...MBA curriculum. The company’s resources and capabilities come in many shapes and form. For example, a company’s talent pool, intellectual property, formula for building a product and most importantly the consumers can be viewed as a resource or its ability to fend off a competitor. The company’s resources and capabilities will determine how best to match up against a competitor and how to respond to threats effectively. The strategic goal of getting a competitive advantage is a plan that will call upon many tools from various disciplines most commonly taught in business schools. Stacking Up with the Industry Integrating Corporate Social Responsibility (CSR) into the business model can be viewed as a business strategy in the sports entertainment industry, by shedding the perception of promoting violence and moving towards promoting family friendly content. CSR is a vehicle that can be used to promote social change and acceptance using a company as a “voice” which would carry more weight. Companies with the ability to recognize profound social change and anticipate how they affect operations have proven to be survivors” (Lawrence & Weber, 2011) – this helps a company to differentiate itself from the industry. An example would be World Wrestling Entertainment Corporation, realizing that their product may be seen as contributory to the escalating violence including hate-crimes. Thus they are using the reach potential of their performers to represent the company and send...
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...Congress has catalogued the hardcover edition of this title as follows: Christensen, Clayton M. The innovator’s dilemma : when new technologies cause great firms to fail / Clayton M. Christensen. p. cm. — (The management of innovation and change series) Includes index. ISBN 0-87584-585-1 (alk. paper) 1. Creative ability in business. 2. Industrial management. 3. Customer services. 4. Success in business. I. Title. II. Series. HD53.C49 1997 658—DC20 96-10894 CIP ISBN 0-87584-585-1 (Microsoft Reader edition) 3 Contents In Gratitude Introduction PART ONE: WHY GREAT COMPANIES CAN FAIL 1 How Can Great Firms Fail? Insights from the Hard Disk Drive Industry 2 Value Networks and the Impetus to Innovate 3 Disruptive Technological Change in the Mechanical Excavator Industry 4 What Goes Up, Can’t Go Down PART TWO: MANAGING DISRUPTIVE TECHNOLOGICAL CHANGE 5 Give Responsibility for Disruptive Technologies to Organizations Whose Customers Need Them 6 Match the Size of the Organization to the Size of the Market 7 Discovering New and Emerging Markets 8 How to Appraise Your Organization’s Capabilities and Disabilities 9 Performance Provided, Market Demand, and the Product Life Cycle 10 Managing Disruptive Technological Change: A Case Study 11 The Dilemmas of Innovation: A Summary The Innovator’s Dilemma Book Group Guide About the Author 4 In Gratitude Although this book lists only one author, in reality the ideas it molds together were contributed and ...
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...Organizational Dynamics Theses 1-31-2007 Organizational Dynamics Programs Nucor Corporation: A Study on Evolution Toward Strategic Fit Regina Gordin University of Pennsylvania, regina.gordin@gmail.com Submitted to the Program of Organizational Dynamics In the Graduate Division of the School of Arts and Sciences In Partial Fulfillment of the Requirements for the Degree of Master of Science in Organizational Dynamics at the University of Pennsylvania. Advisor: Everett Keech This paper is posted at ScholarlyCommons. http://repository.upenn.edu/od_theses_msod/1 For more information, please contact repository@pobox.upenn.edu. NUCOR CORPORATION: A STUDY ON EVOLUTION TOWARD STRATEGIC FIT by Regina Gordin Submitted to the Program of Organizational Dynamics In the Graduate Division of the School of Arts and Sciences In Partial Fulfillment of the Requirements for the Degree of Master of Science in Organizational Dynamics at the University of Pennsylvania Philadelphia, Pennsylvania 2006 NUCOR CORPORATION: A STUDY ON EVOLUTION TOWARD STRATEGIC FIT Approved by: ________________________________________________ Program Director ________________________________________________ Advisor ABSTRACT For much of its century long history, Nucor Corporation and its predecessors displayed turbulent financial performance. Several attempts at a strategic realignment proved unsuccessful, and in 1965, the company faced insolvency. Since that time, however, the company has...
