...employees to help develop, design and initiate new products. Not only do these teams work together in the same location, they are able to work across the country or around the world. Group dynamics can also enhance leadership development. Group based leadership requires leaders to work in unison so they may develop executive skill sets, tackle real-world challenges in real time, provide one another with high-value feedback, and enhance their interpersonal communications. Achieving Mutual Goals through Positive Interdependence “Positive interdependence exists when one perceives that one is linked with others in a way that one cannot succeed unless they do [and vice versa] and/or that one must coordinate one’s efforts with the efforts of others to complete a task” (Johnson, 2003; Johnson & Johnson, 1989). There are nine types of positive interdependence which may help a group to achieve their mutual goals. Some are Positive Goal Interdependence that helps each individual realize that they can achieve their goals only...
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...European Journal of Marketing Emerald Article: Value creation in supply chain relationships: a critique of governance value analysis Trond Hammervoll Article information: To cite this document: Trond Hammervoll, (2009),"Value creation in supply chain relationships: a critique of governance value analysis", European Journal of Marketing, Vol. 43 Iss: 5 pp. 630 - 639 Permanent link to this document: http://dx.doi.org/10.1108/03090560910946963 Downloaded on: 07-07-2012 References: This document contains references to 41 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 2200 times since 2009. * Users who downloaded this Article also downloaded: * James DeLisle, Terry Grissom, (2011),"Valuation procedure and cycles: an emphasis on down markets", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 384 - 427 http://dx.doi.org/10.1108/14635781111150312 David Wyman, Maury Seldin, Elaine Worzala, (2011),"A new paradigm for real estate valuation?", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 341 - 358 http://dx.doi.org/10.1108/14635781111150286 François Des Rosiers, Jean Dubé, Marius Thériault, (2011),"Do peer effects shape property values?", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 510 - 528 http://dx.doi.org/10.1108/14635781111150376 Access to this document was granted through an Emerald subscription provided by University of Pretoria For Authors: If you would like to write for...
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...important, I would direct your attention to four particular items. FM 1 establishes the fundamental principles for employing landpower. The most important of these are the Army’s operational concept and the fundamentals that support it. They form the foundation for all Army doctrine. All Soldiers should understand and internalize them. FM 1 describes the American profession of arms, the Army’s place in it, and what it means to be a professional Soldier. Central to this discussion are the Soldier’s Creed, Warrior Ethos, and Army Values. These three statements establish the guiding values and standards of the Army profession. To understand Soldiers, you must know about them. To be a Soldier, you must live them. FM 1 discusses Army contributions to the joint force. As the Armed Forces achieve even greater joint interdependence, the Army will depend more on the other Services and vice versa. For this reason, the Army is currently transforming its units and institutions to enhance our campaign qualities for sustained operations and to achieve greater expeditionary and joint capabilities. It is important for Soldiers and all who support or are associated with the Army to understand these contributions and how the Army is transforming to better meet its obligations to the other Services. Finally, FM 1 talks about Soldiers, the centerpiece of all Army organizations. Without Soldiers there is no Army. Soldiers of all components and the Army civilians who support them render selfless service...
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...Academy of Management Journal 2006, Vol. 49, No. 5, 894–917. WHEN DOES TRUST MATTER TO ALLIANCE PERFORMANCE? REKHA KRISHNAN Simon Fraser University XAVIER MARTIN NIELS G. NOORDERHAVEN Tilburg University We examine how uncertainty moderates the trust-performance relationship in alliances, building on the distinction between behavioral uncertainty, which relates to anticipating and understanding partners’ actions, and externally caused environmental uncertainty. We argue that trust matters more to performance under behavioral uncertainty and less under environmental uncertainty. In data from 126 international alliances, the positive relationship between trust and performance is stronger under high behavioral uncertainty and weaker under high environmental uncertainty. We conclude that partners should concentrate on developing interorganizational trust where potential improvement in alliance performance justifies this effort, which in turn depends on the type of uncertainty faced. Strategic alliances blur firm boundaries and create mutual dependence between previously independent firms (McEvily, Perrone, & Zaheer, 2003). A distinctive characteristic of strategic alliances is that partners have to deal not only with the uncertainty in their environment but also with the uncertainty arising from each other’s behavior (Harrigan, 1985). Because of partners’ dependence on each other, previous research has emphasized the importance of relational factors for the smooth functioning...
