Department of Management Sciences (PUMBA) Course Structure of Proposed ‘Executive MBA Programme’ (AY 2013-14) Second Year – Semester III Course Code301302303304305306Total Course TitleBusiness Policy & Strategic ManagementAdvanced Financial ManagementFunctional Elective – IFunctional Elective – IIFunctional Elective - IIIIndividual Research Project600 MarksInternalExternal505050505050505050505050 Functional Electives Marketing (Group A) Elective I (303-A) – Product & Brand Management Elective
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Art and Internet: Blessing the Curse?∗ Patrick Legros ECARES‚ Université Libre de Bruxelles and CEPR February 1‚ 2005 “Beauty‚ however‚ in its general aspect‚ is the inseparable characteristic of the idea when it has become known. In other words‚ everything is beautiful in which an idea is revealed; for to be beautiful means no more than clearly to express an idea.” — Schopenhauer (2004-eBook edition) “In the last analysis‚ the artist may shout from all the rooftops that he is a genius: he will
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ISB PGPMAX Brazil Term Embraer: in Search of Sustainable Competitiveness Prof. Carlos Arruda; Prof. Georges Blanc; Profa. Erika Barcellos Revised Version January 2011 PRODUCING AIRCRAFT FOR THE WORLD IN BRAZIL EMBRAER: IN SEARCH OF SUSTAINABLE COMPETITIVENESS 2 PRODUCING AIRCRAFT FOR THE WORLD IN BRAZIL EMBRAER: IN SEARCH OF SUSTAINABLE COMPETITIVENESS “Some years ago our competitors used to say: How dare these “ugly ducklings” from South America try to sell an aircraft in the
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References: 1. Panka. Ghemawat‚ Jose. Luis. Nueno. “ZARA: Fast Fashion.” Harvard Business School. 9-703-497 REV: December 21‚ 2006. Print. 2. Andrew. Mcafee‚ Vincent. Dessain‚ Anders. Sjoman. “ZARA: IT for Fast Fashion.” Harvard Business School. 9-604-081 REV: September 6‚ 2007
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CHAPTER 6 Entering Global Markets “The multinational corporation knows a lot about a great many countries and congenially adapts to supposed differences..... By contrast‚ the global corporation knows everything about one great thing. It knows about the absolute need to be competitive on a worldwide basis as well as nationally and seeks constantly to drive down prices by standardising what it sells and how it operates. It treats the world as composed of a few standardised markets rather than
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International Business Strategy Dr. Wu Zan **What is International Business ? - Business : Intergration of different functional areas (HR‚ Accounting‚ Finance‚ Strategy…) - International Business : business activities conducted across cultural and national boundaries. - Real life examples : We are living the age of international business and globalization. Ex : Australia = its government is negociating a free trade agreement with China‚ its biggest international partner in business. In the past
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Available online at www.sciencedirect.com Research in Organizational Behavior 28 (2008) 185–206 Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma Charles A. O’Reilly IIIa‚*‚ Michael L. Tushman b a Graduate School of Business‚ Stanford University‚ Stanford‚ CA 94305‚ USA b Harvard Business School‚ Soldiers Field Road‚ Boston‚ MA 02163‚ USA Abstract How do organizations survive in the face of change? Underlying this question is a rich debate about whether organizations
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Activity-Based Systems: Measuring the Costs of Resource Usage Robin Cooper and Robert S. Kaplan Robin Cooper is a Professor at the Claremont Graduate School and Robert S. Kaplan is a Professor at the Harvard Business School. This paper describes the conceptual basis for the design and use of newly emerging activity-based cost (ABC) systems. TVaditional cost systems use volume-driven allocation bases‚ such as direct labor dollars‚ machine hours‚ and sales dollars‚ to assign organizational expenses
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References: • Airbus vs. Boeing in Superjumbos: Credibility and Preemption Report by Benjamin C. Esty (HBS) and Pankaj Ghemawat (HBS)‚ Current Draft: August 3‚ 2001 • Strategic Management: Competitiveness and Globalization‚ Fifth Edition‚ Michael A | | |5 |10 |15 |20 |25 | |Discount|9 |(3292.17) |366.47 |4025.11 |7683.75 |11342.39 | |Rate (%)| | | | | | | | |10 |(3445
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From: Charles Hill‚ International Business‚ 2013‚ 9th Ed.‚ McGraw Hill Chapter 15. Entry Strategy and Strategic Alliances General Motors in China The late 2000s were not kind to General Motors. Hurt by a deep recession in the United States and plunging vehicle sales‚ GM capped off a decade where it had progressively lost market share to foreign rivals such as Toyota by entering Chapter 11 bankruptcy. Between 1980‚ when it dominated the U.S. market‚ and 2009‚ when it entered bankruptcy protection
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