Introduction: In 1979, Harvard Business Review published “How Competitive Forces Shape Strategy” by a young economist and associate professor, Michael E. Porter. It was his first HBR article, and it started a revolution in the strategy field. In subsequent decades, Porter has brought his signature economic rigor to the study of competitive strategy for corporations, regions, nations, and, more recently, health care and philanthropy. “Porter’s five forces” have shaped a generation of academic research
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Selected papers from the 9 UN roundtable on communication for development COMMUNICATION AND SUSTAINABLE DEVELOPMENT th COMMUNICATION AND SUSTAINABLE DEVELOPMENT th Selected papers from the 9 UN roundtable on communication for development Research and Extension Division Natural Resources Management and Environment Department FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS Rome, 2007 The designations employed and the presentation of material in this information product do not imply the
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User Authentication through Keystroke Dynamics1 FRANCESCO BERGADANO, DANIELE GUNETTI, and CLAUDIA PICARDI University of Torino Unlike other access control systems based on biometric features, keystroke analysis has not led to techniques providing an acceptable level of accuracy. The reason is probably the intrinsic variability of typing dynamics, versus other—very stable—biometric characteristics, such as face or fingerprint patterns. In this paper we present an original measure for keystroke
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Section 1 Organizational Culture: set of artifacts, values and assumption that emerge from the interaction of organizational members Open social system operating a dynamic environment. CRITERIA to identify something as culture: 1. Deeply felt or held 2. Commonly intelligible 1. Accessible to a cultural group Organization = Ordered and purposeful interaction among people. Purposeful, because its members produce (supero-rdinative) goal-directed activities. Organizational communication
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SRM UNIVERSITY (Under section 3 of UGC Act, 1956) FACULTY OF MANAGEMENT SCHOOL OF MANAGEMENT MBA FULL TIME CURRICULUM AND SYLLABUS - 2013-14 1 Code MB 13101 MB 13102 MB 13103 MB 13104 MB 13105 MB 13106 SRM University MBA - Revised Curriculum - 2013-14 Semester –I Thinking and Communication Skills (Practical) Accounting for Decision Making Philosophy for Management Economics for Managers Managerial Statistics Managerial Skills (Practical) Semester-II Financial Management Management
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A PRAGMATIC GUIDE TO COMPETENCY Tools, Frameworks and Assessment Jon Holt and Simon A. Perry A PRAGMATIC GUIDE TO COMPETENCY Tools, Frameworks and Assessment BCS THE CHARTERED INSTITUTE FOR IT Our mission as BCS, The Chartered Institute for IT, is to enable the information society. We promote wider social and economic progress through the advancement of information technology science and practice. We bring together industry, academics, practitioners and government to share knowledge, promote
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Chapter – 1 Introduction Virtually all businesses, most government agencies and many individuals now have web sites. The number of individuals and companies with internet access is expanding rapidly and all of these have graphical user browser. As a result businesses are enthusiastic about setting up facilities on the web for electronic commerce. But in real web and internet are vulnerable to compromises with various sorts. As business wake up to this reality, the demand for secure web services
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Managing Knowledge for Innovation: The Role of Cooperation, Competition, and Alliance Nationality Haisu Zhang, Chengli Shu, Xu Jiang, and Alan J. Malter ABSTRACT Strategic alliances play a critical role in global innovation. Firms can overcome resource constraints and achieve superior innovative performance not only by using internal resources but also by acquiring knowledge-based capabilities from alliance partners. In this study, the authors investigate how knowledge acquired from alliance partners
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In this introductory chapter the rationale for and philosophy behind Images of Strategy are outlined. We argue that the conventional twentieth-century history of management and strategy leads us to unquestioningly assume that organizations are, for all people at all times, triangular hierarchies; that strategy is enacted by ‘the men at the top’, and that it is about longterm planning, directing, organizing and controlling. At a philosophical level, we deconstruct this history before reconstructing
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BUSINESS LAW BLO1105 2014 Prepared by Darren Parker BLO1105 – Business Law ------------------------------------------------- Business Law Students’ Manual ------------------------------------------------- 2014 Edition This Manual contains materials essential for all students undertaking Business Law, including: * ------------------------------------------------- Course Guide for Business Law; * -------------------------------------------------
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