STRATEGIC MANAGEMENT TEXAS EXECUTIVE MBA PROGRAM FALL 2011 Professor David B. Jemison CBA 3.232 Telephone 471-8757 David.Jemison@mccombs.utexas.edu Texts: Porter, Michael E. Competitive Strategy. (New York: Free Press, l998). Course Description Perspective and Themes This course is about the creation and maintenance of a long-term vision for the organization. This means that it is concerned with both the determination of strategic direction and the management of the strategic
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RUNNING HEADER: Breaking the Glass Ceiling: Sociological, Legal, and Organizational Issues Proposal - Breaking the Glass Ceiling: Sociological, Legal, and Organizational Issues HR594: Staffing Strategies Introduction In the year 2012, there are still certain groups of people not being proportionally represented in all levels of the work force. The ‘glass ceiling’ is a metaphor used to describe the invisible barriers that often confront women and minorities when trying to move into the
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EXECUTIVE SUMMARY This dissertation set out to explore how the Internet is changing the brand-building environment, in order to identify the new sources of value, the new brand-building tools and strategies, and to outline the key factors that contribute to the development of a successful online brand. With power shifting to customers, the success of an online brand is largely determined by customer choice. The repeated choice of a certain brand by customers and business partners generates the transactions
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3 CHAPTER CHAPTER OUTLINE ■ ■ ■ E-Business SE C T ION 3 .1 Bu si n e s s a n d th e I n t er net SECTI O N 3. 2 E- Busi ness D i s r u p t i v e Te c h n o l o g y Evolution of the Internet Accessing Internet Information Providing Internet Information ■ ■ ■ E-Business Basics E-Business Models Organizational Strategies for E-Business Measuring E-Business Success E-Business Benefits and Challenges N e w Tr e n d s i n E - B u s i n e s s : E-Government and M-Commerce ■ ■ ■
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3 CHAPTER CHAPTER OUTLINE ■ ■ ■ E-Business SE C T ION 3 .1 Bu si n e s s a n d th e I n t er net SECTI O N 3. 2 E- Busi ness D i s r u p t i v e Te c h n o l o g y Evolution of the Internet Accessing Internet Information Providing Internet Information ■ ■ ■ E-Business Basics E-Business Models Organizational Strategies for E-Business Measuring E-Business Success E-Business Benefits and Challenges N e w Tr e n d s i n E - B u s i n e s s : E-Government and M-Commerce ■ ■ ■
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Harvard Business Review May 2010 Beating the Odds When You Launch a New Venture by Clark G. Gilbert and Matthew J. Eyring Smart entrepreneurs aren’t cowboys—they’re methodical managers of risk. For nearly 20 years the case study used to introduce Harvard Business School’s Entrepreneurial Management course has been Howard Stevenson’s “R&R.” It looks at Bob Reiss, an entrepreneur who launches a venture in the board-game industry. Students are encouraged to explore all the production, development
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Table of Contents Contents | Pages | The concept of power | 2 | Sources of power | 2 | Political strategies and tactics | 8 | What is political Behavior | 9 | What are the factors contributing to Political behavior | 9 | POLITICS: Power in action: | 11 | What are the Reality of Politics | 11 | What is Organizational Politics | 12 | What is Power? Power is the capacity to influence the behavior of others.3 The term power may be applied to individuals, groups, teams, departments
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A–Z OF eBUSINESS MODELS Written and researched by Suntop Media Adobe Systems A Adobe Systems Adobe Systems was founded by John Warnock (now CEO and chairman) and Charles Geschke (president and chairman). Both worked at Xerox’s famous Palo Alto Research Center (Parc). Geschke arrived there via Carnegie Mellon and Xavier University. Warnock took a more circuitous route by way of the Evans & Sutherland Computer Corp., Computer Sciences, IBM and the University of Utah. Adobe helped ignite
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92 Harvard Business Review May 2010 HBR.ORG Clark G. Gilbert (cgilbert@ deseretdigital.com) is the president and CEO of Deseret Digital Media and was formerly a professor at Harvard Business School. Matthew J. Eyring (meyring@innosight.com) is the president of Innosight, a strategic innovation consulting and investment company outside Boston. Beating the Odds When You Launch a New Venture Smart entrepreneurs aren’t cowboys—they’re methodical managers of risk. by Clark G. Gilbert and
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