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...merits of the dynamic, knowledge-based capabilities2 underpinning the positions organizations occupy in a sector or market. Strategic alliances—meaning cooperative agreements between two or more organizations—are a means to enhance strategic resources: self-sufficiency is becoming increasingly difficult in a complex, uncertain, and discontinuous external environment that calls for focus and flexibility in equal measure. Everywhere, organizations are discovering that they cannot “go” it alone and must now often turn to others to survive.3 Preamble 1 2 3 The resources that the theory deemed of strategic importance were valuable, rare, inimitable, and nonsubstitutable (leading to charges of tautology). Importantly, the list of what constitutes a resource was expanded in the 1990s with the refinement that the encompassing construct previously called resources should be segregated into resources and capabilities. Dynamic capability is an organization’s ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. In the 21st century, the challenges go beyond facing global competition, meeting client expectations or demands for integrated solutions to their needs, adjusting to shortened product life cycles, coping...
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...superiors. Whilst it is in my interests to secure a profit it cannot be at the expense of a business relationship. Therefore substantive and relationship outcomes are important and assuming that substantive outcomes are also important to Knight, either a trusting or principled collaboration strategy should be adopted (Savage, Blair & Sorenson 1989). As it is difficult to determine whether Knight has the same relationship goal and as I am concerned about profit, it is appropriate to adopt a principled collaboration strategy. Savage, Blair & Sorenson (1989) correctly point out that if Excalibur is trusting it is possible that Knight take advantage of the given information. Lax & Sebenius (2006) acknowledge the need to create joint value while protecting the negotiators vulnerability and suggest being strategic in the information...
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...The Nature of Negotiation 1-1 Introduction Negotiation is a basic generic human activity A process that is often used in labor management relations 1-2 Introduction Business deals ◦ Mergers ◦ Sales International Affairs Every Day Activities 1-3 Introduction Negotiation is something that everyone does, almost daily 1-4 Introduction The Structure and process of negotiation are fundamentally the same ◦ at the personal level ◦ at the diplomatic level ◦ at the corporate level 1-5 Introduction We may fail to negotiate sometimes perhaps because we do not recognize that we are in a bargaining situation 1-6 Negotiations Negotiations occur for several reasons: ◦ To agree on how to share or divide a limited resource ◦ To create something new that neither party could attain on his or her own ◦ To solve a problem or dispute between the parties 1-7 Approach to the Subject Most people think bargaining and negotiation mean the same thing; however, we will be distinctive about the way we use these two words: Bargaining: describes the competitive, win-lose situation Negotiation: refers to win-win situations such as those that occur when parties try to find a mutually acceptable solution to a complex conflict 1-8 Key Principles and Mistakes Achieving a settlement through negotiation is not just a matter of applying a repertory of tactics and techniques in whatever...
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...accurately, they must understand the many environmental factors. In this paper, environmental factors that affect global and domestic marketing decisions of the Starbuck Corporation will be identified. The influence of global economic interdependence and the effect of trade practices and agreements will be analyzed. The importance of demographics and physical infrastructure will be examined. The influence of cultural differences will be analyzed. The importance of social responsibility and ethics versus legal obligation will be examined. The effect of political systems and the influence of international relations will be analyzed. The influence of the Foreign Corrupt Practices Act of 1977, and the influence of local, national, and international legislation will be analyzed. Finally, the effect of technology will be explained. Starbucks began in 1971 as a roaster and retailer of whole bean, ground coffee, teas, and spices in only one store in Seattle, WA. Today, Starbucks has approximately 18,000 retail stores in 60 countries. Their mission, which they take pride in, is to inspire and nurture the human spirit- one person, one cup and one neighborhood at a time. As a global company, Starbuck relies on global economic interdependence; it helps increase the revenue. Starbucks has always believed in serving the best...
