JÖNKÖPING INTERNATIONAL BUSINESS SCHOOL JÖNKÖPING UNIVERSITY St r at egi c Under standi ng A Qualitative Study on Similarities and Differences in Perceptions of Strategy Bachelor Thesis within Business Administration Author: Florance Batamuriza Tobias Berg Tony Hatami Tutor: Jönköping Jens Hultman & Anna Jenkins June 2006 Strategic Understanding - A Qualitative Study On Similarities and Differences in Perceptions of Strategy A Bachelor Thesis in Business Administration by Batamuriza
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I: Introduction I. A: Rationale/Motivation Over the past two decades, cross-border or international mergers and acquisitions (IM&As) have become the favored method of foreign direct investment (FDI). The form shows that IM&As go both ways: toward developing countries and from them, reshaping the world’s economic boundaries. Trends notwithstanding, researchers suggest that, overall, the expected financial benefits of M&As are often not recognized. The highest rate of failures has been linked
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Practice for Developmental Leaders, Elites and Coalitions DEVELOPMENTAL LEADERSHIP PROGRAM Research Paper 11 An analysis of Leadership Development Programmes working in the context of development Heather Lyne de Ver & Fraser Kennedy February 2011 www.dlprog.org DLP Policy and Practice for Developmental Leaders, Elites and Coalitions DEVELOPMENTAL LEADERSHIP PROGRAM The Developmental Leadership Program (DLP) is an international policy initiative informed by targeted
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methodology, especially compared to research within mainstream marketing in the US. During this rather long period of time advances in other disciplines have been beneficial for our own research. One such example is the development of Effectuation theory allowing us to understand entrepreneurial decision-making and consequently, important aspects of entrepreneurial marketing behaviour. Many of the research questions,
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to one another? The basic activities that make up the management process include setting goals and determining how to best achieve these goals. Once a manager has set these goals they must determine the necessary resources to carry them out. Leadership and motivation are a vital element as well as controlling the activities to meet the goals. 3. Identify several of the important skills that help managers succeed. Give an example of each. Technical skills are necessary for managers so that
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CONTENTS Page Number 1. Package of Personality Development 1 2. Leadership 4 3. Interpersonal Relations 7 4. Communication in organizations 9 5. Stress Management
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DEPARTMENT OF INSURANCE & ACTUARIAL SCIENCE STRATEGIC MANAGEMENT: AN INDISPENSABLE APPARATUS TO CREATE SUSTAINABLE COMPETITIVE ADVANTAGE IN THE VOLATILE ZIMBABWEAN SHORT-TERM INSURANCE MARKET? By HENSLEY MADAMOMBE N010 7541D SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS OF THE B.COM (HONOURS) DEGREE IN RISK MANAGEMENT AND INSURANCE SUPERVISOR: MR A. NYANHETE MAY 2014 Dedication To my family You have been my source of inspiration and hard work. You sacrificed everything that you had for
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A Three-fold Theory of Social Change and Implications for Practice, Planning, Monitoring and Evaluation By Doug Reeler, of the Community Development Resource Association, 2007 “I would not give a fig for the simplicity on this side of complexity. But I would give my life for the simplicity on the other side.” Oliver Wendell Holmes “Whosoever wishes to know about the world must learn about it in its particular details Knowledge is not intelligence. In searching for the truth be ready for the
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CHAPTER 4 Leadership Behaviors, Attitudes, and Styles The purpose of this chapter is to provide the reader with an understanding of basic leadership behavior and attitudes, as well as styles. Some of the information goes back to classic studies conducted in the 1950s and 1960s, and some is recent. Several other topics are featured: servant leadership, and how leaders use 360-degree feedback to fine-tune their behaviors, entrepreneurial leadership styles, and gender differences in leadership.
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Introduction to business and management J. Timms MN1107, 996D107, 2790107 2011 Undergraduate study in Economics, Management, Finance and the Social Sciences This is an extract from a subject guide for an undergraduate course offered as part of the University of London International Programmes in Economics, Management, Finance and the Social Sciences. Materials for these programmes are developed by academics at the London School of Economics and Political Science (LSE). For more information
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