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or
call us at : 08263069601
Understanding the Dynamics of Business Group Advantages and Affiliate Level A...inventionjournals
This paper explores the theory of the competitive advantages of business groups and their affiliates. The goal is to address the literature on emerging economies which remains short in providing the theoretical background on the nature of different types of emerging economy firms and their competitiveness. This research offers a theoretical framework on the specific competitive advantages of business groups and their affiliates. Some theoretical and practical implications are presented to elucidate the value of the paper towards our understanding on the growth and behavior of business groups.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
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Understanding the Dynamics of Business Group Advantages and Affiliate Level A...inventionjournals
This paper explores the theory of the competitive advantages of business groups and their affiliates. The goal is to address the literature on emerging economies which remains short in providing the theoretical background on the nature of different types of emerging economy firms and their competitiveness. This research offers a theoretical framework on the specific competitive advantages of business groups and their affiliates. Some theoretical and practical implications are presented to elucidate the value of the paper towards our understanding on the growth and behavior of business groups.
France- Analyse - Lois de finances 2015-2016 - impact sur les remunerations e...Sabine Binisti
Les Lois de finances votées en fin d'année 2015 (Loi de Finances Rectificative pour 2015, Loi de Finances pour 2016 et Loi de Financement de la Sécurité Sociale pour 2016) ont apportés :
- des modifications majeures concernant la rémunération, notamment des dirigeants,
- des aménagements de la fiscalité personnelle et patrimoniale,
- et une modernisation des relations entre les contribuables et l'administration fiscale.
Retrouvez l'essentiel de ces mesures analysées par Vaucher Binisti Avocats - ASBV :
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
200 words each with one reference and include in-text citation.cargillfilberto
200 words each with one reference and include in-text citation.
1. Why is it important to measure return on investment of international assignments? Which indicators can be used?
2. Describe the main differences in the Going Rate and Balance Sheet Approaches to international compensation.
3. Why is it important for MNEs to understand the compensation practices of other countries?
4. What are the advantages and disadvantages of providing post-assignment guarantees of employment?
5. Compare the aim of global standardization of the HRM with the aim of realizing local responsiveness. How is the balance between those aims usually achieved?
6. How does a subsidiary’s role affect its ability to transfer ideas and work practices to other parts of the global network? What is the impact of the resources controlled by the respective affiliate?
7. What are three ways in which trade unions limit the strategic choices of MNEs?
8. What role does performance management play in a MNE?
9. Present and discuss some of the factors that make multinational performance management so problematic. What performance management systematic qualities can be designed to overcome these problems?
10. What is your view of international initiatives to criminalize foreign bribery?
...
Strategic Audit of a CorporationI. Current SituationA. Curre.docxflorriezhamphrey3065
Strategic Audit of a Corporation
I. Current Situation
A. Current Performance How did the corporation perform the past year overall in terms of return on investment, market share, and profitability?
B. Strategic Posture What are the corporation’s current mission, objectives, strategies, and policies?
1. Are they clearly stated, or are they merely implied from performance?
2. Mission: What business(es) is the corporation in? Why?
3. Objectives: What are the corporate, business, and functional objectives? Are they consistent with each other, with the mission, and with the internal and external environments?
4. Strategies: What strategy or mix of strategies is the corporation following? Are they consistent with each other, with the mission and objectives, and with the internal and external environments?
5. Policies: What are the corporation’s policies? Are they consistent with each other, with the mission, objectives, and strategies, and with the internal and external environments?
6. Do the current mission, objectives, strategies, and policies reflect the corporation’s international operations, whether global or multidomestic?
II. Corporate Governance
A. Board of Directors
1. Who is on the board? Are they internal (employees) or external members?
2. Do they own significant shares of stock?
3. Is the stock privately held or publicly traded? Are there different classes of stock with different voting rights?
4. What do the board members contribute to the corporation in terms of knowledge, skills, background, and connections? If the corporation has international operations, do board members have international experience? Are board members concerned with environmental sustainability?
5. How long have the board members served on the board?
6. What is their level of involvement in strategic management? Do they merely rubber-stamp top management’s proposals or do they actively participate and suggest future directions? Do they evaluate management’s proposals in terms of environmental sustainability?
B. Top Management
1. What person or group constitutes top management?
2. What are top management’s chief characteristics in terms of knowledge, skills, background, and style? If the corporation has international operations, does top management have international experience? Are executives from acquired companies considered part of the top management team?
3. Has top management been responsible for the corporation’s performance over the past few years? How many managers have been in their current position for less than three years? Were they promoted internally or externally hired?
