References: Anderson‚ Jamie L.‚ Constantinos Markides‚ and Martin Kupp (2010)‚ “The Last Frontier: Market Creation in Conflict Zones‚ Deep Rural Areas and Urban Slums‚” California Management Review‚ 52 (4)‚ 6–28. Burgess‚ Steven Michael and Jan Benedict E.M. Steenkamp (2006)‚ “Marketing Renaissance:
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The Process of Crafting and Executing Strategy: 1. Costas Markides‚ Strategy as Balance: From “Either-or” to “And” 2. Rosabeth Moss Kanter‚ Strategy as Improvisational Theater 3. Eric M. Olson‚ & Stanley F. Slater‚ The Balanced Scorecard‚ Competitive Strategy‚ and Performance Crafting Strategy in Single-Business
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Strategic Management Journal Strat. Mgmt. J.‚ 24: 491–517 (2003) Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/smj.314 STRATEGIC PLANNING IN A TURBULENT ENVIRONMENT: EVIDENCE FROM THE OIL MAJORS ROBERT M. GRANT* McDonough School of Business‚ Georgetown University‚ Washington‚ DC‚ U.S.A. The long-running debate between the ‘rational design’ and ‘emergent process’ schools of strategy formation has involved caricatures of firms’ strategic planning processes
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Journal of Finance 26‚ 1971‚ Teece‚ D. (1982)‚ "Towards an economic theory of the multiproduct firm"‚ Journal of Economic Behavior and organization Bhide‚ A.v (1993) ""The Hidden Costs of Stock Market Liquidity‚" Journal of Financial Economics C. Markides and C. Ittner (1994)‚ "Shareholder benefits from Corporate International Diversification: Evidence from US International Acquisitions‚" Journal of Laseter‚ T.‚ et al. (2001). "The Last Mile to Somewhere" strategy+business
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Leveraging Convergence. Rethinking Strategy for Highly Dynamic Markets For many businesses‚ the competitive landscape is dramatically changing due to convergence--a process by which the boundaries across industries or businesses or markets or geographies or customer experiences become blurred‚ resulting in new business opportunities to serve customer needs and improve customer value. To manage in a convergent economy‚ executives must understand the key drivers of a broader concept of convergence
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STRATEGIC MANAGEMENT PROCESSS Strategic or institutional management is the conduct of drafting‚ implementing and evaluating cross-functional decisions that will enable an organization to achieve its long-term objectives[1]. It is the process of specifying the organization ’s mission‚ vision and objectives‚ developing policies and plans‚ often in terms of projects and programs‚ which are designed to achieve these objectives‚ and then allocating resources to implement the policies and plans‚ projects
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A case study of the acquisition of the Jaguar and Land Rover by Tata Motors Abstract Purpose – This research explores the key factors in the success of the integration and implementation process for creation of value through realization of synergy from the merger of firms. It also intends to study the managerial complexities associated with these key factors. Method – A case study method approach has been adopted in this research from Tata Motors acquisition of Jaguar and Land Rover a British Automotive
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DE2-106-I DIVERSIFICATION STRATEGY Original written by professors David Allen and Arnaud Gorgeon at IE Business School. Original version‚ 21 May 2002. Last revised‚ 20 December 2007. (R.L.) Published by IE Publishing Department. María de Molina 13‚ 28006 – Madrid‚ Spain. ©2002 IE. Total or partial publication of this document without the express‚ written consent of IE is prohibited. INTRODUCTION We are all familiar with the concept of diversification in finance. In this context‚ diversification
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Strategy Making‚ Organizational Learning and Performance in SMEs Author: Edward Gonsalves Open University Business School & Visiting Lecturer‚ European Business School The theoretical role of organizational learning in entrepreneurship strategy has been largely limited to in-depth case analysis both empirically and as method. Such developments reflect the diverse nature of entrepreneurial phenomena‚ definitional controversy over what constitutes entrepreneurship‚ the emergence of entrepreneurship
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LESSON D: SOCIAL INEQUALITY I. What is the lesson all about? | This lesson will provide you nature‚ information and different issues regarding social inequality. As you go over with this module‚ you will come up with realizations and reflections such as its causes and implications to the society. You will also realize later what possible actions you will push through to be a catalyst of change. Specifically‚ this will focus on the following: a. Social Differentiation and Stratification;
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