Citations: 1. Dyer‚ J.‚ Gregersen‚ H. & Christensen‚ C. (2009). Innovator ’s DNA. Harvard Business Review‚ 87(12)‚ 60-67. 2. Sternberg‚ R. J. (2010). Teaching creativity‚ not memorization. The Chronicle of Higher Education‚ Retrieved from http://chronicle.com/article/Teach-Creativity-Not/124879/ 3 4. (2003). Toward a creativity-friendly workplace: practical steps. Harvard Business School Press‚ Retrieved from http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=47173&R=7263BC-PDF-ENG&conversationId=265794
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executives use analogies to make strategic choices. The best strategists know both the power and peril of such comparisons. How Strategists Really Think Tapping the Power of Analogy by Giovanni Gavetti and Jan W. Rivkin COPYRIGHT © 2005 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Strategy is about choice. The heart of a company’s strategy is what it chooses to do and not do. The quality of the thinking that goes into such choices is a key driver of the quality and
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Correct” View Many companies espouse a “people-first” strategy. For instance‚ W.L. Gore and Associates‚ SAS Institute‚ Southwest Airlines‚ Goldman Sachs‚ Starbucks‚ and Lincoln Electric all claim to put their employees concerns ahead of all other business concerns. There is some empirical evidence that organizations that put their employees first are successful.[1] The basis of this practice is the belief that an organization’s employees are its key to competitive advantage. Given the
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Course Prerequisites: Admission into a graduate program at the university. Required Materials: Denis Collins (2012)‚ Business Ethics: How to Design and Manage Ethical Organizations‚ John Wiley and Sons Other assigned readings are noted on the attached course outline. Most of the articles will be posted on Sakai. Cases for the course can be purchased directly from the Harvard Business School. To purchase the cases‚ go to the coursepack link at: https://cb.hbsp.harvard.edu/cbmp/access/20490843
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Riofrir‚ R. 2013. “The used of information technology in office system and in business.” A Library Research Paper‚ WIT. Information Technology (IT) is the application of computers and telecommunications equipment to store‚ retrieve‚ transmit and manipulate data. Nowadays it had been proven that almost of the business industry are using IT especially in big business. In dealing business and office system‚ using IT is very convenient‚ it’s because it can carry out transactions‚ provide information
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Harper Business‚ 2006. (Not in reading packet. Please purchase book.) Rosenberg‚ Nathan‚ “Innovation’s Uncertain Terrain.” McKinsey Quarterly‚ pp. 170-185‚ Issue 3‚ 1995. In class video: Interview with Dan Bricklin‚ founder of Visicalc‚ from Triumph of the Nerds‚ An Irreverent History of the PC Industry‚ By Bob Cringely. Ambrose Video‚ RM Associates. 1996 Related reading: Geoffrey Moore‚ To Succeed in the Long Term‚ Focus on the Middle Term‚ Harvard Business
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manager is complicated and confusing. Making sense of it requires not a knack for simplification but the ability to synthesize insights from different mind-sets into a comprehensible whole. The Five Minds of a Manager COPYRIGHT © 2003 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by Jonathan Gosling and Henry Mintzberg The chief executive of a major Canadian company complained recently that he can’t get his engineers to think like managers. It’s a common complaint
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markets‚ and that can lead to expensive mistakes. Here’s a more rational approach to evaluating global opportunities. Distance Still Matters The Hard Reality of Global Expansion by Pankaj Ghemawat • Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 Distance Still Matters: The Hard Reality of Global Expansion 12 Further Reading A list of related materials‚ with annotations
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University of La Verne Graduate School of Business & Public Administration BUS 551 Seminar in Organization Theory & Behavior Spring Term 2014 Instructor: Loren R. Dyck Student Name: Student ID: Due date: 05/19/2014 As the rapid development of modern economy and the increasingly fierce market competition‚ the demand of how to manage organization change is increasing. Especially for leaders in both large and small companies‚ the ability of dealing
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HOW HOW THE MOST INNOVATIVE COMPANIES CAPITALIZE ON TODAY’S RAPID RAPID FIRE STRATEGIC CHALLENGES AND AND STILL MAKE THEIR NUMBERS. BY BY JOHN P. KOTTER PHOTOGRAPHY: GETTY IMAGES HBR.ORG November 2012 Harvard Business Review 45 THE BIG IDEA ACCELERATE! Perhaps the greatest challenge business leaders face today is how to stay competitive amid constant turbulence and disruption. Any company that has made it past the start-up stage is optimized for e ciency rather than for strategic agility—the
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