A rich view of lexical competence Peter J. Robinson In this article I begin by examining some features of the negotiation of meaning between learners and teachers‚ where the goal of the interaction is to convey the meaning of a technical word from the teacher to a learner. I suggest that this examination leads us to distinguish between the declarative knowledge ‘that’ words have particular meanings‚ and the procedures we typically employ for realizing or ‘achieving’ this declarative knowledge. These
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Journal of International Business Studies (2006) 37‚ 525–543 & 2006 Academy of International Business All rights reserved 0047-2506 $30.00 www.jibs.net Cross-cultural competence in international business: toward a definition and a model James P. Johnson1‚ Tomasz Lenartowicz2 and Salvador Apud3 1 Crummer Graduate School of Business‚ Rollins College‚ Winter Park‚ USA; 2Deparment of Management‚ International Business and Entrepreneurship‚ College of Business‚ Florida Atlantic University
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Communicative Competence Skill Using The Multiliteracies Pedagogy Model Introduction I will first describe the components of Communicative Competence then the four spheres of Multiliteracies Pedagogy then conclude by applying a skill. Communicative Competence Communicative Competence has five components: 1. Discourse Competence: The selection‚ sequencing‚ and arrangement of words‚ structures and utterances to achieve a unified spoken or written text. Examples of Discourse Competence skills:
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IKEA Nanjing Store’s Mission Each IKEA branch company needs to define its specific mission within the broader company‚ which mission is “Create a Better Everyday Life”. Thus‚ IKEA Nanjing Store might define its mission as‚ “Establish IKEA Nanjing as the leader in life at home”. IKEA Nanjing Store needs to be two directions: 1. Inspire and stimulate the many Nanjing people’s interest in improving their lives at home through deeply understanding people’s needs‚ frustrations‚ and dreams and
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While studying Information Logistics‚ 140 p‚ at the Centrum för Informationslogistik in Ljungby‚ has IKEA IT been our co-operating company. When we talked with our Department Manager during our internship‚ she describes co-operation problems between the units when they purchase IT-related indirect material. Indirect material is products that support the daily work within the organisation. Since IKEA recently started a central purchasing function for indirect material our assignment
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1. What are the strategic capabilities of IKEA? From the VIRO table (appendix 1) IKEA’s strategic capabilities are grouped into the following categories - Brand/quality reputation Financial strength Production capacity. Brand/Quality reputation IKEA operates (in 2002) 154 stores in 22 countries and serviced 286 million customers. With a 14% share of the market (in America)‚ there is huge opportunity for growth via a continued marketing campaign to leverage off its brand‚ differentiating
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renegotiate (and assuming that Kuusisto agrees)‚ how should he restructure the terms of the deal? Philips versus Matsushita 1) How did Philips become the leading consumer electronics company in the world in the postwar era? What distinctive competence did they build? What distinctive incompetencies? 2) How did Matsushita succeed in displacing Philips as No. 1? What were its distinctive competencies and incompetencies? 3) What do you think of the change each company has made to date - the
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The “IKEA Effect”: When Labor Leads to Love Michael I. Norton Daniel Mochon Dan Ariely Working Paper 11-091 Copyright © 2011 by Michael I. Norton‚ Daniel Mochon‚ and Dan Ariely Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. IKEA Effect - 1 - The “IKEA Effect”: When Labor Leads to Love MICHAEL I
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INTRO: IKEA is known for its strong organizational values‚ which are based on Swedish norms and in particular the opinions and values of the founder himself. It is not unusual to see IKEA employees following the norms and values even outside the working hours‚ but how important is OB really for IKEA? IKEA’S BRIEF HISTORY 1940-1950 A Swedish 17-year-old man named Ingvar Kampard founded Ikea in 1943. It all began with the Ikea catalogue that was sent from house to house‚ which is still known
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RETAIL INTERNATIONALIZATION AND THE ROLE OF KNOWLEDGE SHARING – THE CASE OF IKEAs EXPANSION INTO THE RUSSIAN MARKET Anna Jonsson School of Economics and Management Department of Business Administration Lund University e-mail: anna.jonsson@fek.lu.se Abstract Research on the internationalisation process and retail internationalisation acknowledges the relevance of knowledge management and organizational learning‚ even though there is a lack of discussion about the specific constructs and approaches
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