See discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/241730557 Defining Strategic Communication ARTICLE in INTERNATIONAL JOURNAL OF STRATEGIC COMMUNICATION · MARCH 2007 DOI: 10.1080/15531180701285244 CITATIONS READS 112 457 5 AUTHORS, INCLUDING: Kirk Hallahan Betteke van Ruler Colorado State University University of Amsterdam 37 PUBLICATIONS 894 CITATIONS 36 PUBLICATIONS 513 CITATIONS SEE PROFILE
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several related factors. R O B E R T H. W A T E R M A N , J R . , T H O M A S J. P E T E R S , A N D J U L I E N R. P H I L L I P S 14 T h e Belgian surrealist Ren~ Magritte p a i n t e d a series of pipes and titled the series Ceci n'est pas une pipe: this is n o t a pipe. The p i c t u r e of the thing is n o t the thing. In the same w a y , a s t r u c t u r e is n o t an organization. We all k n o w that, b u t like as n o t , w h e n we reorganize w h a t we do is to r e s t r u c t u r e
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becoming H&M’s most important market in 1995. Although H&M’s share of the German market is small, the low-priced, well-designed, value-for-money fashion lines are nevertheless popular and a store expansion programme is still underway. Sales outside Sweden generate 90% of turnover and that figure is likely to rise as more stores are added. In 2005, around 150 new stores were opened, mainly in Germany, France, Spain, Poland Italy and the USA, all following the same retail format. H&M normally
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Accounting, Organizations and Society 28 (2003) 127–168 www.elsevier.com/locate/aos Management control systems design within its organizational context: findings from contingency-based research and directions for the future Robert H. Chenhall Department of Accounting and Finance, Monash University, Clayton, Victoria 3168, Australia Abstract Contingency-based research has a long tradition in the study of management control systems (MCS). Researchers have attempted to explain the effectiveness of MCS
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ASIAN JOURNAL OF MANAGEMENT RESEARCH Online Open Access publishing platform for Management Research © Copyright 2010 All rights reserved Integrate d Publis hing associat ion Research Article ISSN 2229 – 3795 Employer branding: A new strategic dimension of Indian corporations Suman Kumar Dawn, Suparna Biswas Asst. Professor, West Bengal Universit y of Technology, Ko lkota skd_hooghly@yahoo.co.in ABSTRACT Emplo yer branding is defined as a targeted longterm strategy
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|[pic] |[pic] | Module 4 RESTRUCTURING AND CHANGE MANAGEMENT |CONSULT IN EUROPE - LDV project n. 2006 FR/06/B/P/PP-152533 | | | |This project has been
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9 13 16 17 18 18 20 22 22 24 25 27 30 I the arena of contemporary human resource management 1 the nature of contemporary HRM John Bratton Outline Objectives Introduction The development of HRM Keynesianism: collectivism and personnel management HRM in practice 1.1: A new role for HR professionals Neo-liberalism: individualism and HRM Management and HRM The meaning of ‘human resource’ The meaning of ‘management’ The nature of the employment relationship Scope and functions of HRM Theoretical
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Corporate Partners Research Programme Harnessing creativity and innovation Kelly Drewery H A R N E S S I N G C R E AT I V I T Y A N D I N N O VAT I O N Contents 1. Harnessing ‘creativity and innovation’: why the interest? 2. Harnessing creativity: sharing and generating ideas 2.1 Creativity in the organisation 2.2 Looking outside the organisation for creative ideas 2.3 Supportive and obstructive features for harnessing creativity 2.4 Work processes 2.5 Assessing creativity
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Sports Management and Marketing Degree Requirements The four-year sport marketing and management program leads to the degree, Bachelor of Science in Kinesiology, with course work taken in conjunction with the Kelly School of Business. Students admitted to this program are selected from a pool of applicants. Admission to the program is limited. Graduation requirements include: * completion of general education requirements. * completion of sport marketing and management major requirements
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3 1.2 Strategic questions 3 2.0 Internal analysis 3 2.1 Strategic capability 3 2.2 VRIN 5 2.3 VRIO 5 2.4 9 Strategic Windows 5 2.5 PLC 6 2.6 Boston Matrix 6 3.0 External analysis 6 3.1 PESTEL analysis 6 3.2 Porter’s 5 forces 6 3.3 Market Life cycle 7 3.4 Benchmarking 7 4.0 SWOT 8 5.0 Strategies 8 5.1 Generic Strategy 8 5.2 Growth strategy 9 5.3 Logistics and supplier strategy 9 6.0 STP 9 6.1 Segmentation 9 6.2 Targeting 9 6.3 Positioning 9 6.4 M-mix 9
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