Vodafone showcases CSR strategy at conference | | Maher addressing the CSR conference in Doha | Vodafone Qatar CEO Grahame Maher showcased the company’s corporate social responsibility (CSR) strategy at the second Conference on Corporate Social Responsibility which took place at The Four Seasons Hotel on Tuesday. Organised by the Qatar Ministry of Business and Trade under the patronage of the Minister of Business and Trade HE Sheikh Jassim bin Abdulaziz bin Jassim al-Thani, the conference
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Integrating the Enterprise Vertical "command and control" sabotages organizations that need bottom-up innovation to be competitive. Yet organizational integration is increasingly essential. New research shows how technology is helping cutting-edge companies meet the challenge by integrating horizontally. Sumantra Ghoshal and Lynda Cratton nc ofthe most fundamentiil Lind enduring tensions in all liiit very small companies is between siibunit aulononiy and empowermenl on ihc one hand and overall
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Issues In Participatory Notes Introduction The moment one recalls the word, Participatory Notes, it sends shivers across the mind of any ordinary Indian or an ordinary Indian investor. Participatory notes were one of the reasons for the largest fall witnessed ever in Indian stock markets. Participatory notes had been in news for all the wrong reasons, every second or third day, some or the other controversy associated with them props up. The most important regulators in Indian economy, i.e.
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COLLOQUIUM includes debate by practitioners and academicians on a contemporary topic Leadership Development in Organizations in India: The Why and How of It (Part II) Aarti Shyamsunder*, Anand S, Ankush Punj, Arvind Shatdal, B M Vyas*, Balaji Kumar*, Binu Philip*, C Manohar Reddy, Chitra Sarmma*, Gopal Mahapatra*, Govind Srikhande*, Kartikeyan V*, Manoj Kumar Jaiswal, Nandini Chawla, Prabhat Rao*, Prakash K Nair*, Prasad Kaipa*, Rajshekhar Krishnan*, Rishikesha T Krishnan, Rituraj Sar, S K Vasant*
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6/27/2015 First break all the rules | The Economist × Our cookie policy has changed. Review our cookies policy for more details and to change your cookie preference. By continuing to browse this site you are agreeing to our use of cookies. More from The Economist My Subscription World politics Business & finance Subscribe Economics Science & technology Culture Log in or register Blogs Debate Multimedia Print edition Special report: Innovation in emerging markets
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Attempt Only 4 Case Study CASE – 1 MANAGING HINDUSTAN UNILEVER STRATEGICALLY Unilever is one of the world’s oldest multinational companies. Its origin goes back to the 19th century when a group of companies operating independently, produced soaps and margarine. In 1930, the companies merged to form Unilever that diversified into food products in 1940s. Through the next five decades, it emerged as a major fast-moving consumer goods (FMCG) multinational operating in several businesses. In
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C207 CASE 19 healthymagination at GE C261 CASE 20 Siemens Energy: How to Engineer a Green Future? C281 CASE 5 Tesla Motors and the U.S. Auto Industry (Case A) C32 CASE 6 Tesla Motors and the U.S. Auto Industry (Case B) C50 CASE 21 Infosys Consulting in the U.S.—What to Do Now? C303 CASE 7 Rogers’ Chocolates C56 CASE 8 Numenta: The Age of Truly Intelligent Machines? C72 CASE 22 Cemex: The Southdown Offer C327 CASE 23 Cola Wars Continue: Coke and Pepsi in 2006 C344 CASE 9
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The Globe Samsung’s unlikely success in mixing Western best practices with an essentially Japanese business system holds powerful lessons for today’s emerging giants. by Tarun Khanna, Jaeyong Song, and Kyungmook Lee A s today’s emerging giants face the challenge of moving beyond their home markets, they have much to learn from the pathbreaking experience of South Korea’s Samsung Group, arguably the most successful globalizer of the previous generation. Twenty years ago, few
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energies on a few functions. Outsourcing involves withdrawing from certain stages/activities and relaying on outside vendors to supply the needed products, support services, or functional activities. Take Infosys, its 250 engineers develop IT applications for BO/FA (Bank of America). Elsewhere, Infosys staffers process home loans for green point mortgage of Novato, California. At Wipro, five radiologists interpret 30 CT scans a day for Massachusetts General Hospital. 2500 college educated men and
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www.sciedu.ca/jms Journal of Management and Strategy Vol. 1, No. 1; December 2010 Talent Management in HR Preeti Khatri (Corresponding author) HCTM, Kaithal-Ambala Road, NH-65, Kaithal, Haryana (136027), India Tel: 099968-56761 E-mail: pkhatri2010@rediffmail.com Shikha Gupta HCTM, Kaithal-Ambala Road, NH-65, Kaithal, Haryana (136027), India Tel: 098131-81836 E-mail: shikha_gupta40@yahoo.com Kapil Gulati HCTM, Kaithal-Ambala Road, NH-65, Kaithal, Haryana (136027), India Tel: 09812-04737
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