4. Has top management established a systematic approach to strategic management?
5. What is top management’s level of involvement in the strategic management process?
6. How well does top management interact with lower-level managers and with the board of directors?
7. Are strategic decisions made ethically in a socially responsible manner?
8. Are strategic decisions made in an.
1.Nikes Core Competency The Risky Business of Fairy TalesThe Min.docxhacksoni
1.Nike's Core Competency: The Risky Business of Fairy Tales
The MiniCase indicates that Nike's core competency is to create heroes. How did Nike build its
core competency? Does it obey the VRIO attributes (valuable, rare, inimitable, and organized
to capture value based on the resource-based view of the firm)?
2.
Walmart and the Effects of Globalization
How have changes in the industry and the effects of globalization impacted Walmart’s ability to
successfully compete? List and describe two factors that are negatively impacting Walmart.
3.The Quest for Competitive Advantage: Apple vs. Microsoft
How much longer do you think Apple can sustain its competitive advantage (not just over
Microsoft, but in general)? Explain.
4.Does Twitter Have a Strategy?
Why is a
good strategy
so important, especially at high-tech startups like Twitter? Why is
crafting a
good strategy
at Twitter so difficult? What are some of the pitfalls that a CEO of a
company such as Twitter needs to watch out for when crafting and implementing a strategy?
5.Mitigating Risk and Uncertainty
Consider the six techniques Robinson (2007) describes that are used to mitigate risk and
uncertainty. Using an organization with which you are familiar, discuss examples from that
organization in which at least two techniques either were followed or should have been
followed. Explain how the handling of risk mitigation or uncertainty could have been improved.
6.Organic Growth Machine
Favaro, Meer, and Sharma (2012) discuss four rules for turning an organization into an organic
growth machine. Explain what behaviors in an organization with which you are familiar could be
changed to more successfully apply these rules.
7.
Strategic Alliances
Under what circumstances should an organization seek a strategic alliance? How have the
motivations for strategic acquisitions changed over time and how do those changes affect
(potential) M&Adecisions made by an organization with which you are familiar?
8.
Ambidextrous Behavior
Define the term "ambidextrous organization." Provide a real life example of an organization that
displays ambidextrous behavior. Explain your rationale.
9.
Shareholders, Employees, or Customers First?
One of Simons' (2010) questions asks you to determine whether the organization's
shareholders, employees, or customers come first. Consider which comes first in an
organization with which you're familiar. Discuss the specific behaviors exhibited by the
organization as a result of that choice, and consider how that choice might affect strategic
performance and employee retention.
...
France- Analyse - Lois de finances 2015-2016 - impact sur les remunerations e...Sabine Binisti
Les Lois de finances votées en fin d'année 2015 (Loi de Finances Rectificative pour 2015, Loi de Finances pour 2016 et Loi de Financement de la Sécurité Sociale pour 2016) ont apportés :
- des modifications majeures concernant la rémunération, notamment des dirigeants,
- des aménagements de la fiscalité personnelle et patrimoniale,
- et une modernisation des relations entre les contribuables et l'administration fiscale.
Retrouvez l'essentiel de ces mesures analysées par Vaucher Binisti Avocats - ASBV :
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
200 words each with one reference and include in-text citation.cargillfilberto
200 words each with one reference and include in-text citation.
1. Why is it important to measure return on investment of international assignments? Which indicators can be used?
2. Describe the main differences in the Going Rate and Balance Sheet Approaches to international compensation.
3. Why is it important for MNEs to understand the compensation practices of other countries?
4. What are the advantages and disadvantages of providing post-assignment guarantees of employment?
5. Compare the aim of global standardization of the HRM with the aim of realizing local responsiveness. How is the balance between those aims usually achieved?
6. How does a subsidiary’s role affect its ability to transfer ideas and work practices to other parts of the global network? What is the impact of the resources controlled by the respective affiliate?
7. What are three ways in which trade unions limit the strategic choices of MNEs?
8. What role does performance management play in a MNE?
9. Present and discuss some of the factors that make multinational performance management so problematic. What performance management systematic qualities can be designed to overcome these problems?
10. What is your view of international initiatives to criminalize foreign bribery?
...
Strategic Audit of a CorporationI. Current SituationA. Curre.docxflorriezhamphrey3065
Strategic Audit of a Corporation
I. Current Situation
A. Current Performance How did the corporation perform the past year overall in terms of return on investment, market share, and profitability?
B. Strategic Posture What are the corporation’s current mission, objectives, strategies, and policies?
1. Are they clearly stated, or are they merely implied from performance?
2. Mission: What business(es) is the corporation in? Why?
3. Objectives: What are the corporate, business, and functional objectives? Are they consistent with each other, with the mission, and with the internal and external environments?
4. Strategies: What strategy or mix of strategies is the corporation following? Are they consistent with each other, with the mission and objectives, and with the internal and external environments?
5. Policies: What are the corporation’s policies? Are they consistent with each other, with the mission, objectives, and strategies, and with the internal and external environments?
6. Do the current mission, objectives, strategies, and policies reflect the corporation’s international operations, whether global or multidomestic?
