Global business drivers: Aligning information technology to global business strategy by B. Ives S. L. Jarvenpaa R. O. Mason The alignment of worldwide computer-based information systems and integrated business strategies is critical to the success of multinational firms in a highly competitive global market. In this paper, information technology (lIT) solutions are explored that drive firms toward making economic decisions based on worldwide distributed knowledge. These solutions focus on a number
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The current issue and full text archive of this journal is available at www.emeraldinsight.com/0953-4814.htm “Flexibility” as the rationale for organizational change: a discourse perspective Richard Dunford, Suresh Cuganesan and David Grant “Flexibility” as the rationale for change 83 University of Sydney Business School, University of Sydney, Sydney, Australia Ian Palmer College of Business, RMIT (Royal Melbourne Institute of Technology) University, Melbourne, Australia, and
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MARKETING 7E People real Choices This page intentionally left blank MARKETING 7E People real Choices Michael R. SAINT JOSEPH S SOLOMON ’ U OLLINS NIVERSITY Greg W. MARSHALL R C OLLEGE Elnora W. THE UNIVERSITY OF SOUTH CAROLINA UPSTATE STUART Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial
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INTRODUCTION TO MARKETING Background Marketing. Several definitions have been proposed for the term marketing. Each tends to emphasize different issues. Memorizing a definition is unlikely to be useful; ultimately, it makes more sense to thinking of ways to benefit from creating customer value in the most effective way, subject to ethical and other constraints that one may have. The 2006 and 2007 definitions offered by the American Marketing Association are relatively similar, with the 2007 appearing
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General guide to referencing 2014 edition From the Deputy Vice-Chancellor (Learning and Quality) Many students find learning the unfamiliar nature of academic writing a challenging experience. The puzzling art of referencing is no exception, with its traditions and initially obscure formatting rules, referencing can seem to be an overwhelming and annoying requirement standing between you and submitting your assignment by the due date. This guide has been written especially for you, new and
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------------------------------------------------- Plagiarism From Wikipedia, the free encyclopedia For other uses, see Plagiarism (disambiguation). For Wikipedia policies concerning plagiarism, see Wikipedia:Plagiarism and Wikipedia:Copyright violations. Plagiarism is the "wrongful appropriation" and "purloining and publication" of another author's "language, thoughts, ideas, or expressions," and the representation of them as one's own original work.[1][2] The idea remains problematic with unclear
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International Marketing Strategy, 5th Edition Isobel Doole and Robin Lowe Publishing Director: John Yates Publisher: Jennifer Pegg Development Editor: Lucy Mills Production Editor: Leonora Dawson-Bowling Manufacturing Manager: Helen Mason Senior Production Controller: Maeve Healy Marketing Manager: Angela Lewis Typesetter: Newgen, India Cover design: Adam Renvoize Text design: Design Deluxe, Bath, UK For product information and technology assistance, contact emea.info@cengage.com. For permission
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Global Production, Outsourcing, and Logistics Chapter Outline OPENING CASE: Building the Boeing 787 INTRODUCTION STRATEGY, PRODUCTION AND LOGISTICS WHERE TO PRODUCE Country Factors Management Focus: Philips in China Technological Factors Product Factors Locating Production Facilities THE STRATEGIC ROLE OF FOREIGN FACTORIES Management Focus: Hewlett Packard in Singapore OUTSOURCING PRODUCTION: MAKE-OR-BUY DECISIONS The Advantages
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Global Production, Outsourcing, and Logistics Chapter Outline OPENING CASE: Building the Boeing 787 INTRODUCTION STRATEGY, PRODUCTION AND LOGISTICS WHERE TO PRODUCE Country Factors Management Focus: Philips in China Technological Factors Product Factors Locating Production Facilities THE STRATEGIC ROLE OF FOREIGN FACTORIES Management Focus: Hewlett Packard in Singapore OUTSOURCING PRODUCTION: MAKE-OR-BUY DECISIONS The Advantages
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