Relational and Alliance Perspectives 1. Introduction This summary provides a review of the strategic management. . It will first develop an understanding of relational and alliance perspectives‚ secondly it will demonstrate an awareness of the literature covered and finally highlight the implications. 2. Context a) Understanding of relational and alliance perspectives Ghoshal (1987)‚ in an attempt to define “global strategy” finds that the concept of global strategy has been linked
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Strategic Management Journal‚ Vol. 11‚ 171-195 (1990) THE DESIGN SCHOOL: RECONSIDERING THE BASIC PREMISES OF STRATEGIC MANAGEMENT HENRY MINTZBERG Faculty of Management‚ McGill University‚ Montreal‚ Quebec‚ Canada Among the schools of thought on strategy formation‚ one in particular underlies almost all prescription in the field. Referred to as the ’design school ’‚ it proposes a simple model that views the process as one of design to achieve an essential fit between external threat and opportunity
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income tax rate) = EBIT/Total Assets 1983 = 133896 / 1813199 = .073845 1982 = 108180 / 1628046 = .066448 1981 = 155673 / 1541326 = .100999 1980 = 145485 / 1746260 = .083312 1979 = 446649 / 1728694 = .258373 B. Turnover: i. Accounts receivable (based on average gross trade receivables) = Net Credit Sales/Avg Acct. Rec. 1983 = 294715 / 340418 = .865744 1982 = 262646 / 327610 = .801703 1981 = 343862 / 375659 = .915357 1980 = 322237 / 367762 = .876211 1979 = 296344 / 333071 = .889732 ii. Inventory
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This is my analysis of a Harvard Case Study prepared in 1981 of Lincoln Electric Company by Arthur Sharplin. While there are many citations throughout this essay‚ it is important to note that the ideas presented herein are that of Arthur D. Sharplin and James F. Lincoln. Lincoln Electric Company presents a unique‚ prime example of a wildly successful American manufacturing company. Starting with a basic philosophy of an honest day’s pay for an honest day’s work‚ treating employees as the Lincolns
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CASE 1.10 United States SUrgical Corporation 1980 an ‘1981 ftnicia1 sheets and iicbme statements fOr the j 1 Thas and subsequent quOtatiOnS unless indicated othrwise‚ were taken from Secunties and Exchange AccountiAg and AuthdrzEifocerhe‚# Release No 1O9A‚ August 1986. 122 H SECTION ONE COMPREHENSIVE CASES IIBIT 1 TED STATES :GICAL PORAT1ON’S ‘9—1981 kNCIAL TEMENTS Current Assets: Cash Receivables (net) Inventories: Finished Goods Work in Process Raw Materials Other Current
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Laporte maintained an extremely conservative capital structure. In 1981‚ while Laporte was approaching retirement‚ analysts speculated on the possibility of a more aggressive capital structure policy. Business Risk faced by AHP in 1981: In order to find the business risk faced by the company in 1981‚ we will run a regression using the company’s returns against the value-weighted returns including dividends from 1972 to 1981. (See Appendix 1) The slope of the regression line is the levered beta:
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the Charter Company. A) Profitability: ROTA = EBIT/total assets 1980 = 145485/[(1728694+1746260)/2]= 8.37% 1981 = 155673/[(1541326+1746260/2] = 6.45% 1982 = 108180/[(1628046+1541326)/2] =6.83% 1983 = 133896/[(1813199+1628046)/2]=7.78% B) Turnover: Accounts Receivables turnover ratio = Net Credit Sales/Average net receivables 1980 = 4563011/[(333071+367762)/2]=13.02% 1981 = 4966171/[(367762+375659)/2]=13.36% 1982 = 4017161/[(375659+327610)/2]=11.42% 1983 = 5656770/[(327610+340418)/2]=16
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assets‚ 1976-1981 ($ in millions) | | | | | | | | | 1981 | 1980 | 1979 | 1978 | 1977 | 1976 | Cash | 729.1 | 593.3 | 493.8 | 436.6 | 322.9 | 358.8 | Total Assets | 2‚588.5 | 2‚370.3 | 2‚090.7 | 1‚862.2 | 1‚611.3 | 1‚510.9 | Proportion | 28.2% | 25.0% | 23.6% | 23.4% | 20.0% | 23.7% | According to Figure 1‚ AHP’s cash was about 23% of total assets‚ rose constantly since 1978 to 1981‚ and reached 28.2% in 1981; thus‚ it has
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when auditors are given the same task‚ they frequently make different decisions.’ This result has been obtained for relatively simple tasks (e.g.‚ Joyce [1976]) and relatively complex tasks (e.g.‚ Reckers and Taylor [1979] and Mock and Turner [1981]). While consensus of decisions is not * Visiting Assistant Professor and Professor‚ University of Southern California. We would like to thank William Waller and Paul Watkins for their comments on an early draft of this paper. The paper has also
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obsessed with their lust for power to the point that it left them with a strong attraction for one another(Taylor‚ 1981‚ p. 78). This “Eva the bad” myth left the idea that as soon as the regime that Juan and Eva put into place began to rise‚ Eva was immediately the one taking charge and being headstrong with her desire to take control and have a leading place of power in it all (Taylor‚ 1981‚ p. 78). This myth leaves the question as to; was Eva Peron truly caring about the less fortunate and the lower
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