with Michael sitting with Kay and talking about his family. He goes as far as to tell Kay about family secrets and how there was a hit put out on someone and how his family was involved. Kay is taken aback by this naturally‚ but the audience is even more taken aback because they’re seeing a member of the Corleone family go against family code. That opening scene contrasts from the final scene in the first film in many ways‚ but a big difference between the two is how Kay asks Michael about the family
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Yes‚ that must be it! Well‚ I’ll return it after the tournament.’” When Arthur borrowed the sword he decided to return it when most people would have stolen it. King Arthur also showed himself to be loyal. The story said‚ “But after all‚ Kay was Sir Kay now‚ and he rarely had
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between weaknesses‚ missed opportunities‚ rigidities and resources. Research limitations/implications – By synthesising resource-based theory in a practice-relevant form‚ the paper delineates a concrete set of practices that relate to firms’ dynamic capability to manage resources and competence. Practical implications – The paper details an approach to resource and competence analysis that leads directly to decisions about how a firm can manage the resources in question. The model gives a central role
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likely to determine whether a firm will be able to take advantages of opportunities while avoiding threats Core and Distinctive Competencies Types of resources Tangible Assets- plant‚ equipment‚ finances‚ and location Human Assets- number of employees‚ their skills‚ and motivation Intangible Assets- a company’s ability to exploit its resources Dynamic capabilities: capabilities that are constantly being changes and reconfigured to make them more adaptive to an uncertain environment Core rigidity
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com/definition/external-environment.html o MANAGEMENT A Pacific Rim Focus 5e‚ By: Kathryn (Kay) o Bartol‚ Margaret Tein‚ Graham Matthews‚ Bishnu Sharma‚ Copy Right @ McGraw Hill 200‚ Pg80. o MANAGEMENT A Pacific Rim Focus 5e‚ By: Kathryn (Kay) Bartol‚ Margaret Tein‚ Graham Matthews‚ Bishnu Sharma‚ Copy Right @ McGraw Hill 200‚ Pg77. o http://tutor2u.net/business/gcse/external_environment_introduction.htm o MANAGEMENT A Pacific Rim Focus 5e‚ By: Kathryn (Kay) Bartol‚ Margaret Tein‚ Graham Matthews‚ Bishnu Sharma‚ Copy
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block of stone‚ and whoever pulls the sword out is the rightful King of Britain. Sir Kay went to a tournament‚ but forgot his own sword‚ once he remembered Arthur came along‚ he decided to send Arthur to get his sword back to him. Instead of bringing back Sir Kay’s sword‚ he brought King Uther’s sword out of the stone. The use of vocabulary in the story is moderate‚ for example “They were confronted by a
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In The Dietary Adaptations of European Miocene Catarrhines journal report‚ written by researchers Peter S. Ungar and Richard F. Kay‚ the findings show that the European Miocene apes varied greatly in their dietary consumption in comparison to modern apes. This was done by Ungar and Fay analyzing the development of the molar shearing crest found in the jaws of Miocene hominid specimens found in Europe. One helpful piece of information that helped shaped this research is knowing how folivorous apes
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that were too small to work in factories. According to Kay‚ “Besides the negative results—the total abstraction of every moral and intellectual stimulus—the absence of variety—banishment from the grateful air and the cheering influences of light‚ the physical energies are exhausted by incessant toil‚ and imperfect nutrition” (Perry‚ 2014‚ p. 145). Kay suggests that factory work is exhausting‚ and difficult work both morally and intellectually. Kay further suggests‚ “The neglect of all religious ordinances
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Wynn Resorts Q1: What are Wynn Resorts’ distinctive resources and competencies? As the founder of Wynn Resorts‚ Steve Wynn‚ the CEO could be regarded as the first significant resource for the company. He has 30 years experience and passion in operating and managing casinos‚ and has built up essential relationship‚ contacts and liaison with government‚ enterprises and upper-society‚ which could not be achieved by every company and hence became the distinctive resource helping to stabilize Wynn Resorts’
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indicate that organisational performance is largely explained by the joint effect of firm distinctive competences and cluster-shared competences. It was also found that the greater the degree of a firm’s embeddedness in an industrial district‚ the greater the effect of its distinctive competences on organisational performance. This evidence suggests that firms which are better endowed with resources and capabilities find the development of sustainable competitive advantages easier when they locate in
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