1984‚ ISBN 0-396-35350-5. Traverso‚ D Blaxill‚ Mark & Eckardt‚ Ralph‚ "The Invisible Edge: Taking your Strategy to the Next Level Using Intellectual Property" (Portfolio‚ March 2009) Hamel‚ G Hamel‚ G. & Prahalad‚ C.K. Competing for the Future‚ Harvard Business School Press‚ Boston‚ 1994. Hamel‚ G Peters‚ T. and Austin‚ N. A Passion for Excellence‚ Random House‚ New York‚ 1985 (also Warner Books‚ New York‚ 1985 ISBN 0-446-38348-1) Barney‚ J Hammer‚ M. and Champy‚ J. Reengineering the
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Planning and Control‚ Prentice-Hall KPMG Mintel. (2010). Toy Retailing - UK - December 2010. Available: http://academic.mintel.com/sinatra/oxygen_academic/search_results/show&/display/id=480969. Last accessed 5th Jan 2012. Porter‚ M Prahalad‚ C.K & Hamel‚ G . (1990). The Core Competence of the Corporation. Available: http://hbr.org/1990/05/the-core-competence-of-the-corporation/ar/1. Last accessed 6th January 2011. Telegraph. (2011). Finacial Crisis. Available: http://www.telegraph.co.uk/finance/financialcrisis/
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Zollo (2007)‚ “Interest alignment and competitive advantage”‚ Academy of Management Review 32:2‚ 418 – 437. Gottschalg O. and M. Zollo (2007)‚ “Motivation and the Theory of the Firm”‚ paper under review of Academy of Management Review. Hamel‚ G. & C.K. Prahalad (1989)‚ “Strategic Intent.”‚ Harvard Business Review‚ 67:3‚ 63–71. Hemingway‚ C.A. & P.W. Maclagan (2004)‚ “Managers’ Personal Values as Drivers of Corporate Social Responsibility.” Journal of Business Ethics‚ 50:1‚ 33–44. King‚ W.‚ Hautaluoma
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International Journal of Production Economics. Volume 80‚ Issue 2‚ 21 November 2002‚ Pages 135-144 Cox‚ A (1997)‚ Business Success‚ Earlsgate Press‚ Boston‚ UK‚ Cox‚ A (1997)‚ "On power‚ appropriateness and procurement competence"‚ Supply Management Hamel‚ G‚ Prahalad‚ C.K (1990)‚ "The core competence of the corporation"‚ Harvard Business Review Govind‚ S. (2006). A note on the Chinese Automobile Industry. The ICFAAI Center for Management Research Henderson‚ T Johnson‚ G‚ Scholes‚ K (2002). Exploring Corporate
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MB0052-Strategic Management and Business Policy 1. Explain the corporate strategy in different types of organization. A Well-formulated strategy is vital for growth and development of any organization—whether it is a small business‚ a big private enterprise‚ a public sector company‚ a multinational corporation or a non-profit organization. Small business‚ for example‚ generally operates in a single market or a limited number of markets with a single product or a limited range of products
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The organisation for which I am choosing to evaluate the usefulness of STEP analysis‚ will be the NHS. The application of STEP analysis within the HSCNI has a great deal of relevance for today’s NHS sector. This from of analysis is aimed at identifying the external environment in which the organisation operates in. It is beneficial as it helps define and rationalise important external issues for the organisation. This is crucial as the very nature of the organisation‚ is one which is under
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mental model of the complete end-to-end system of value creation‚ his or her role within it‚ and an understanding of the competencies it contains. Intent focused; more determined and less distractible than rivals in the marketplace. Crediting Hamel and Prahalad with popularizing the concept‚ Liedtka describes strategic intent as "the focus that allows individuals within an organization to marshal and leverage their energy‚ to focus attention‚ to resist distraction‚ and to concentrate for as long as
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applicable to benchmark a manufacturing‚ public‚ or service sector organization. Index Terms—Assets‚ capability‚ competence‚ core competence‚ resource‚ strategic flexibility‚ uniqueness. competition. The term “core competence” was used by Prahalad and Hamel [3] to deal with capabilities within diversified firms. Several measures have been proposed how to identify unique resources and capabilities [4]–[9]. However‚ because generalized terms such as resource‚ asset‚ capability‚ and competence are
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Internal Analysis An Internal Analysis of a company focuses on the strengths and weaknesses of internal factors that give a company certain advantages and disadvantages in meeting the needs of its target market. Strengths refer to core competencies that give the firm an advantage in meeting the needs of its target markets. Weaknesses refer to any limitations a company faces in developing or implementing a strategy. The aim of the internal analysis is to identify the company’s strengths and weaknesses
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source of competitive advantage resides within the company. It focuses more on the core competencies and internal factors of the organisation first‚ before challenges posed by the external environment (Barney‚ 1986; Barney‚ 1991; Barney‚ 2001; Prahalad & Hamel‚ 1990). Barney supports this approach‚ suggesting that organisations must follow the VRIN criteria (Valuable‚ Rare‚ In-Imitable and Non-Substitutable)‚ in order to gain and maintain a strong competitive advantage (Barney‚ 2002). In simpler
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