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...influence each other, and a collection of individuals who are trying to satisfy some personal need through their joint association. 2. Group dynamics - the scientific study of the nature of groups, behavior in groups, group development, and the interrelations between groups and individuals, other groups, and larger entities. 3. Group effectiveness - the ability of a group to accomplish its goals effectively. 4. Interdependence - the idea that in a group an event that affects one of them affects them all. 5. Role - expectation of the appropriate behavior of an occupant of a position toward other related positions. 6. Norm - common belief regarding group members’ appropriate behavior, attitudes, and perceptions; rules, implicit or explicit, that regulate the behavior of group members. 7. Status - the degree to which an individual’s contribution is crucial to the success and prestige of the group, how much power and control over outcomes that individual has, and the extent to which the person embodies some idealized or admired characteristic. 8. Sequential-stage theory of group development - the typical order of the phases of group development. 9. Recurring-phase theory of group development - focus on the issues that dominate group interaction again and again. 10. Primary group - small groups characterized by face-to-face interaction, interdependence, and strong group identification such as families and very...
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...PROJECT OF MANAGERIAL ECONOMICS ON PETROLEUM INDUSTRY IN INDIA (OLIGOPOLY MARKET STRUCTURE) (TERM PAPER) SUBMITTED TO:-MOHD. IRFAN COMPILED BY:- ISHAN GUPTA (FS 21) Contents INTRODUCTION 4 Petroleum Industry in India 5 WHY OLIGOPOLY MARKET? 6 JUSTIFICATION 9 WHICH AMONG THE THREE IS 11 DOMINANT? 11 INTRODUCTION PETROLEUM INDUSTRY is considered to be the backbone of an economy because this is the main source of energy till date. Any economy around the world would fail to proceed a single step in the absence of petroleum industry. Thus, before using this energy source, the crude petroleum is required to be refined in the petroleum refineries for extracting various fractions for energy generation namely, Petrol, kerosene, Natural gas, Asphalt and many more. The most important part of petroleum industry is the petroleum refining industry. Petroleum is basically a non-renewable form of fuel which is subject to extinction from the world after a certain point of time. Petroleum industry is huge and a slight effect on it has a major impact on the economy all over the globe. The resource is scarce and DEMAND is very high thus ultimately results in price hike. Price of petroleum is determined by DEMAND-SUPPLY...
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...Journal of Organizational Behavior J. Organiz. Behav. 30, 359–378 (2009) Published online 25 April 2008 in Wiley InterScience (www.interscience.wiley.com) DOI: 10.1002/job.537 Team conflict management and team effectiveness: the effects of task interdependence and team identification ANIT SOMECH1*, HELENA SYNA DESIVILYA2 AND HELENA LIDOGOSTER1 1 2 University of Haifa, Haifa, Israel Emek Yezreel College, Emek Yezreel, Israel Summary The present study explores the dynamics of conflict management as a team phenomenon. The study examines how the input variable of task structure (task interdependence) is related to team conflict management style (cooperative versus competitive) and to team performance, and how team identity moderates these relationships. Seventy-seven intact work teams from high-technology companies participated in the study. Results revealed that at high levels of team identity, task interdependence was positively associated with the cooperative style of conflict management, which in turn fostered team performance. Although a negative association was found between competitive style and team performance, this style of team conflict management did not mediate between the interactive effect of task interdependence and team identity on team performance. Copyright # 2008 John Wiley & Sons, Ltd. Introduction In modern organizations, teams have become the method of choice for responding quickly to technological and market changes and thus improving the organization’s...
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...existence, whether or not it is real or illusory. It suggests that although we do not see something perhaps it does not mean that it doesn’t exist. The study of ontology takes 2 conflicting views, subjectivism and objectivism. The ontology of modernism is objectivism. The modernists believe that reality exists independent of our knowledge of it. From the objectivist’s point of view, reality is experienced through our five senses and our knowledge of what’s around us is derived from what we encountered and that the knowledge may be substantiated overtime by scientific methods to enhance its reliability (Hatch and Cunliffe, 2006). However, this is strongly objected by the point of view of the subjectivists. The subjectivists believe that the reality exists only when it is experienced and registered by someone. In addition, the symbolic-interpretivist broadens the perspective of reality to involve collection of data outside of the five senses, such as intuition and emotions. As a result, what the symbolic-interpretivist classifies as reality cannot be easily replicated and applied to other situations. Epistemology refers to how we go about gaining the knowledge of knowing. It concerns the questioning of how knowledge is generated and how do we differentiate the good and the bad, the...
