Published by: Asian Economic and Social Society ISSN (P): 2309-8295, ISSN (E): 2225-4226 Volume 5(4)2015, www.aessweb.com Journal of Asian Business Strategy journal homepage: http://aessweb.com/journal-detail.php?id=5006 LEARNING ORGANIZATION AND COMPETITIVE ADVANTAGE-AN INTEGRATED APPROACH Muhammad Farrukh Institute of Graduate Research, SEGI University Malaysia, Malaysia Abdul Waheed School of Business and Economics, University of Management and Technology, Lahore, Pakistan Abstract
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106 Int. J Busi. Inf. Tech. Vol-4 No. 1, March 2014 Review and Explain the Impact of Promotion Elements on Brand Equity (Case study: Samsung Brand) #1 1 Hamidreza Salmani Mojaveri, #2Amin Allahbakhsh, #3Mostafa Salmani Mojaveri Ph.D. candidate, Department of Management and Economic, Science and Research Branch, Islamic Azad University, Tehran ,Iran mazisalmani@yahoo.com 2 Master of Executive Management, Payam e Noor University, Babol, Iran 3 Department of Industrial Engineering student
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dramatic effect on a firm's strategy. Typically, a firm has little ability to predict trends and events in the general environment, and even less ability to control them. We divide the general environment into six segments: demographic, socio-cultural, political/legal, technological, economic, and global. A. THE DEMOGRAPHIC SEGMENT Demographics are the most easily understood and quantifiable elements of the general environment. Demographics include elements such as the aging population
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HEWLETT-PACKARD GRIFFIN CONSULTING GROUP Jason Blauvelt Paul Ciasullo Owen Hawkins Sunday, April 15, 2012 CONTENTS Executive Summary ..................................................................................................................... 4 History ........................................................................................................................................... 5 Bill Hewlett and Dave Packard .......................................................
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International American University Department of Business The University Catalog and Student Handbook supplement this syllabus and are available through IAU Online as a digital soft copy. Please make sure that you review the University Catalog and Student Handbook so that you can be successful in this course. 4201 Wilshire Blvd., Suite #610 ♦ Los Angeles, CA 90010, CA, U.S.A. ♦ T: (323) 938-4428 ♦ F: (323) 938-4-4429 ♦ E: www.iau.la MKT 500C Marketing Management Syllabus Instructor Name:
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2 APPROACHES TO ORGANISATION AND MANAGEMENT Organisational behaviour is a discursive subject and much has been written about it. The study of organisations and management has therefore to proceed on a broad front. It is the comparative study of the different approaches that will yield benefits to the manager. The study of organisations, their structure and management is important for the manager. Identification of major trends in management and organisational behaviour, and the work of leading
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principle that continues to guide Intel which states that “the number of transistors on a chip roughly doubles every two years.” In keeping with Moore’s Law, Intel’s key to success in the semiconductor industry has been constant innovation. Such a strategy has allowed Intel to remain a leader among competitors such as Texas Instruments, Advanced Micro Devices, International Business Machines, and Freescale Semiconductor, among others. The semiconductor industry is extremely competitive, but Intel
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Supply chain management Operations strategy a b s t r a c t Over the past three decades scholars have developed comprehensive insights into the operational and strategic aspect of designing and managing the supply chain. Reviewing this ample body of knowledge however one cannot help but notice a persistent disunion between the “value chain” view that considers aspects of value creation and appropriation, and the operational “supply chain” view that considers strategies and tools for designing and operating
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in the global thin-film-transistor (TFT) liquid-crystal-display (LCD) industry based on an anonymous online survey of employees in the industry value chain and outside exp erts (universities, consultants, etc.). The study confirms that technology strategy formulation and a strategic center position are key industry concerns. It also affirms the utility of the industry value chain framework to manage technological innovations transcending that of a single company, and that strategic innov ation m anag
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Systems for Competitive Advantage CHAPTER Strategic Information Systems for Competitive Advantage Rosenbluth International: Competing in the Digital Economy 3.1 Strategic Advantage and Information Technology 3.2 Porter’s Competitive Forces Model and Strategies 3.3 Porter’s Value Chain Model 3.4 Interorganizational Strategic Information Systems 3.5 A Framework for Global Competition 3.6 Strategic Information Systems: Examples and Analysis 3.7 Implementing and Sustaining SIS Minicases: (1) Cisco Systems/
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