Pure‚ hybrid or "stuck-in-the-middle" strategies? A revision and analysis of their effects on firm performance. PERTUSA-ORTEGA‚ E.; CLAVER-CORTÉS‚ E.; MOLINA-AZORÍN‚ J. F EURAM‚ Paris (France)‚ may 2007. Abstract The purpose of this study is to examine the viability of hybrid competitive strategies‚ which combine differentiation and cost elements‚ and their impact on organisational performance in comparison to pure strategies and “stuck-in-the-middle” combinations. The analysis carried out
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future‚ renewable energy like solar‚ wind‚ wave and tidal could be utilized in some areas of Bangladesh. The geographical location of Bangladesh is ideal for tapping solar energy effectively. There is also enormous potential for harnessing electrical power from wind in some selected areas of the country and in the coastal region. In this paper possibility of wind-solar hybrid system has been studied. There is a possibility of a total of 100 MW hybrid power generation in coastal areas. After
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to drop significantly. When a company has a favorable ratio‚ it indicates that company may have a good credit risk. A company that has other debt such as bank loans‚ the company is required to a maintain a debt-to-equity-ratio commonly known as a debt covenants (Wright‚ n.d.) An example of an off-balance sheet financing are operating leases. When a company has operating leases‚ the lessor will only keep the asset on the company’s balance sheet‚ whereas‚ the company leasing the asset is only responsible
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people of the country. Recently there has been a new addition to the list of regular natural disasters of Bangladesh‚ named Cold Wave. This extreme natural event is termed as disaster when it adversely affects the whole environment‚ including human beings‚ their shelters‚ or the resources essential for their livelihoods. Bangladesh is currently experiencing severe cold waves in the winter for last few years. Northern and southwest parts of the country experienced a rapid fall in temperature on 1 January
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ID #: 502 Name of the business: Cartwright Lumber Company Nature of the business: Retail distribution of lumber products Overview The Cartwright Lumber Company had been found in 1994 as a partnership by Mark Cartwright and his brother-in-law Henry Stark. Later in 2001‚ Mr. Cartwright bought out Stark’s shares and incorporated the business. Now‚ Mr. Cartwright is a sole owner and president of the company. The business is located in the Pacific Northwest region and does the retail distribution
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and writing about leadership for many decades. He says “There is a profound difference between management and leadership‚ and both are important. To manage means to bring about‚ to accomplish‚ to have charge of or responsibility for‚ to conduct. Leading is influencing‚ guiding in a direction‚ course‚ action‚ opinion. The manager’s job is to plan‚ organize and coordinate. The leader’s job is to inspire and motivate. In The distinction is crucial". He explains why leaders are so much more successful
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influence of power and politics to effectively manage across the organization. Effective managers use various political tactics to increase their power within the organization to coordinate and support the work of their peers and subordinates to meet company objectives. Managers regularly acquire and use power. Power-oriented behavior has an impact on managerial career progress‚ on job performance‚ on organizational effectiveness‚ and on the personal lives of employees (Obholzer‚ 1995). It involves the
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Unit 6004 - Leading equality and diversity Introduction This unit is about organisational commitment to equality and diversity‚ and its application and support throughout the organisation. It aims to explore the needs of individuals and how this is demonstrated in behaviours and conduct. Scenario Learners may use their own employment context‚ or that of another organisation with which they are very familiar‚ to base their assignment. However‚ in the case that they are not able to
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02-088 Leading by Leveraging Culture Jennifer A. Chatman1 Sandra E. Cha 1 The first author wrote this chapter while a Marvin Bower Fellow at the Harvard Business School‚ and is grateful for their support. Copyright © 2002 by Jennifer A. Chatman and Sandra E. Cha Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author
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Developing a Human Resource strategy A Tarmac case study Page 1: Introduction Tarmac was established in 1903 and is the UK’s leading supplier of building materials and aggregates to the building industry. Tarmac is most often associated with constructing roads or major building projects such as the new Heathrow terminal and Wembley Stadium. However‚ materials derived from quarrying are used within many different sectors‚ including manufacturing light bulbs‚ chewing gum and toothpaste. Tarmac’s operational
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