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...PIET-MBA (SEM-2) Submitted to-Wg.Cdr.V.K.Agrawal By-Niren K. Shah (50) Human Resource Management Workforce The workforce is the labour pool in employment. It is generally used to describe those working for a single company or industry, but can also apply to a geographic region like a city, country, state, etc. The term generally excludes the employers or management, and implies those involved in manual labour. It may also mean all those that are available for work. Workers may be unionised, whereby the union conducts negotiations regarding pay and conditions of employment. In the event of industrial unrest, unions provide a co-ordinating role in organising ballots of the workforce, and strike action. Workforce management (WFM) encompasses all the activities needed to maintain a productive workforce. Under the umbrella of human resource management, WFM is sometimes referred to as HRMS systems, or even part of ERP systems. Recently, the concept of workforce management has begun to evolve into workforce optimisation. Specifically, workforce management includes * Payroll and benefits * HR administration * Employee self-services * Time and attendance * Career and succession planning / talent acquisition * Talent management and/or applicant tracking * Learning management and/or training management * Performance management * Forecasting and scheduling * Workforce tracking and emergency assist * Absence management Workforce...
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...Organizational Dynamics Theses 1-31-2007 Organizational Dynamics Programs Nucor Corporation: A Study on Evolution Toward Strategic Fit Regina Gordin University of Pennsylvania, regina.gordin@gmail.com Submitted to the Program of Organizational Dynamics In the Graduate Division of the School of Arts and Sciences In Partial Fulfillment of the Requirements for the Degree of Master of Science in Organizational Dynamics at the University of Pennsylvania. Advisor: Everett Keech This paper is posted at ScholarlyCommons. http://repository.upenn.edu/od_theses_msod/1 For more information, please contact repository@pobox.upenn.edu. NUCOR CORPORATION: A STUDY ON EVOLUTION TOWARD STRATEGIC FIT by Regina Gordin Submitted to the Program of Organizational Dynamics In the Graduate Division of the School of Arts and Sciences In Partial Fulfillment of the Requirements for the Degree of Master of Science in Organizational Dynamics at the University of Pennsylvania Philadelphia, Pennsylvania 2006 NUCOR CORPORATION: A STUDY ON EVOLUTION TOWARD STRATEGIC FIT Approved by: ________________________________________________ Program Director ________________________________________________ Advisor ABSTRACT For much of its century long history, Nucor Corporation and its predecessors displayed turbulent financial performance. Several attempts at a strategic realignment proved unsuccessful, and in 1965, the company faced insolvency. Since that time, however, the company has...
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...nes Student’s name College Nestle is one of the world’s largest food and beverage corporation in the food industry. It commands wide brand name recognitionand significant influence with customers, businesses, and also governments. Its products range from ice cream, water, coffee, and baby food to performance and also healthcare nutrition, pet care,confectionery, pharmaceuticals and others. Nestlé’s major brand names comprise of Toll House, Nestea, Lean cuisine, Perrier, Nescafe, and Perrier. Nestle’s share price has experienced an eighteen-fold increase over the last 20 years. From 1970 to 2000, Nestle shares outperformed the Morgan Stanley Capital Index of Swiss blue chip stock companies by over 250% and the Morgan Stanley World Blue Chip Stock Index in USD terms by 25%. For decades, Nestle has had consistent, stable and accelerated growth in overall turnover. In terms of current performance, the year 2001 was once again a record year for sales, net profits and dividends to shareholders, with CHF 84.7 billion in sales, CHF 6,681 million in net profit and 4.4% real internal growth. According to Stern Stewart’s Wealth Added Index (WAI), Nestle is among the top 15 companies worldwide in creating shareholder wealth in a ranking of the 5069 largest quoted companies. Stern Stewart calculates that between June 1996 and June 2001 Nestlé’s wealth added to shareholders amounted to USD 43.8 billion. The WAI rankings emphasize the notion that companies increase the money’s worth...
