international expansion. Within this analysis, the strategic decision to enter specific markets, and the methods they used to so will be outlined. Secondly, LEGOs recovery from their financial crisis in 2003, is an excellent example of how new capabilities can be made, and existing ones rebuilt to deploy resources using organisational processes to produce a desired effect. Institutional theory Institutional theory describes companies that operate in foreign markets conform to the institutional
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system. A business system design (BSD) comprises a dynamic architecture which is isomorphic across firms in space and time. A dense dynamic nexus of social capital, human capital and knowledge management - the knowledge management nexus (KMN) - forms the core of BSD. KMN continually rationalises and revitalises the BSD. An inclusive concept of knowledge spectrum as the quintessential resource for value creation is elaborated briefly in terms of its dynamic configuration. A firm's intellectual capital (IC)
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Competitive advantage Derived from the successful formulation and execution of strategies which differ and create more value than competitor strategies Strategic management process The full set of commitments, decisions, and actions required for a firm to create value and earn returns that are higher than those of competitors 2. The Competitive Landscape, The US Airline Industry - An Illustration * De-regulation 1978 * Low-cost, limited route carriers * Terrorist attacks * Volatile
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MANAGING CULTURAL INTEGRATION IN CROSS-BORDER MERGERS AND ACQUISITIONS Daniel R. Denison, Bryan Adkins and Ashley M. Guidroz ABSTRACT Cross-border M&A has become one of the leading approaches for firms to gain access to global markets. Yet there has been little progress in the research literature exploring the role that culture may play in the success of these ventures. Poor culture-fit has often been cited as one reason why M&A has not produced the outcomes organizations hoped for (Cartwright & Schoenberg
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MANAGING CULTURAL INTEGRATION IN CROSS-BORDER MERGERS AND ACQUISITIONS Daniel R. Denison, Bryan Adkins and Ashley M. Guidroz ABSTRACT Cross-border M&A has become one of the leading approaches for firms to gain access to global markets. Yet there has been little progress in the research literature exploring the role that culture may play in the success of these ventures. Poor culture-fit has often been cited as one reason why M&A has not produced the outcomes organizations hoped for (Cartwright &
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com/definition/business-environment.html) Definition, characteristics and implications of these different environments are discussed below: Placid environment: Placid environment refers to a simple and easy atmosphere under which a company or firm runs its operation. It is a static and stable environment where firms are running their activities and taking strategies based on historical data and feel content that in future continuation of past will occur. Customer demand and sales forecasting are estimated from past records. Organizational
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view and supply chain capabilities 16 Supply Chain Capabilities 17 Hypotheses Development: IT Advancement 18 Impact of supply chain capabilities on firm performance 19 Conclusion and Recommendation 21 References 22 Letter of Transmittal May 26, 2014 Dr. Md. Akram Hossain Assistant Professor Department of management Information Systems (MIS) University of Dhaka Subject: The Impact of Information Technology on Supply Chain Capabilities and Firm Performance: A Resource-based
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CSAC05 1/13/07 9:21 Page 123 5 Analyzing Resources and Capabilities Analysts have tended to define assets too narrowly, identifying only those that can be measured, such as plant and equipment. Yet the intangible assets, such as a particular technology, accumulated consumer information, brand name, reputation, and corporate culture, are invaluable to the firm’s competitive power. In fact, these invisible assets are often the only real source of competitive edge that can be sustained over time
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From Followers to Market Leaders: Asian Electronics Firms in the Global Economy Henry Wai-chung Yeung Department of Geography, National University of Singapore, 1 Arts Link, Singapore 117570 (Tel: 65-6516 6810; Fax: 65-6777 3091; Email: HenryYeung@nus.edu.sg; Homepage: http://courses.nus.edu.sg/course/geoywc/henry.htm) Forthcoming in Asia Pacific Viewpoint, Vol.48(1), pp.1-30, 2007. Acknowledgement An earlier version of this paper was presented as the Asia Pacific Viewpoint Lecture at the International
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Matching organisation strategy to competitive conditions Involves 3 aspects- 1. Pursuing avenues that shield the firm from as many of the different competitive pressures as possible. 2. Initiating actions calculated to shift the competitive forces in the firm’s favour by altering the underlying factor driving the 5 forces. 3. Spotting attractive arenas for expansion where competitive pressure is weaker. Driving Forces Analysis is a way of understanding and accounting for change at
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