Turbulent Environment: the dynamic capabilities lifecycle Article 3 A New Role Emerges in Downsizing: special envoys Article 4 Only a Click Away? – What makes virtual meetings, emails and outsourcing successful Article 5 Closing the Needs-to-Offer Gap: customer relationship management in retail SMEs Acknowledgements 3 4 6 7 13 20 25 31 38 Copyright Chartered Management Institute © First published 2013 Chartered Management Institute 2 Savoy Court, Strand, London WC2R 0EZ All rights
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Organizational Dynamics, Vol. 28, No. 4, pp. 52-66, 2000 © 2000 Elsevier Science, Inc. ISSN 0090-2616/00/$--see frontmatter PII 50090-2616(00)00005-X When Ethics Collide: Managing Conflicts Across Cultures PAUL F. BUllER JOHN J. KOHLS KENNETH S. ANDERSON Nike-one of the fastest-growing companies in the world-has been stymied recently due in part to consumer reaction to conflicts involving management practices in its suppliers' factories in the Far East. Among the accusations-poor working conditions
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physical structure; rather they are people who work together to achieve a set of goals. People who work in organisations have structured patterns of interactions, meaning that they expect each other to complete certain tasks in an organisation. But why do they exist? It is for a simple but healthy reason that they play five different important roles. (shown through a chart below under the sub heading objectives of organisation. Thus, an organization is a social arrangement which pursues collective
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Siemens Wind Power 11 1.2 Primary Activities: 13 1.2.1 Inbound Logistics: 13 1.2.2 Operations: 13 1.2.3 Outbound Logistics 13 1.2.4 Marketing and Sales: 14 1.2.5 Service 15 1.3 Support Activities 15 1.3.1 Procurement 15 1.3.2 Technology Development 16 1.3.3 Human Resource Management 16 1.3.4 Firm Infrastructure 16 1.4 Choosing the right supply chain strategy 17 1.5 Supply Chain Strategies 17 1.5.1 Innovative Products with Evolving Supply Processes 18 1.6 The Right Supply Chain Strategy
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Helsinki University of Technology Department of Industrial Engineering and Management Doctoral Dissertation Series 2010/8 Espoo 2010 LEADERSHIP IN A SMALL ENTERPRISE Helena Palmgren Dissertation for the degree of Doctor of Science in Technology to be presented with due permission of the Faculty of Information and Natural Sciences, Helsinki University of Technology, for public examination and debate on May 7, 2010 at 12 o'clock in Auditorium AS1 at the Aalto University School of Science
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COST AND VALUE MANAGEMENT IN PROJECTS Ray R. Venkataraman and Jeffrey K. Pinto John Wiley & Sons, Inc. This book is printed on acid-free paper. Copyright 2008 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
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distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations appear as requested by the owner of the trademark. All other product names and services identified throughout this book are used in editorial fashion only and for the benefit of such companies with no intention of infringement of the trademark. No such use, or the use of any trade name, is intended to convey endorsement or other affiliation with
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Revenues in California CASE STUDY II-5 The Cliptomania™ Web Store: An E-Tailing Start-up Survival Story CASE STUDY II-6 Rock Island Chocolate Company, Inc.: Building a Social Networking Strategy CASE STUDY III-1 Managing a Systems Development Project at Consumer and Industrial Products, Inc. CASE STUDY III-2 A Make-or-Buy Decision at Baxter Manufacturing Company CASE STUDY III-3 ERP Purchase Decision at Benton Manufacturing Company, Inc. CASE STUDY III-4 The Kuali
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which identifies the intended course, relevant theoretical concepts or models that can be applied, and the research methodology for the case. The instructor’s manual should also contain discussion questions and suggested responses, and a teaching plan if not inherent in the Q&A. The CASE Journal also invites submissions of articles relating to case teaching, writing, reviewing, and
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of every stakeholder is satisfied; consequently the performance of every organisation is graded on various performance parameters to determine how well the company is doing when compared with its set goals and the performance of other companies. The following are areas of expectation of good performance. o The organisation’s vision objective and associated plan – how much of this is seen in reality of the organ’s operation / result. o The organisation’s structure, values and culture –
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