2009 Peng, Sun, Pinkham, and Chen A R T I 63 C L E The Institution-Based View as a Third Leg for a Strategy Tripod by Mike W. Peng, Sunny Li Sun, Brian Pinkham, and Hao Chen Executive Overview This article identifies the emergence of the institution-based view as a third leading perspective in strategic management (the first two being the industry-based and resource-based views). We (a) review the roots of the institution-based view, (b) articulate its two core
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Title: Comparing Two Similar Businesses Name: Latosha Faust Course: BUS 302 Management Concepts Date: 7/25/12 Instructor: J. Angles Describe the history and core business of each company. Jeff Bezos, vice-president of the Wall Street firm D.E. Shaw, left his job in 1994, moved to Seattle, and began to work on a business plan that would become Amazon.com. After reading a report that projected annual web growth at 2,300 percent, Bezos drew up a list of 20 products that could be sold on
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COMMUNICATIONS STRATEGY FOR MUTIONJURI MIXED DAY SECONDARY SCHOOL This communications strategy is designed to the school communicate effectively and meet core organisational objectives. The school aims at increasing target audience’s awareness that the school is partnering with all stakeholders to increase school community understanding of the partnership’s goals or services that the school provides. This will help build the partnership’s reputation or share achievements. This will help the parents
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them overcome present difficulties and to improve their future performance. Employees will be less anxious about criticism, and more likely to find it useful, when the belief is that the appraiser's intentions are helpful and constructive. In contrast, other studies have reported that "destructive criticism" - which is vague, ill- informed, unfair or harshly presented - will lead to problems such as anger, resentment, tension and workplace conflict, as well as increased resistance to improvement
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Quotas: From Discrimination to Democratic Legitimacy EARLY DRAFT – NOT FOR CITATION It is an established rule of U.S. constitutional law that the state cannot impose or pursue race or gender quotas.[1] In the private sector, an employer’s pursuit of numerically fixed race or gender balance is suspect under Title VII.[2] Under both bodies of antidiscrimination law, quotas are regarded as discrimination. If a civil rights initiative can be portrayed as encouraging employers to adopt quotas
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The Theoretical Value of Studying Indian Multinationals Ravi Ramamurti The rise of new multinationals in countries like India provides an opportunity to revisit and carefully construct theories of how firms internationalize—a topic on which extant theory is weak. Indian firms are “infant MNEs,” unlike Western firms that are “mature MNEs.” Indian firms are also internationalizing in a very different global context, and can do so on the basis of different competitive advantages, than MNEs that
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Scores from the 2009 PISA (Program for International Student Assessment) show 15-year-old students in the U.S. performing about average in reading and science, and below average, in math (PISA 2009). The PISA exam is one of a handful of tests that compare educational levels across nations, and is considered to be the most comprehensive educational assessment according to the OECD (The Organization for Economic and Co-operational Development).
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EMPLOYABILITY SKILLS AND STUDENTS’ SELF-PERCEIVED COMPETENCE FOR CAREERS IN THE HOSPITALITY INDUSTRY ________________________________________________________________________ A Dissertation Presented to the faculty of the Graduate School University of Missouri-Columbia Columbia, Missouri ________________________________________________________________________ In partial Fulfillment Of the requirement for the Degree Doctor of Philosophy ________________________________________________________________________
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Journal of Economic Geography 7 (2007) pp. 451–469 Advance Access Published on 14 May 2007 doi:10.1093/jeg/lbm010 Barriers to ‘US style’ lean retailing: the case of Wal-Mart’s failure in Germany Susan Christophersonà Abstract Wal-Mart’s exit from the German market in 2006 after 10 years of attempting to achieve sustainable competitive advantage contributes an interesting case to the small but expanding literature on ‘failure’ in international investment. The work on the disinvest decision
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