...MANAGING BUSINESS RELATIONSHIPS 1. Introduction 1.1. General issues about the reviewed book………………………………………... 3 1.2. Purpose and structure of this essay……………………………………………... 3 2. Summaries of the chapters of the book 1. 2.3. Summary of the chapter 1: IMP and the Interaction Approach..................... 4 2.4. Summary of the chapter 2: The manager and the Network............................ 6 2.5. Summary of the chapter 3: The Manager and the Relationship.................... 9 2.6. Summary of the chapter 4: Relationship with Customers.............................. 12 2.7. Summary of the chapter 5: Relationships with Suppliers............................... 13 2.8. Summary of the chapter 6: Distribution Business Networks.......................... 15 2.9. Summary of the chapter 7: Technology and Business Networks................... 16 2.10. Summary of the chapter 8: Managing in Networks........................................ 19 2.11. Summary of the chapter 9: SO WHAT DOES IT ALL MEAN?.................. 20 * 3. Assessment of the value of the book………………... 23 1. Introduction 1.1. General issues about the reviewed book. This book named Managing Business Relationships was written by David Ford (University of Bath in the UK), Lars-Erik Gadde (Charlmers University of Technology in Sweden), Hakan Hakansson (Nordic School of Management in Norway)...
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...KCA JOURNAL OF BUSINESS MANAGEMENT: VOL. 2, ISSUE 1 (2009). STRATEGIC POSITIONING FOR SUSTAINABLE COMPETITIVE ADVANTAGE: AN ORGANIZATIONAL LEARNING APPROACH John I. Njuguna1 Jomo Kenyatta University of Agriculture and Technology Juja, Kenya Abstract Organizational learning is increasingly being considered as one of the fundamental sources of competitive advantage within the context of strategic management. However, most literature has not clearly linked organizational learning with sustainable competitive advantage. This paper, therefore, explores and discusses the role of organizational learning in helping business firms to achieve sustainable competitive advantage. Specifically, it deals with how organizational learning process can be used to develop knowledge resources and capabilities that lead to sustainable competitive advantage. The main method used is analysis and integration of theories to develop a conceptual model. This paper proposes that, through organizational learning a firm can develop hard to imitate knowledge resources and capabilities (human capital as well as organizational capital) that create value which in turn lead to superior performance. INTRODUCTION In the 21 century business landscape, firms must compete in a complex and challenging context that is being transformed by many factors from globalization, frequent and uncertain changes to the growing use of information technologies (DeNisi, Hitt and Jackson, 2003). Therefore, achieving a competitive...
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...Strategic Leadership Critically evaluate the concept of strategic leadership | Introduction Every business, especially within our current and very intricate global settings, is subject of an extremely challenging venture in terms of features which may influence the function of an organisation (Hakansson and Snehota, 1995; Yli-Renko and Autio, 1998). The achievement or an eventual fiasco of a business is ascribed to these features (Gulati et al., 2000; Möller and Rajala, 2007). Therefore, strategic leaders aptitudes ought to be advanced perpetually and accurately in order to prepare them to face todays challenges as they might be eventually harder in the forthcoming (Hitt et al., 2009). Within the context a lucrative organisation, it is clearly acknowledge that the organisation ought to attempt and reach the level of customers’ contentment in order to be on top of the industry competition as well as generating benefits. In this way, to be capable to achieve its corporate objectives, the management of actual organisation must be directed by the principle of strategic leadership. Principally, the core intention of this paper is to critically evaluate the concept of strategic leadership. In this, possible advantages and restrictions of the execution of strategic leadership will be argued by the author of this paper. Moreover, this paper will attempt to provide a number of understanding information regarding the basic features of strategic leadership for instance strategic...