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...More Praise for Chaotics from Around the World “Turbulence is erratic—and it’s unpredictable. Nevertheless, we must handle it. In Chaotics, Kotler and Caslione don’t just remind us to pay attention to early signs; they give business leaders an outstanding map for how to successfully navigate a company through crises.” —Friedrich von Metzler, Member, Partners’ Committee, B. Metzler seel. Sohn & Co. Holding AG “Turbulence and unpredictability are the inevitable realities of the next few years. We are in truly uncharted waters, with no good maps. Chaotics will help your organization to navigate without one. This incredibly useful and helpful book provides clear and practical guidance to the many difficult decisions that managers and leaders need to make in turbulent times. It is like having the authors and their wisdom at your side while having to ride the white waters of the rapids ahead.” —Peter Schwartz, Monitor Global Business Network “[A]n operations manual to help management teams guide their companies through this global disaster. Chaotics is a must read for those seeking a lifeline to save their business.” —Ed Kaplan, Chairman Emeritus, Zebra Technologies “A very timely and practical book on how to manage and market the enterprise through prolonged turbulence. The Chaotics Management System provides an excellent blueprint for making each major business function more resilient.” —Jagdish N. Sheth, Ph.D., Charles H. Kellstadt Professor of Marketing, Goizueta Business School...
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...The Development of Organizational Theory Carla Coleman Strayer University ECO 550 Managerial Economics and Globalization Dr. Ian McDevitt December 21, 2013 The Development of Organizational Theory Introduction Organizational theory involves identifying the different approaches to understanding organizations, which cover a wide spectrum of views over many decades. The history of organizations really starts with armies (Orlikowski 2010). Armies were the first large-scale cooperative groups formed specifically for a purpose and they are characterized by a hierarchy of authority within which decisions are made at the top and passed down in the shape of orders which must be followed. A second early development was that of public administration whereby organizations came into being to implement the decisions of government: initially to collect taxes, but increasingly to order and regulate society through laws and the application of various rules (Tushman and Romanelli, 1985). Again, these organizations were characterized by hierarchy of authority and a requirement to comply with its exercise. These models for the large-scale organization of people for a purpose were, with a few exceptions, followed by business organizations as they developed in the Middle Ages and, through industrialization, came to dominate work in society. The study of organizations emerged from what some would call today sociology (Knorr, 1997)...
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...Copyright Copyright © 2012 Joan Magretta All rights reserved No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. ISBN: 978-1-4221-6059-6 By his example, Arthur Rosin, my uncle, taught me the pleasures of understanding and explaining. This book is dedicated to him, to Betty Rosin, and to my parents, Cyrille and Eugene Gorin. Contents Copyright Acknowledgments Introduction Part One: What Is Competition? 1. Competition: The Right Mind-Set 2. The Five Forces: Competing for Profits 3. Competitive Advantage: The Value Chain and Your P&L Part Two: What Is Strategy? 4. Creating Value: The Core 5. Trade-offs: The Linchpin 6. Fit: The Amplifier 7. Continuity: The Enabler Epilogue: A Short List of Implications FAQs: An Interview with Michael Porter A Porter Glossary: Key Concepts Chapter Notes and Sources About the Author Acknowledgments The Michael Porter I know is first and foremost a gifted teacher. If this book succeeds in helping readers understand Porter’s ideas in their full richness, it is thanks in large measure to his encouragement, his guidance, and his patience in explaining...
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...Organization Theory Schools of Thought Abstract Organizational theory involves identifying the different approaches to understanding organizations, which cover a wide spectrum of views over many decades. The history of organizations really starts with armies (Orlikowski, 2010). Armies were the first large-scale cooperative groups formed specifically for a purpose and they are characterized by a hierarchy of authority within which decisions are made at the top and passed down in the shape of orders which must be followed. A second early development was that of public administration whereby “organizations came into being to implement the decisions of government: initially to collect taxes, but increasingly to order and regulate society through laws and the application of various rules” (Tushman & Romanelli, 1985). Again, these organizations were characterized by hierarchy of authority and a requirement to comply with its exercise. These models for the large-scale organization of people for a purpose were, with a few exceptions, followed by business organizations as they developed in the Middle Ages and, through industrialization, came to dominate work in society. The study of organizations emerged from what some would call today sociology (Knorr, 1997). This owed its origins to philosophers turning their attention to the way in which whole societies function and, in due course, to the study also of the social constructions which are created in them. Knorr believed...
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...Innovative Practices in Customer Creation Submitted to : Prof. Mithileshwar Jha On 18th October 2013 In partial fulfillment of the requirements of GMITE-VII By |Name |Registration No. | |Gopakumar Nair |GMITE- 22 | |Jijo Mathew |GMITE | |P G Rajesh Nair |GMITE- 63 | |Name |Registration No. | |Gopakumar Nair |GMITE 22 | |Jijo Mathew |GMI | Name Registration no. Gopakumar Nair GMITE 22 Jijo Mathew Rajesh Nair [pic] Executive Summary From the conception level to the launch of a product/service and then to sustain and enhance market acceptability, each product /service follows certain marketing techniques. Marketing strategies decide the futuresucess of a product, be it services or a new product, it is the strategies adopted to identify the customers, positioning and pricing of the product which determines the life of the product in the market. In this paper we have researched on some of the Innovative strategies successfully employed by automobile companies for new customer creation This document is a study about...
