Achieving and Maintaining Strategic Competitiveness in the 21st Century: The Role of Strategic Leadership Author(s): R. Duane Ireland and Michael A. Hitt Source: The Academy of Management Executive (1993-2005), Vol. 19, No. 4, Classic Articles from AME (Nov., 2005), pp. 63-77 Published by: Academy of Management Stable URL: http://www.jstor.org/stable/4166206 Accessed: 10-05-2015 07:37 UTC REFERENCES Linked references are available on JSTOR for this article: http://www.jstor.org/stable/4166206
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far-reaching social and political change. His ability to transform the struggle for racial equality into a vision with understandable, concrete and actionable goals sustained and empowered the civil rights movement. Furthermore his strong convictions and moral courage in challenging the status quo were matched by a value system of rejecting material trappings and conventional symbols of success. As the founder of a movement of non-violent resistance that challenged the status quo and transformed the lives
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Which basic function of management includes delegating authority to subordinates and establishing channels of communication? a. planning b. organizing c. motivating d. leading e. staffing (b; easy; p. 2) 7. When managers use metrics to assess performance and then develop strategies for corrective action, they are performing the ___________ function of management. a. planning b. leading c. staffing d. controlling e. organizing
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The product has already been bought by more than a million customers. The company realized that bugs could cost its customers significantly. However if it informs the customers about the bug, it feared losing credibility. What would be the most ethical option for the company? (a) Apologize and fix up the bug for all customers even if it has to incur losses. (b) Do not tell customers about bugs and remove only when customers face problems, even if it means losses for the customers. (c) Keep silent
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Week 2 The business context 1. Porter’s Five Forces Where does the power lie? How do I maximise my power and leverage? How do I identify and minimise my weaknesses? The threat of new entrants, bargaining power of suppliers, bargaining power of buyers, threat of substitute products or services and rivalry among existing competitors 2. Porter’s Generic Strategies How do I gain a competitive advantage in business? What strategies will help me achieve my goals? 3.1 The Cost Leadership Strategy
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among employees. As a result of the takeover by an international conglomerate, BTSA Ltd was facing major changes and sustained a high level of employee turnover within the company, including the abrupt departure of their lead change agent. This resulted in a sharp decrease in TQM initiatives and major slowdown in R&D projects. The key findings have determined the core elements which explained the turnover issue and the impact of organizational change (for a small Canadian based firm acquired by a US
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Solution and Defense analysis will refer to the problem-based learning model and scenario, which will focus on turning challenges into opportunities and transitioning Intersect Investments into becoming a financial market leader. Situation Analysis Issue and Opportunity Identification Intersect Investments has found the business declining in the last five years and they are barely surviving. CEO Frank Jeffers has realized that in order for Intersect to survive the volatile climate of the financial
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Nation’s Global Compact. We determined to explore this topic area after realizing a paradox: while the United Nations has recognized the phenomenon of corruption as “one of the world’s greatest challenges”, the sole UN principle that addresses this issue is under-developed and is the least among the four focus areas of the Compact (as compared to human rights, labour, and environment). Furthermore, there are even less initiatives undertaken by the UN that specifically address the prevention of corruption
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Course title: Public Management (V502) Final Exam (Fall 2015) Student: Giang Le. Email: gle@indiana.edu Professor: Claudia N. Avellaneda. Email: cavellan@indiana.edu “The world in which public managers function is rapidly changing and vastly different from that contemplated by the early intellectual stalwarts of public administration. Public agencies are expected to collaborate with each other, with nonprofit organizations and with citizen groups and to use modern technology strategically to
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Robinson This Work is copyright. No part of this Work may be reproduced, Irvin B. Tucker stored in a retrieval system, or transmitted in any form or by any means without prior written permission of the Publisher. Except as Publishing manager: Alison Green permitted under the Copyright Act 1968, for example any fair dealing Publishing editor: Michelle Aarons for the purposes of private study, research, criticism or review, subject Senior project editor: Nathan Katz to certain
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