of airline firms was unavoidable. The alliances help generating traffic between an airline and other parties that are partner. The European alliances were threatened by US alliances; in such scenarios United Airlines and British Airlines came in contract to avoid threats from US airlines. The benefits of strategies alliances are to gain foothold in any country like many airlines did in Europe, while at the same time is to establish global presence. Strategic alliance and mergers of firms acts as marketing
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challenges of dynamic business environment. In 21st century, the environment has become more dynamic and unpredictable. The changing business environment requires strategic thinking in companies to develop good corporate strategies. Only when developing effective strategies, corporate can remain the competitive position. By creating strategy, organization can remain the competitive advantage which other companies are unable to implement. Corporate strategy is not only for large firms but also for
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University of Minnesota RAM RANGANATHAN University of Pennsylvania We study how analysts’ recommendations affect firms’ strategies during radical technological shifts. We find, from our study of firms in three industries undergoing technological change, that analysts’ recommendations trigger changes in strategic investments during periods of uncertain technological change. We also find that firms that make high investments despite negative analysts’ recommendations announce a higher value of share repurchases
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Highlight any unique resources and capabilities associated with the brand/company. This requires an internal analysis of the organisation. Please read the papers by Fahy, Wernfelt, Hamel and Prahalad etc. before you undertake this part of the exercise. The main requirement is to identify the tangible and intangible resources and the capabilities of your chosen brand and further filter these resources and capabilities to identify the unique (key) resources and core capabilities. The question is a means to
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A HANDBOOK FOR VALUE CHAIN RESEARCH Prepared for the IDRC by Raphael Kaplinsky and Mike Morris* We are grateful to colleagues in both our individual institutions and in the Spreading the Gains from Globalisation Network (particularly those participating in the Bellagio Workshop in September 2000) for discussions around many of the issues covered in this Handbook and also to Stephanie Barrientos, Jayne Smith and Justin Barnes. An Important Health Warning or A Guide for Using this Handbook
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Cornell University ILR School DigitalCommons@ILR CAHRS Working Paper Series Center for Advanced Human Resource Studies (CAHRS) 5-1-2003 Extending the Human Resource Architecture: Relational Archetypes and Value Creation Sung-Choon Kang Cornell University Shad S. Morris Cornell University Scott A. Snell Cornell University, ss356@cornell.edu Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/cahrswp Part of the Human Resources Management Commons This
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This article was downloaded by: [Academy of Management] On: 11 February 2014, At: 16:20 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK The Academy of Management Annals Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/rama20 An Aspirational Framework for Strategic Human Resource Management Susan E. Jackson
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2004 Revised February 2006 Accepted February 2006 Peter R. Dickson Florida International University, Miami, Florida, USA Abstract Purpose – To examine issues of standardization and adaptation in global marketing strategy and to explain the dynamics of standardization. Design/methodology/approach – This is a conceptual research paper that has been developed based on gaps in prior frameworks of standardization/adaptation. A three-factor model of standardization/adaptation of global marketing
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International Bulletin of Business Administration ISSN: 1451-243X Issue 11 (2011) © EuroJournals, Inc. 2011 http://www.eurojournals.com Role of Knowledge Management to Bring Innovation: An Integrated Approach Kashif Akram Lecturer, Department of Commerce The Islamia University of Bahawalpur (Pakistan) E-mail: kashifdms@yahoo.com Tel: +92 63 9240298 or +92 334 7266860 Suleman Hafeez Siddiqui Lecturer, Department of Management Sciences The Islamia University of Bahawalpur (Pakistan) E-mail: sulman
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Biases | Systematic errors in human decision making that arise from the way people process information. | Competitive Advantage | The advantage over rivals achieved when a company’s profitability is greater than the average profitability of all firms in its industry. | Devil’s Advocacy | A technique in which one member of a decision-making group acts as a devil’s advocate, bringing out all the considerations that might make the proposal unacceptable. | Dialectic Inquiry | The generation
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