II. Corporate Governance
A. Board of Directors
1. Who is on the board? Are they internal (employees) or external members?
2. Do they own significant shares of stock?
3. Is the stock privately held or publicly traded? Are there different classes of stock with different voting rights?
4. What do the board members contribute to the corporation in terms of knowledge, skills, background, and connections? If the corporation has international operations, do board members have international experience? Are board members concerned with environmental sustainability?
5. How long have the board members served on the board?
6. What is their level of involvement in strategic management? Do they merely rubber-stamp top management’s proposals or do they actively participate and suggest future directions? Do they evaluate management’s proposals in terms of environmental sustainability?
B. Top Management
1. What person or group constitutes top management?
2. What are top management’s chief characteristics in terms of knowledge, skills, background, and style? If the corporation has international operations, does top management have international experience? Are executives from acquired companies considered part of the top management team?
3. Has top management been responsible for the corporation’s performance over the past few years? How many managers have been in their current position for less than three years? Were they promoted internally or externally hired?
4. Has top management established a systematic approach to strategic management?
5. What is top management’s level of involvement in the strategic management process?
6. How well does top management interact with lower-level managers and with the board of directors?
7. Are strategic decisions made ethically in a socially responsible manner?
8. Are strategic decisions made in an.
1.Nikes Core Competency The Risky Business of Fairy TalesThe Min.docxhacksoni
1.Nike's Core Competency: The Risky Business of Fairy Tales
The MiniCase indicates that Nike's core competency is to create heroes. How did Nike build its
core competency? Does it obey the VRIO attributes (valuable, rare, inimitable, and organized
to capture value based on the resource-based view of the firm)?
2.
Walmart and the Effects of Globalization
How have changes in the industry and the effects of globalization impacted Walmart’s ability to
successfully compete? List and describe two factors that are negatively impacting Walmart.
3.The Quest for Competitive Advantage: Apple vs. Microsoft
How much longer do you think Apple can sustain its competitive advantage (not just over
Microsoft, but in general)? Explain.
4.Does Twitter Have a Strategy?
Why is a
good strategy
so important, especially at high-tech startups like Twitter? Why is
crafting a
good strategy
at Twitter so difficult? What are some of the pitfalls that a CEO of a
company such as Twitter needs to watch out for when crafting and implementing a strategy?
5.Mitigating Risk and Uncertainty
Consider the six techniques Robinson (2007) describes that are used to mitigate risk and
uncertainty. Using an organization with which you are familiar, discuss examples from that
organization in which at least two techniques either were followed or should have been
followed. Explain how the handling of risk mitigation or uncertainty could have been improved.
6.Organic Growth Machine
Favaro, Meer, and Sharma (2012) discuss four rules for turning an organization into an organic
growth machine. Explain what behaviors in an organization with which you are familiar could be
changed to more successfully apply these rules.
7.
Strategic Alliances
Under what circumstances should an organization seek a strategic alliance? How have the
motivations for strategic acquisitions changed over time and how do those changes affect
(potential) M&Adecisions made by an organization with which you are familiar?
8.
Ambidextrous Behavior
Define the term "ambidextrous organization." Provide a real life example of an organization that
displays ambidextrous behavior. Explain your rationale.
9.
Shareholders, Employees, or Customers First?
One of Simons' (2010) questions asks you to determine whether the organization's
shareholders, employees, or customers come first. Consider which comes first in an
organization with which you're familiar. Discuss the specific behaviors exhibited by the
organization as a result of that choice, and consider how that choice might affect strategic
performance and employee retention.
...
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
1. AEREN FOUNDATION’S Maharashtra Govt. Reg. No.: F-11724
SUBJECT : STRATEGIC MANAGEMENT
COURSE : Total Marks : 80
Answer any Four of the following questions (20 marks each )
1) a) Explain the purpose of a mission statement.
b) Prepare a two-page typewritten mission statement for your company of your choice or for a
business school.
c) List five potentially vulnerable areas of a firm without a stated company mission.
2) Define the term social responsibility. Find an example of a company action that was legal but not
socially responsible. Give a few Indian example of Indian Firms that have incorporated Social
responsibility in their mission and vision statements.
3) What key emerging changes do you see in the global environment and
What are their implications for strategy?
Why do Company’s diversify?
4) Explain the relevance and the implication of Porter’s generic strategies and the five competitive
forces. Can mass customization outdate his generic strategies on an industry widespread basis?
5) Why are Joint Ventures formed? Are they relevant in the current WTO regime? What are the
characteristics and strategic issues involved in JV’s and why do they fail?
6) Describe the different types of co-operation strategies and illustrate each with examples. Explain
the utility of the SWOT exercise.
7) Write short notes on any 3 of the following :
a. Stakeholder expectations
b. The Value Chain
c. Franchising & Licensing
d. Core competency & sustained competitive advantage
e. Vision & Mission statements
AN ISO 9001 : 2000 CERTIFIED INTERNATIONAL B-SCHOOL