It is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change. (Charles Darwin) Introduction In this chapter, we turn our focus to how organizations sustain advantage. We do this through exploring strategic change, while, to complement this in Chapter 12, we examine strategic innovation and corporate entrepreneurship. Strategic change is about ensuring that the organization is consistently relevant in its market arenas and, as the opening
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3 A. 1. FOREIGN DIRECT INVESTMENT TRENDS AND DEVELOPMENTS RECENT TRENDS IN FOREIGN DIRECT INVESTMENT INFLOWS AND OUTFLOWS Global trends 15 Following what seemed to be a swift recovery from the global financial crisis in 2010-2011, global foreign direct investment (FDI) inflows have again taken a downward turn. As the world economic recovery continues to be uncertain and fragile, global FDI inflows have declined by 18%, from $1.65 trillion in 2011 to $1.35 trillion in 2012. Inflows decreased
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. . . . . . . . . . . . 4 step 1: Material Acquisition: Dumpster Dive in the Day With Your Camera . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 step 2: Material Acquisition: Tools and Why You (Might) Need Them . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 step 3: Material Acquisition: Buying Recycled
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Journal of Service Management Emerald Article: Exploring internal mechanisms forming customer servicescape experiences Jörg Pareigis, Per Echeverri, Bo Edvardsson Article information: To cite this document: Jörg Pareigis, Per Echeverri, Bo Edvardsson, (2012),"Exploring internal mechanisms forming customer servicescape experiences", Journal of Service Management, Vol. 23 Iss: 5 pp. 677 - 695 Permanent link to this document: http://dx.doi.org/10.1108/09564231211269838 Downloaded on: 29-11-2012
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Swiss Economic Institute, Weinbergstrasse 35, CH-8092 Zürich, Switzerland, CESifo, Germany. E-mail: gassebner@kof.ethz.ch c b RWI Essen – Institute for Economic Research, Hohenzollernstraße 1-3, 45128 Essen, Germany. E-mail: siemers@rwi-essen.de 2 1. Introduction At the beginning of the 21st century, governments’ disrespect for human rights is still evident in all regions of the world. Human rights violations continue to be the norm rather than the exception. According to Amnesty International
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1411–1431 & 2009 Academy of International Business All rights reserved 0047-2506 www.jibs.net The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership Jan Johanson1 and Jan-Erik Vahlne2 1 2 Uppsala University, Uppsala, Sweden; Gothenburg University, Gothenburg, Sweden Correspondence: J Johanson, Uppsala University, PO Box 513, SE-751 20, Uppsala, Sweden. Tel: þ 46 859255215; E-mail: jan.johanson@fek.uu.se Abstract The Uppsala internationalization
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Contents Summary 2 Section 1 - Sector/Sub-Sector Profile 3 Sector: Home-Entertainment 3 Sub-Sector: Portable Audio Equipment 6 Sub-Sector: Headphones 7 Marketing Activities of Competition 10 Section 2 - Innovation and Entrepreneurship theory 13 Innovation 13 Entrepreneurship 16 Section 3 - Innovation and Change 22 Section 4 - Entrepreneurship and Opportunity 28 Conclusion 30 Appendix 1 - Dimensions of Innovation 33 Appendix 2 - Audio Advertising
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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
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Chapter 1 The Evolution of the Modern Firm Chapter Contents 1) Introduction 2) The World in 1840 • Doing Business in 1840 • Conditions of Business in 1840: Life Without a Modern Infrastructure Example 1.1: The Emergence of Chicago 3) The World in 1910 • Doing Business in 1910 Example 1.2: Responding to the Business Environment: The Case of American Whaling • Business Conditions in 1910: A "Modern" Infrastructure Example 1.3: Evolution of the
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Session 2: Organizations over time Explaining Development and Change in Organizations * Van de Ven &Poole (1995) * Change: empirical observation of difference in form, quality, or state over time in an organisational entity (may be an individual’s job, a work group, an organisational strategy, a program, a product, or the overall organisation). * Development: change process * Process theory: how and why an organisational entity changes and develops * 4 basic theories explaining
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