDITION PHILIP R. HARRIS, PH.D. ROBERT T. MORAN, PH.D. SARAH V. MORAN, M.A. JUDITH SOCCORSY Editorial Coordinator Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK Copyright © 2004, Philip R. Harris, Robert T. Moran, Sarah V. Moran. All rights reserved. No part of this publication may be reproduced, stored in a...
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...An Integrated Approach to Strategy Running Case Featuring Wal-Mart Wal-Mart’s Competitive Advantage (Chapter 1) ● Working Conditions at Wal-Mart (Chapter 2) ● Wal-Mart’s Bargaining Power over Suppliers (Chapter 3) ● Human Resource Strategy and Productivity at Wal-Mart (Chapter 4) ● How Wal-Mart Became a Cost Leader (Chapter 5) ● Wal-Mart’s Global Expansion (Chapter 6) ● WalMart Internally Ventures a New Kind of Retail Store (Chapter 8) ● Sam Walton’s Approach to Implementing Wal-Mart’s Strategy (Chapter 9) Strategy in Action Features A Strategic Shift at Microsoft (Chapter 1) ● The Agency Problem at Tyco (Chapter 2) ● Circumventing Entry Barriers into the Soft Drink Industry (Chapter 3) ● Learning Effects in Cardiac Surgery (Chapter 4) ● How to Make Money in the Vacuum Tube Business (Chapter 5) ● The Evolution of Strategy at Procter & Gamble (Chapter 6) ● Diversification at 3M: Leveraging Technology (Chapter 7) ● News Corp’s Successful Acquisition Strategy (Chapter 8) ● How to Flatten and Decentralize Structure (Chapter 9) Practicing Strategic Management Application-based activities intended to get your students thinking beyond the book. Small-Group Exercises Short experiential exercises that ask students to coordinate and collaborate on group work focused on an aspect of strategic management. Exploring the Web Internet exercises that require students to explore company websites and answer chapter-related questions. Designing a Planning System (Chapter 1) Evaluating...
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...An Integrated Approach to Strategy Running Case Featuring Wal-Mart Wal-Mart’s Competitive Advantage (Chapter 1) ● Working Conditions at Wal-Mart (Chapter 2) ● Wal-Mart’s Bargaining Power over Suppliers (Chapter 3) ● Human Resource Strategy and Productivity at Wal-Mart (Chapter 4) ● How Wal-Mart Became a Cost Leader (Chapter 5) ● Wal-Mart’s Global Expansion (Chapter 6) ● WalMart Internally Ventures a New Kind of Retail Store (Chapter 8) ● Sam Walton’s Approach to Implementing Wal-Mart’s Strategy (Chapter 9) Strategy in Action Features A Strategic Shift at Microsoft (Chapter 1) ● The Agency Problem at Tyco (Chapter 2) ● Circumventing Entry Barriers into the Soft Drink Industry (Chapter 3) ● Learning Effects in Cardiac Surgery (Chapter 4) ● How to Make Money in the Vacuum Tube Business (Chapter 5) ● The Evolution of Strategy at Procter & Gamble (Chapter 6) ● Diversification at 3M: Leveraging Technology (Chapter 7) ● News Corp’s Successful Acquisition Strategy (Chapter 8) ● How to Flatten and Decentralize Structure (Chapter 9) Practicing Strategic Management Application-based activities intended to get your students thinking beyond the book. Small-Group Exercises Short experiential exercises that ask students to coordinate and collaborate on group work focused on an aspect of strategic management. Exploring the Web Internet exercises that require students to explore company websites and answer chapter-related questions. Designing a Planning System (Chapter 1) Evaluating...
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...Learning with Cases INTRODUCTION The case study method of teaching used in management education is quite different from most of the methods of teaching used at the school and undergraduate course levels. Unlike traditional lecture-based teaching where student participation in the classroom is minimal, the case method is an active learning method, which requires participation and involvement from the student in the classroom. For students who have been exposed only to the traditional teaching methods, this calls for a major change in their approach to learning. This introduction is intended to provide students with some basic information about the case method, and guidelines about what they must do to gain the maximum benefit from the method. We begin by taking a brief look at what case studies are, and how they are used in the classroom. Then we discuss what the student needs to do to prepare for a class, and what she can expect during the case discussion. We also explain how student performance is evaluated in a case study based course. Finally, we describe the benefits a student of management can expect to gain through the use of the case method. WHAT IS A CASE STUDY? There is no universally accepted definition for a case study, and the case method means different things to different people. Consequently, all case studies are not structured similarly, and variations abound in terms of style, structure and approach. Case material ranges from small caselets (a few paragraphs...
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...IMPLEMENTATION OF QUALITY MANAGEMENT: AN INTERNAL MARKETING PERSPECTIVE Principal Author Prof. Dr. Zahid Mahmood Department of Management Sciences BahriaUniversity, Naval Complex, Sector E-9, Islamabad, Pakistan Cell: +92-300-5301240 Office: +92-51-9260002 Ext. 260 zahid@bahria.edu.pk Biographical Note: Dr. Zahid Mahmood is a Professor of Total Quality Management at Bahria University Islamabad, Pakistan. He has published numerous articles and books. His papers have received world wide acclamation. He holds M.Com from the University of Punjab, Pakistan, MBA from the University of Wollongong NSW and PhD from University of Western Sydney Australia. Corresponding Author & Co-Author Sobia Mahmood PhD Scholar & Research Asistant Department of Management Sciences BahriaUniversity, Naval Complex, Sector E-9, Islamabad, Pakistan Cell: 0321-5342940 Office: +92-51-9260002 Ext. 260 sobia.mahmood1@gmail.com; sobia.mahmood@bahria .edu.pk Biographical Note: Sobia Mahmood is a Research Assistant & Visiting Faculty at Bahria University, Pakistan. At present, she is a PhD scholar at Bahria University, Pakistan. She has published numerous articles on Management. She holds MBA from University of Arid Agriculture, Pakistan, MEd & BEd from Allama Iqbal Open University, Pakistan and MS from SZABIST, Pakistan. Co-Author Muhammad Ayub Siddiqui PhD Scholar & Asistant Professor, Department of Management Sciences BahriaUniversity, Naval Complex...
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...Handbook of Management Accounting Research Volume 3 Edited by CHRISTOPHER S. CHAPMAN Imperial College London, UK ANTHONY G. HOPWOOD University of Oxford, UK MICHAEL D. SHIELDS Michigan State University, USA AMSTERDAM – BOSTON – HEIDELBERG – LONDON – NEW YORK – OXFORD PARIS – SAN DIEGO – SAN FRANCISCO – SINGAPORE – SYDNEY – TOKYO Elsevier The Boulevard, Langford Lane, Kidlington, Oxford OX5 1GB, UK First edition 2009 Copyright © 2009 Elsevier Ltd. All rights reserved No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone ( 44) (0) 1865 843830; fax ( 44) (0) 1865 853333; email: permissions@elsevier.com. Alternatively visit the Science and Technology Books website at www.elsevierdirect.com/rights for further information Notice No responsibility is assumed by the publisher for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions or ideas contained in the material herein. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for...
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