The external environment’s effect on management and strategy A complexity theory approach Roger B. Mason Durban University of Technology‚ Kwa Zulu-Natal‚ South Africa‚ and Honorary Research Fellow‚ University of Wolverhampton‚ Wolverhampton‚ UK Abstract Purpose – This paper seeks to investigate the influence of the external environment on the choice of strategic management activities‚ from a chaos and complexity perspective‚ since a business environment is a complex adaptive system. Design/methodology/approach
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com/sinatra/oxygen_academic/search_results/show&/display/id=545494/display/id=583813?select_section=545494 Poser‚T. B.(2003). The Impact of Corporate Venture Capital: Potentials of Competitive Advantages for the Investing Company. Germany: DUV. Prahalad‚ C.K Priem‚ R. L. & Butler‚ J. E.(2001). Is the Resource-Based "View" a Useful Perspective for Strategic Management Research? .The Academy of Management Review‚ 26 (1)‚ 22-40 Richard L Robert M. Grant (2004) Contemporary Strategy Analysis . (5th
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Production Research. 14 (7)‚ 3691–3706 Lee‚B.H a & Jo‚H.J Micheline‚A. (1999) Toyota Promises CustomerOrders in 5 Days‚ USA Today‚ August 6‚ B1.The New York Times‚ February 10‚ 1999‚ C1. 21 and October 18‚ 1998 Offodile‚ F.O and Arrington‚ D. Prahalad‚ C. and Hamel‚ G. (1990)‚ “The core competence of the corporation”‚ Harvard BusinessReview‚ Vol. 68 No. 3‚ pp. 67-101 Saint-Onge‚H Teece‚J.D; Gary Pisano; Amy Shuen. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal. 18
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Corporate-Level Strategy: Creating Value in the Multibusiness Company. John Wiley & Sons‚ 1994. Gottfredson‚ Mark‚ and Steve Schubert. Breakthrough Imperative: How the Best Managers Get Outstanding Results. Collins Business‚ 2008. Hamel‚ Gary‚ and C.K. Prahalad. Competing for the Future. Harvard Business School Press‚ 1994. Hrebiniak‚ Lawrence G. Making Strategy Work: Leading Effective Execution and Change. Wharton School Publishing‚ 2005. Ken Laudon and Jane Laudon‚ Management Information
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UNISA GRADUATE SCHOOL OF BUSINESS LEADERSHIP Assignment Cover Code for paper/module/course MBA 721 & 722 Year 02 Assignment number 01 Student number Group 1 Word count NA Tutor: Andre Vermaak |Online Residential School | Amazon.com A critical evaluation of Amazon’s strategy‚ strategic choices‚ structure‚ systems and culture Authored by:
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The resources‚ capabilities and attributes that are required for the success in Formula One (F1) can be looked on a number of dimensions taking into consideration the unique and fast paced context of Formula One. F1 is a highly competitive industry and based in a rapidly changing environment‚ which has been defined by Porter’s five forces (Appendix One). Key resources within F1 are both tangible and intangible and can be considered under the following broad categories: Physical Resources: The car
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Journal of Economics‚ Vol. 94‚ pp. 235-260. Gugler‚ K.‚ Mueller‚ D. C. ‚Yurtoglu‚ B. and Zulehner‚ C. (2003)‚ “The Effects of Mergers: An International Comparison”‚ International Journal of Industrial Organization‚ Vol. 21‚ No. 5‚ pp. 625–653. Hamel‚ G and Prahalad‚ C. K. (1994)‚ “Competing for the Future”‚ Harvard University Press‚ Boston. Healy‚ P. M‚ Palepu‚ K. G. and Ruback‚ R. S. (1992)‚ “Does Corporate Performance Improve After Mergers?” Journal of Financial Economics‚ Vol. 33‚ No. 2‚ pp.135-176
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pressure since the customers are not satisfied. Meaning they will look for alternatives in the near future. Opportunities are random. A company has to oversee its opportunities to expand their business and thus arising effectiveness ( Nidumolu‚ Prahalad‚ & Rangaswami‚ 2009). The restaurant in particular has an opportunity to expand courses to meet the broader range of customer needs. For example‚ it may develop an new ordering and waiting system to avoid customer dissatisfaction. Another opportunity
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According to Michael Porter‚ "Almost no consensus exists about what corporate strategy is‚ much less about how a company should formulate it"[1]. This is due to a combination of factors that relate to strategy terms‚ concepts and principles and their practical application. This article is designed to provide executives with a better understanding of the nature and purpose of strategy and draws on Jack Welch ’s record at GE‚ as well as examples from other companies‚ to show how these strategy-related
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2004. Toward a critical HRD in theory and practice. Adult Education Quarterly‚ 54 (3)‚ 193-209. 9. Girard‚ R.‚ 2005. The weapons manufacturer that does it all: A profile of arms giant Lockheed Martin. Polaris Institute researcher‚ 4-13. 10. Hamel‚ G.‚ Prahalad‚ C.‚ K.‚ 1994. Competing for the future. Harvard Business School Press. Cited in: Mintzberg‚ H.‚ Lampel‚ H.‚ 1999. Reflecting on the strategy process. Sloan Management Review‚ 40 (3)‚ 21-30. 11. Hardy‚ C.‚ Lawrence‚ T.‚ B.‚ Phillips‚ N.‚ 1998
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