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...Journal of Management Development The evolving role of strategic management development Paul Brown Article information: To cite this document: Paul Brown, (2005),"The evolving role of strategic management development", Journal of Management Development, Vol. 24 Iss 3 pp. 209 - 222 Permanent link to this document: http://dx.doi.org/10.1108/02621710510584035 Downloaded by Universitas Pendidikan Indonesia At 20:32 22 February 2015 (PT) Downloaded on: 22 February 2015, At: 20:32 (PT) References: this document contains references to 29 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 9372 times since 2006* Users who downloaded this article also downloaded: David Lamond, Lee D. Parker, Philip Ritson, (2005),"Fads, stereotypes and management gurus: Fayol and Follett today", Management Decision, Vol. 43 Iss 10 pp. 1335-1357 http:// dx.doi.org/10.1108/00251740510634903 Marilyn M. Helms, Judy Nixon, (2010),"Exploring SWOT analysis – where are we now?: A review of academic research from the last decade", Journal of Strategy and Management, Vol. 3 Iss 3 pp. 215-251 http://dx.doi.org/10.1108/17554251011064837 Uma D. Jogulu, (2010),"Culturally-linked leadership styles", Leadership & Organization Development Journal, Vol. 31 Iss 8 pp. 705-719 http://dx.doi.org/10.1108/01437731011094766 Access to this document was granted through an Emerald subscription provided by 601976 [] For Authors If you would like to write...
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..."Who can be on entrepreneur you ask? Anyone who wants to experience the deep, dark canyons of uncertainly and ambiguity, and who wonts to walk the breathtaking highlands of success. But caution, do not plan to walk the Iotter until you hove experienced the former" An entrepreneur Results Expected Upon completion of this chapter you will have: l. Developed a definition of entrepreneurship and the entrepreneurial process that spans lifestyle to high potential ventures. 2. Examined the practical issues you will address and explore throughout the book. 3. Learned how entrepreneurs and their financial backers get the odds for success in their favor, defYing the pattern of disappointment and failure experienced by many. 4. Examined the Timmons Model of the entrepreneurial process, how it can be applied to your entrepreneurial career aspirations and ideas for businesses, and how recent research confirms its validity. Demystifying Entrepreneurship Entrepreneurship is a way of thinking, reasoning, and acting that is opportunity obsessed, holistic in approach, and leadership balanced. 1 Entrepreneurship results in the creation, enhancement, realization, and renewal of value, not just for owners, but for all participants and stakeholders. At the heart of the process is the creation and/or recognition of opportunities, 2 followed by the will and initiative to seize these opportunities. It requires a willingness to take risksboth personal and financial-out in a very calculated fashion in order...
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...Management ............................................... 5 Kurt Lewin Model: Assumptions and Implications ............................................... 8 Implications af Kurt Lewin Model....................................................................... 12 Some Basic Concepts and Definitions ................................................................. 15 Transactional Vs. Transformational Leadership .................................................. 18 Theories of Change in Organisations................................................................... 21 Life Cycle Theory ................................................................................................ 22 Teleological Theories of Change ......................................................................... 25 Dialectical Theories of Change............................................................................ 27 A Dialectical Approach to Organisational Strategy and Planning ....................... 29 Limitation of Dialectics; DA and DI.................................................................... 31 Theories of Change in Organisations................................................................... 33 Application of Evolutionary Theory .................................................................... 35 Further Application of Evolutionary Theories..................................................... 36 Greiner’s Model of Organisational Evolution and Revolution...
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...THE PDMA HANDBOOK OF NEW PRODUCT DEVELOPMENT T HIRD E DITION Kenneth B. Kahn, Editor Associate Editors: Sally Evans Kay Rebecca J. Slotegraaf Steve Uban JOHN WILEY & SONS, INC. Cover image: © Les Cunliffe/iStockphoto Cover design: Elizabeth Brooks This book is printed on acid-free paper. Copyright © 2013 by John Wiley & Sons, Inc. All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 7486008, or online at www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of...
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...chapter 10 the international context There never were, since the creation of the world, two cases exactly parallel. Philip Dormer Stanhope (1694–1773); English Secretary of State INTRODUCTION firms move out of their domestic market on to the Aswith differinglanguage, arenas.system, technologicalinternational stage, they aretofaced business The nations they expand to can vary with regard consumer behavior, legal infrastructure, business culture, educational system, labor relations, political ideology, distribution structures and fiscal regime, to name just a few. At face value, the plurality of the international context can seem daunting. Yet, the question is how important the international differences are for firms operating across borders. Do firms need to adapt to the international diversity encountered, or can they find ways of overcoming the constraints imposed by distinct national systems, structures and behaviors? This matter of understanding and dealing with international variety is one of the key topics for managers operating across borders. A second question with regard to the international context is that of international linkages – to what extent do events in one country have an impact on what happens in other countries? When a number of nations are tightly linked to one another in a particular area, this is referred to as a case of international integration. If, on the other hand, there are very weak links between developments in one country and developments...