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...2009 Kale and Singh 45 A R T I C L E Managing Strategic Alliances: What Do We Know Now, and Where Do We Go From Here? by Prashant Kale and Harbir Singh Executive Overview Alliances present a paradox for firms. On the one hand, firms engage in a large number of alliances to secure and extend their competitive advantage and growth; on the other hand, their alliances exhibit surprisingly low success rates. In this paper, we discuss how firms can address these failures by identifying some of the primary drivers of alliance success. First, we discuss how firms can achieve success with any individual alliance by considering critical factors at each phase of the alliance life cycle. Second, we show how firms can increase their overall alliance success by developing and institutionalizing firm-level capabilities to manage alliances. Third, we highlight emerging issues in the alliance context, including the need to recognize a new class of alliances between firms and not-for-profit organizations or individuals, the benefits of taking a “portfolio approach” to alliance strategy and management, and the opportunity to transfer one’s alliance capabilities to the effective management of other interfirm relationships, including acquisitions. I The Alliance Paradox n the last two decades, alliances have become a central part of most companies’ competitive and growth strategies. Alliances help firms strengthen their competitive position by enhancing market...
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...MBA505 INTERNATIONAL BUSINESS MANAGEMENT REV11A CHAPTER 1: ASSESSING THE ENVIRONMENT POLITICAL, ECONOMIC, LEGAL, TECHNOLOGICAL CHAPTER SYNOPSIS This chapter explains the elements of International Business Management. It gives a sound understanding of factors such as Political and Economic Environment, Legal Environment, and Technological Environment. Also, it covers the effects of Regional Trading Blocks, Information Technology, The Globalization of Human Capital, The Global Manager’s Role CHAPTER OUTLINE The Global Business Environment Regional Trading Blocks Information Technology The Globalization of Human Capital The Global Manager’s Role The Political and Economic Environment The Legal Environment The Technological Environment ISSUES FOR REVIEW AND DISCUSSION I. The Global Business Environment A. Global management Global management is the process of developing strategies, designing and operating systems, and working with people around the world to ensure sustained competitive advantage. 1. Globalism “Global competition characterized by networks that bind countries, institutions and people in an interdependent global economy.” 2. Evidence/Indicators of Globalism The growth rate of the trade of goods has grown faster than the world production of goods. The European Union has now caught up with the United States to share the position of the world’s largest investor. 2011 AMERICAN CITY UNIVERSITY Page 1 of 28 MBA505 INTERNATIONAL BUSINESS MANAGEMENT ...
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...Chapter 6 1. What is strategy? What is strategic planning? a. List the reasons a company would have if it wants to operate internationally. b. List the seven steps in the strategic management process. 2. What is environmental scanning? What areas are most commonly focused in environmental scanning? a. What is the difference between environmental scanning at the multinational level and the regional level? b. Describe the various sources of information that are available to managers. 3. What is a SWOT analysis? How is it used in strategic planning? a. What are the two levels of strategic alternatives that a firm must consider when competing internationally? b. Compare and contrast globalization and regionalization. 4. Describe the strategies of globalization and regionalization. When can each strategy be used most effectively? Chapter 7 1. What is global alliance and why should a company seek a global alliance over other forms of market entry? a. What motivates a company to develop a cross-border alliance? . b. Briefly explain FIVE (5) challenges in implementing global alliances? 2. What is the "dual nature" of strategic alliances? a. What are the benefits of outsourcing abroad? What should firms do when implementing a global sourcing strategy? 3. What is international joint venture control? Why is it important? a. Describe the process of knowledge management in international joint ventures. b. What are some of the complexities...
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