MANAGING FOR THE LONG TERM | BEST OF HBR | November–December 1991 The Knowledge-Creating Company by Ikujiro Nonaka Editor’s Note: This 1991 article helped popularize the notion of “tacit” knowledge – the valuable and highly subjective insights and intuitions that are difficult to capture and share because people carry them in their heads. Years later, the piece can still startle a reader with its views of organizations and of the types of knowledge that inform them. For example
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Outsourcing: The Government, the People and the Companies Jeffrey W. Coleman Webster University Abstract Making a decision about whether or not to move these activities offshore is a decision of far-reaching consequences. Developing countries have been unable to radically alter their industrial structure due to numerous internal institutional and external technological barriers. Consequently, they have sought global participation through outsourcing activities. This is indeed a break from
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A CASE STUDY ON THE INDIAN SMALL CAR INDUSTRY Prof. Tapan Panda A Case Study on the Indian Small Car Industry A BRIEF OVERVIEW ON THE INDIAN SMALL CAR INDUSTRY If there is one big market that is forcing the global auto majors to think small, it is India. Until yesterday, all the world's auto-manufacturers expected to create success out of their midsize products. There were as many as five players in the mid car segment and just one--the Rs 7,956-crore Maruti Udyog Ltd (MUL)--in the small
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CASE STUDY I.2 Manchester United: still trying to establish a global brand Manchester United (abbreviated as ManUtd, www.manutd.com) has developed into one of the most famous and financially successful football clubs in the world, being recognized in virtually every country, even those with little interest in the sport. Real Madrid has displaced ManUtd from the pole position in Deloitte’s football money league. The list, which has been running for the last 9 years, identifies the top 20 clubs in
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Chapter 1- Introduction to Strategic Management Overview Strategy: set of related actions that managers take to increase their company’s performance -for most, if not all companies, achieving superior performance relative to rivals is the ultimate challenge -if a company’s strategies result in superior performance, it is said to have a competitive advantage -Ex: Dell’s strategies produced superior performance from mid-1990s until mid-2000s, as a result, Dell enjoyed competitive advantage
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important during crises when the environment is too unstable to follow [also, see Grant, 1998], whereas Lynch (2000) contributes that emergent strategies are undertaken by firms that repeatedly analyse their environments. Over the past decades, studies regarding the effectiveness of planning in a company’s performance have been widely inconclusive [Boyd, 1991; Miller and Cardinal, 1994; Pearce et al. 1987; Schwenk and Schrader,
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Abstract The purpose of this study is to analyse the argumentative issue between the times spent working in the workplace and their work performance. This study is not specifically mentioned which relevant industry it’s referred to. The initial perception of being in this study is there is a positive correlation between the times spent working in the workplace and the work performance. This study also analyse about the working productivity between the two countries which possess a very distinct
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IT and the Executive: Value Chain Analysis Question: What is a Strategy(1) ? The Oxford English Dictionary defines a strategy as follows: 1: The art of war. 2a: The management of an army or armies in a campaign. 2b: the art of moving troops, ships, aircraft, etc into favourable positions 3: A plan of action or policy in business or politics So let us now ask this question again, and this time attempt to answer it using a more information systems and
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INTERPERSONAL RELATIONS AND GROUP PROCESSES Going Green to Be Seen: Status, Reputation, and Conspicuous Conservation Vladas Griskevicius Joshua M. Tybur University of Minnesota University of New Mexico Bram Van den Bergh Rotterdam School of Management Why do people purchase proenvironmental “green” products? We argue that buying such products can be construed as altruistic, since green products often cost more and are of lower quality than their conventional counterparts, but
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one partner vis-à-vis the other. In particular, alliances between Asian companies and Western rivals seem to work against the Western partner. Cooperation becomes a low-cost route for new competitors to gain technology and market access.1 Yet the case for collaboration is stronger than ever. It takes so much money to develop new products and to penetrate new markets that few companies can go it alone in every situation. ICL, the British computer company, could not have developed its current generation
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