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...Volume III Liz Mohn A Cultural Forum Corporate Cultures in Global Interaction Bertelsmann Foundation Gutersloh 2003 A Cultural Forum Corporate Cultures in Global Interaction Global Business Culture – an International Workshop, held in November 2002 in Gutersloh Content 04 05 Content 6 Foreword Liz Mohn Part I: Cultural Diversity as a Challenge for the Management of Globally Acting Companies: Forming Process of Interaction and Acculturation Global Corporate Cultures: Management between Cultural Diversity and Cultural Integration Wolfgang Dorow, Susanne Blazejewski Competing on Social Capabilities: A Defining Strategic Challenge of the New Millennium Piero Morosini Cultural Complexity as a Challenge in the Management of Global Companies Sonja Sackmann Managing Cultural Diversity: Insights from Cross-Cultural Psychology Felix Brodbeck Part II: Trust – Leadership – Conflict Management: Topics of Growing Importance to Multinational Companies at a Time of Globalization Corporate Culture of a Global Company: The Volkswagen Group Ekkehardt Wesner Organisational and Cultural Change at Deutsche Post World Net Joachim Kayser TOSHIBA EUROPE GmbH – An Example of Corporate Culture in Global Interaction Dirk Mandel Topics on the Increasing Significance of Globalization for Multinational Enterprises Gerhard Rübling List of Contributors 10 12 30 58 82 96 98 106 112 115 120 Foreword 06 07 Foreword Liz Mohn Mergers and...
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...Strategic Management Patricia Murtagh The University of Sunderland © 2014 The University of Sunderland First published January 2014, revised February 2014 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without permission of the copyright owner. While every effort has been made to ensure that references to websites are correct at time of going to press, the world wide web is a constantly changing environment and the University of Sunderland cannot accept any responsibility for any changes to addresses. The University of Sunderland acknowledges product, service and company names referred to in this publication, many of which are trade names, service marks, trademarks or registered trademarks. All materials internally quality assessed by the University of Sunderland and reviewed by academics external to the University. Instructional design and publishing project management by Wordhouse Ltd, Reading, UK Copyright © 2014 University of Sunderland ii Contents vi Introduction Unit 1 1 2 5 7 Concepts, models and theories 20 Introduction 2.1 A comparison of concepts, models and theories relating to competitive advantage 2.2 An evaluation of concepts, models and theories relating to strategic choice Case Study: Ciba Vision 2.3 Concepts, models and theories relating to strategic evaluation Case Study: The University of Exeter...
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...SAGE India website gets a makeover! Global Products Enhanced Succinct Intuitive THE Improved Interactive Smart Layout User-friendly Easy Eye-catching LEADING WORld’s LEADING Independent Professional Stay tuned in to upcoming Events and Conferences Search Navigation Feature-rich Get to know our Authors and Editors Why Publish with SAGE ? World’s LEADING Publisher and home and editors Societies authors Professional Academic LEADING Publisher Natural World’s Societies THE and LEADING Publisher Natural authors Societies Independent home editors THE Professional Natural Societies Independent authors Societies and Societies editors THE LEADING home editors Natural editors Professional Independent Academic and authors Academic Independent Publisher Academic Societies and authors Academic THE World’s THE editors Academic THE Natural LEADING THE Natural LEADING home Natural authors Natural editors authors home World’s authors THE editors authors LEADING Publisher World’s LEADING authors World’s Natural Academic editors World’s home Natural and Independent authors World’s Publisher authors World’s home Natural home LEADING Academic Academic LEADING editors Natural and Publisher editors World’s authors home Academic Professional authors Independent home LEADING Academic World’s and authors home and Academic Professionalauthors World’s editors THE LEADING Publisher authors Independent home editors Natural...
