Strategy as Stretch and Leverage 06/05/2016 14:29 INNOVATION Strategy as Stretch and Leverage by Gary Hamel and C.K. Prahalad FROM THE MARCH–APRIL 1993 ISSUE G eneral Motors versus Toyota. CBS versus CNN. Pan Am versus British Airways. RCA versus Sony. Suppose you had been asked, 10 or 20 years ago, to choose the victor in each of these battles. Where would you have placed your bets? With hindsight, the choice is easy. But at the time, GM, CBS, Pan Am, and RCA all had stronger
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2012-191880750-1A Assessor: Assistant Prof. Dr. E. Constantinides and Dr. Huub J.M. Ruel Hand in date: 15-09-2012 E-commerce and Web 2.0: An intensive literature review on their impacts on international business and marketing Table of content Managerial summary ............................................................................................ 2 1. Background and research objectives .............................................................. 3 2. Research problem and research questions
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The research register for this journal is available at http://www.mcbup.com/research_registers The current issue and full text archive of this journal is available at http://www.emerald-library.com/ft Journal of Managerial Psychology 16,7 534 Received September 2000 Revised May 2001 Accepted May 2001 Resistance to organisational change: the role of defence mechanisms Wayne H. Bovey Bovey Management (Certified Consultants), Queensland, Australia Andrew Hede University of the Sunshine
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electives offered for their class in Period 1 so that they can take this information into account when planning for their campus exchange. accounting and control applied corporate reporting To be successful in any career involving financial analysis, you need a deep and broad knowledge of financial reporting standards and their application in practice. Building on the concepts covered in core courses, this elective gives students an understanding of the rationale and principles behind financial
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Relationship……………………………………………………. Role of Managers………………………………………………………………. 9 9 10 Dynamic Line Managers………………………………………………………. 11 Workplace Harmonies and Cooperative…………………………………………….. 12 Worker Participation and Employee Involvement…………………………. 12 Communication………………………………………………………………… 13 Training…………………………………………………………………………. 14 Employee’s Satisfaction……………………………………………………….. 14 Conclusion………………………………………………………………………………. 17 Reference……………………………………………………………………………….. 19 Appendix………………………………………………………………………………
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Accounting, Organizations and Society 28 (2003) 127–168 www.elsevier.com/locate/aos Management control systems design within its organizational context: findings from contingency-based research and directions for the future Robert H. Chenhall Department of Accounting and Finance, Monash University, Clayton, Victoria 3168, Australia Abstract Contingency-based research has a long tradition in the study of management control systems (MCS). Researchers have attempted to explain the effectiveness
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1.1Citation 5 1.2 Introduction 5 1.3Aims and Research methodology 5 1.4 Scope – Analysis, Findings and Results 6 1.5 Usefulness 6 1.6 Limitation 7 1.7 Challenges and Critiques 7 1.8 Conclusion 8 1.9 Reflection 8 2.0 Home government policies for outward FDI from emerging economies: lessons from Asia 9 2.1 Citation 9 2.2 Introduction 9 2.3 Aims and Research Methods 9 2.4 Scope – Analysis, Findings and Results 10 2.5 Usefulness 10 2.6 Limitation 11 2.7 Critiques and Challenges
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Introduction2.2 Defining culture2.3 Defining management and cross cultural management 2.4 Offshoring2.5 Key problems in cross cultural teams2.6 Conclusions | pp.8-11 | Chapter III – Analyzing and Explaining Cultural Dimensions3.1 Introduction3.2 Analysis of cultural dimensions and Country Comparisons 3.2.1 Power Distance 3.2.2 Uncertainty Avoidance 3.2.3 Long term orientation 3.2.4 Indulgence 3.2.5 Individualism 3.2.6 Masculinity 3.3 Limitations of Hofstede’s Dimensions
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reflective analysis of your weaknesses, strengths, and overall abilities to lead the team of subordinates’ demands that you rise to the occasion of putting your best Charismatic Leadership qualities to work. This overview addresses the bulk of these challenges from research, to theory, to practice in a manner that makes suggestions for assessments, and recommendations to aid in achievement towards excellence in development of your best personal Charismatic Leadership style by way of analysis and learning
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TITLE FACTORS CONTRIBUTING TO RESISTANCE TO CHANGE AMONG EMPLOYEES IN PERSPECTIVE OF ADMINISTRATION AND WORK AREAS IN HUMAN RESOURCE DEPARTMENT ACKNOWLEDGEMENT First of all, I would like to express my utmost gratitude to En. Osman Hassan, the Human Resource General Manager of Sabah Electricity Sdn Bhd, who has individually given his guidance throughout the practical training period. I would also like to express my appreciation to all lecturers and especially to my advisor, Miss Jacqueline
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