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...1. Environmental Analysis Economic Forecast (Opportunity) Standard Chartered Asia economist Jeff Ng said that the 2015 Philippine economy will remain “anchored” amidst the “tempest” in the global financial system resulting from the frequent adjustments in US interest rate. Mr. Ng pointed out that provided vital infrastructure investments are laid in place, The Philippines may likely reach the higher end of the projection this year. “We expect the Philippines to still outperform the rest of its Asean neighbors. It’s a bright spot in Asia”. He added, “The Philippines is seen as a standout.” Relevance: Standard Chartered Bank has strong confident to stay their business in the Philippines due to good economic development and improving standards of living, poverty levels in emerging market economies (EMEs) are dropping. High opportunity to reach their target market because of high consumer market and investment potential in an economy. The bank expects the Bangko Sentral ng Pilipinas (BSP) to increase interest rates by 50 basis points by the fourth quarter of this year, as major economies continue to adjust their monetary policies as concern over the world economic growth linger. Philippines GDP Growth Rate rise up to 6% in 2015 The Philippines GDP advanced 1.1 percent in the third quarter of 2015, down from an upwardly revised 2.0 percent expansion reported in April to June and below market expectations. While the agriculture sector further contracted, growth in...
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...Economic Policy Paper on Political Stability and Economic Development: The Case of Bangladesh 1. Introduction Among the non-economic variables considered as sine qua non for development, political stability comes first. One may argue that other non-economic factors like rule of law, law and order situation are subsumed under political stability. On the other hand, major determinants of development like savings and investment, relative price stability, human resources, level of technology, factor productivity can play an effective role when political atmosphere is congenial. For example, it is argued that political stability and convenient law and order ensure the confidence of the people in the economy and its further development, which encourages the people to save. It also promotes confidence of the investors in the economy and convinces them to invest and reinvest. Of course, price stability, higher education and technical qualifications of the population, increasing factor productivity, technological modernity, export promotion etc. may not be directly related to political stability. But political stability in the long run ultimately ensures a relative price stability, improves educational and qualification status of the people, increases factor productivity, enables technology transfer, promotes exports. Those are the factors essential for economic growth. Moreover, long term political stability provides a congenial atmosphere for evolution of democracy. Democratic political...
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...THE PDMA HANDBOOK OF NEW PRODUCT DEVELOPMENT T HIRD E DITION Kenneth B. Kahn, Editor Associate Editors: Sally Evans Kay Rebecca J. Slotegraaf Steve Uban JOHN WILEY & SONS, INC. Cover image: © Les Cunliffe/iStockphoto Cover design: Elizabeth Brooks This book is printed on acid-free paper. Copyright © 2013 by John Wiley & Sons, Inc. All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada 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, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 7486008, or online at www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of...
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...Chapter 7 Cultural Diversity in Cross-Border Alliances Susan E . Jackson Randall S . Schuler Introduction Increasingly, firms are using cross-border alliances to strengthen and maintain their position in the market place . Although often seen as a relatively fast and efficient way to expand into new markets and incorporate new technologies, the success of cross-border alliances is by no means assured . To the contrary, such alliances often fall short of their stated goals and objectives . While some failures can be explained by financial and market factors, the failure of others can be traced to neglected human resource issues and activities associated with managing the cultural diversity present in these organizations . This chapter describes the special challenges that cultural diversity creates for effectively managing human resources within cross-border alliances . Drawing upon the extensive literature regarding the management of domestic alliances and domestic diversity, we offer suggestions for how human resource management practices might be used to improve the success of cross-border alliances . Regardless of industry, it appears that it has become all but impossible in our global environment for firms to successfully compete without growing and expanding through deals that result in cross-border alliances (CBAs) (Lucenko, 2000) . In some industries, e .g., insurance, cross-border alliances provide a means for moving into new markets . In other...
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