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...Southern Cross University ePublications@SCU Theses 2009 Strategic human resource management: what does it mean in practice? Ken Lovell Southern Cross University Publication details Lovell, K 2009, 'Strategic human resource management: what does it mean in practice?', DBA thesis, Southern Cross University, Lismore, NSW. Copyright K Lovell 2009 ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual output of Southern Cross University authors and researchers, and to increase visibility and impact through open access to researchers around the world. For further information please contact epubs@scu.edu.au. Strategic Human Resource Management: What does it mean in practice? Ken Lovellll Ken Love B Com (Industrial Relations), University of New South Wales B Soc Sc (Hons) (HRM), Southern Cross University A research thesis submitted to the Graduate College of Management, Southern Cross University, Australia, in partial fulfilment of the requirements for the degree of Doctor of Business Administration 15 May 2009 Statement of Original Authorship I certify that the substance of this thesis has not currently been submitted for any degree and has not previously being submitted for any other degree. I also certify that to the best of my knowledge any help received in preparing this thesis and all sources used have been acknowledged in this thesis. Signed ………………………………………………. Ken Lovell...
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...Southern Cross University ePublications@SCU Theses 2009 Strategic human resource management: what does it mean in practice? Ken Lovell Southern Cross University Publication details Lovell, K 2009, 'Strategic human resource management: what does it mean in practice?', DBA thesis, Southern Cross University, Lismore, NSW. Copyright K Lovell 2009 ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual output of Southern Cross University authors and researchers, and to increase visibility and impact through open access to researchers around the world. For further information please contact epubs@scu.edu.au. Strategic Human Resource Management: What does it mean in practice? Ken Lovellll Ken Love B Com (Industrial Relations), University of New South Wales B Soc Sc (Hons) (HRM), Southern Cross University A research thesis submitted to the Graduate College of Management, Southern Cross University, Australia, in partial fulfilment of the requirements for the degree of Doctor of Business Administration 15 May 2009 Statement of Original Authorship I certify that the substance of this thesis has not currently been submitted for any degree and has not previously being submitted for any other degree. I also certify that to the best of my knowledge any help received in preparing this thesis and all sources used have been acknowledged in this thesis. Signed ………………………………………………. Ken Lovell...
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...Family business models This page intentionally left blank Family business models Practical solutions for the family business Alberto Gimeno Associate Professor in Business Policy and Director of the Advanced Management Program (AMP), ESADE Business School, Spain Gemma Baulenas Family Business Knowledge S.L. Joan Coma-Cros Family Business Knowledge S.L. © Alberto Gimeno, Gemma Baulenas & Joan Coma-Cros 2010 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No portion of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, Saffron House, 6–10 Kirby Street, London EC1N 8TS. Any person who does any unauthorized act in relation to this publication may be liable to criminal prosecution and civil claims for damages. The authors have asserted their rights to be identified as the authors of this work in accordance with the Copyright, Designs and Patents Act 1988. First published 2010 by PALGRAVE MACMILLAN Palgrave Macmillan in the UK is an imprint of Macmillan Publishers Limited, registered in England, company number 785998, of Houndmills, Basingstoke, Hampshire RG21 6XS. Palgrave Macmillan in the US is a division of St Martin’s Press LLC, 175 Fifth Avenue...
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...RISK MANAGEMENT FOR COLLABORATIVE SOFTWARE DEVELOPMENT MOJGAN MOHTASHAMI is a Ph.D. candidate at the School of Management of Rutgers University and a lecturer at New Jersey Institute of Technology (NJIT). She can be reached at mojgan@oak.njit.edu. THOMAS MARLOWE is a professor of mathematics and computer science at Seton Hall University. He received Ph.D.s from Rutgers in 1975 and 1989. VASSILKA KIROVA received a Ph.D. in computer science from NJIT. Her areas of interest include specification and software productivity and quality. She can be reached at kirova@bell-labs.com. FADI P. DEEK is professor and dean of the College of Science and Liberal Arts at NJIT. His research interests include software engineering and learning systems. Mojgan Mohtashami, Thomas Marlowe, Vassilka Kirova, and Fadi P. Deek Collaborative software development involving multiple organizational units, often spanning national, language, and cultural boundaries, raises new challenges and risks that can derail software development projects even when traditional risk factors are being controlled. This article presents a framework that can be used to manage collaborative software development projects, based on an extended set of risk management principles. Three risk factors — trust, culture, and collaborative communication — are discussed in depth. OLLABORATIVE SOFTWARE DEVELOPment (CSD) entails multiple teams, working for multiple organizational units within the same or different companies, and no clear...
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