competitors and gain competitive advantage has been one of the key arguments made by Sillince. The discussion from this paper includes in its first part the VRIO framework used to analyse the internal aspects of Tesla Motors, in comparison with Sillince`s (2006) arguments which stress the importance of the rhetoric in the process of evaluating the knowledge (resources) of Tesla. Furthermore, the second part of this essay
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Nevertheless, after the tough transition period, they started making profit. Under the financial crisis, Elon Musk assumed leadership of the company as CEO, position he still holds today. In 2008, Tesla’s first electric vehicle had published. The first model of Tesla was based on ‘Lotus Elise’, but the powertrain component was using the Tesla’s electric technique. Even with a small among number 2,500, good news was all sold. After that, Tesla’s reputation had increased, the company began to develop other
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evolution of the organizational goals and objectives. 1. Considering the 3 updated news, the following can be definitely mentioned. Tesla model Y is going to be an absolutely new lower cost electric SUV. This one is said to have falcon doors as one of the future products. At the same time Elon Musk has also mentioned that “there will be a model 3 and a model Y, one of the two will”. This version is going to have 70 kilowatt power pack (John Voelcker, 2014). Tesla Roadster 3.0 is going to have a
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External Analysis PESTEL Analysis In order to distinguish and break down the fundamental elements of the company’s external environment it is suggested to use PESTEL analysis (Academy, 2015). Figure below illustrates all crucial external factors, which need to be considered while doing external analysis. PESTEL stands for: Taken from: http://www.professionalacademy.com/blogs-and-advice/marketing-theories---pestel-analysis In the following paragraphs, each factor is going to be analyzed separately
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Abstract This research paper deals with Fiedler’s model of contingency in leadership, specifically looking at his model and some criticism of the model. While there are indeed criticism for the model and its application, Fiedler undoubtable has a spot in the history of business for his revolutionary concepts in management styles. This research paper examines countless reviews, positive and negative, and asserts that Fiedler has without a doubt earned a special place for his work. This
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Rhode Island College Digital Commons @ RIC Honors Projects Overview Rhode Island College Honors Projects 4-1-2010 Can Leadership Be Developed by Applying Leadership Theories? : An Examination of Three Theory-based Approaches to Leadership Development Joshua C. Laguerre Rhode Island College, JOSHUA.LAGUERRE@gmail.com Follow this and additional works at: http://digitalcommons.ric.edu/honors_projects Part of the Business Administration, Management, and Operations Commons, Human Resources
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Brandon Campus Review Questions 1. What is the difference between a theory and a model? A theory begins with an idea or a set of ideas that sets out to prove or explain certain facts or events through evidence or experiments, however usually the evidence or experiment is weak and may not be able to be proven or verified to be true in all cases. Therefore it is determined to be a theory. A model is considered to be something that people follow or imitate, something individuals use
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and implementing a talent management and development strategy through an organization's leaders. How these theories play out in my organization will also be discussed. Contingency, Transformational, and Transactional Theories During the 1960's and 1970's leadership theories were developed under the 'contingency' perspective that considers how situational factors alter the effectiveness of particular leader behaviors and styles of leadership. Within this era the most recognized theory is Fiedler's
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existing evidence and most relevant to professional practice. The Vroom, Yetton, and Jago contingency models of participation in decision making are described in depth, and their work provides the basis for identifying 3 distinct ways in which situational or contextual variables are relevant to both research on and the practice of leadership. Keywords: participation, situational leadership, normative models, contingency theory T he term leadership is ubiquitous in common discourse. Political candidates
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either appointed by the senior levels of management or elected by the group. However, it has been argued that a leader can not have all the skills required therefore the optimum will be to have as a leader someone who is flexible but when it is required s/he will let the leadership to the others. Leader and Manager – Definitions Although no ultimate definition of leadership exists (Yuki, 2002), the majority of leadership definitions reflect some basic elements, including “group”, “influence” and “goal”
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