| |2a. Module Scheme: |2b. Name of Programme(s): | |Undergraduate |BSc(Hons) in Business and Management | |3a. Module Leader: |3b. Location: | |Ioannis Doukas (Ph.D Candidate)
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Journal of Business and Management International Market Expansion Strategies for High-Tech Firms: Partnership Selection Criteria for Forming Strategic Alliances Øystein Moen (Corresponding author) Norwegian University of Science and Technology (NTNU) Department of Industrial Economics and Technology Management N-7491 Trondheim, Norway Tel: 47-7359-3505 E-mail: Oeystein.Moen@iot.ntnu.no Ottar Bakås SINTEF Technlogy and Society, Department of Industrial Management N-7465 Trondheim, Norway
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Evaluation of Edith’s Contextual Performance. Definition of Declarative Knowledge and Evaluation of Edith’s Declarative Knowledge. 3.2. Definition of Procedural Knowledge and Evaluation of Edith’s Procedural Knowledge. 4. The Traits Approach. Page 9 4.1. 4.2. The Behavioural Approach. The Results Approach. 3. Job Knowledge. Page 7 3.1. 5. Definition of Motivation and Evaluation of Edith’s Motivation. Page 11 6. People Management and Planning and Allocating Work Activities. Page 12 7. Conclusion
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Your Postgraduate Programme Learning Goals At the end of your programme of study you will have achieved the following goals: * Goal One: Be independent, reflective critical thinkers * Goal Two: Be culturally and ethically aware * Goal Three: Have developed leadership and management capability * Goal Four: Have developed and applied knowledge of international business and management theory * Goal Five: Have developed a range of research skills and project capabilities
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INDIAN SCHOOL OF MANAGEMENT AND STUDIES Part I Guidance on Use of Case Method CASE METHOD INTRODUCTION Traditionally, the lecture method has been used as the basic pedagogy for teaching throughout the world. This method is based on the assumption that the teacher IS a fountain of knowledge and h is capable of disseminating this knowledge by telling students the historical facts regarding the discipline being taught. The concepts and principles which have been developed by scholars
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Article Title: “Knowledge management practices in healthcare services” Myllarniemi, J., Laihonen, H., Karppinen, H., & Seppanen, K. (November 01, 2012). Knowledge management practices in healthcare services. Measuring Business Excellence, 16, 4, 54-65. Summarization: The purpose of the study is to develop understanding about the role of information and knowledge in healthcare processes and thereby create a basis for practices that would better support the actual service provision. This paper
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BUSI 1475 Class: Intake 7; Student ID: 00013526 Student Name: Le Thi Minh Hien Lecturer: Bryan Tran Course: Contemporary Issues in Management Introduction In the orgnization’s today, managing employee is very important . If a organization want to developp, they need a good manager. Based on Shivarudrappa (2010), Human resource management are playing the role that the manager employ, educate, pick out and develop contributory for an organization. He also told us that HRM is making and implementation
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Comments on the Case Study The incidents described in the Woody 2010 case study are typical of the types of things that happen in real-life projects. They are a reflection of peoples' attitudes and the way they do things. Perhaps they do not all happen on the same project. Yet the reality is that if project sponsors do not start out with an understanding of project management and its processes, the probability of these kinds of happenings are quite high! One of the best ways of learning is from
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A Project Management approach to Service Delivery within the Financial Services Sector; A case study of CAL BANK 1.1 Background The competitiveness of service business is contingent, at least in part, on the design and configuration of quality service delivery and the value proposition inherent in such services (Frei and Harker, 1999; Johnston and Clark, 2005; Verma et al., 2002). Therefore,congruence high level of alignment between a service experience and value for money is crucial for success
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than trying to understand if this foresight activity has added any value to the growth or success of the corporate. Consequently, in this study the author sheds light on the value creation from corporate-foresight activities and methods and practices used in different companies for corporate foresight. The paper focuses on the data from 20 case studies to assess if potential value contribution is done through the corporate foresight activities. Corporate
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