India Vs Bharat Ashish Tripathi wrote about his experiences while volunteering in rural Uttar Pradesh‚ asking why the growing economic development in India is so different from the grim realities of Bharat "Sone Ki Chidiya Ki udan" is the main heading of today’s Dainik Bhaskar. The article puts the question- who says India is no more a golden bird? It further points that it is clearly evident from the economic boom‚ that India has become the golden bird again. The sensex is going higher and higher
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Vision of the Future: Role of Human Resources in the New Corporate Headquarters. Delaney‚ J.T.‚ & Huselid‚ M.A. (1996). The impact of human resource management practices on perceptions of performance in for-profit and nonprofit organizations Hamel‚ G.‚ & Prahalad‚ C.K. (1994). Competing for the Future. Huselid‚ M.A. (1995). The impact of human resource management practices on turnover‚ productivity‚ and corporate financial performance. Academy of Management Journal‚ 38‚ 635–672. Huselid‚ M.A.‚ & Becker
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CSAC05 1/13/07 9:21 Page 123 5 Analyzing Resources and Capabilities Analysts have tended to define assets too narrowly‚ identifying only those that can be measured‚ such as plant and equipment. Yet the intangible assets‚ such as a particular technology‚ accumulated consumer information‚ brand name‚ reputation‚ and corporate culture‚ are invaluable to the firm’s competitive power. In fact‚ these invisible assets are often the only real source of competitive edge that can be sustained over time
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Faculty of Economic & Business كلية االقتصاد واإلدارة Syllabus Strategic Management (BUS 420) Muhammad Zafar Yaqub‚ Ph.D.‚ MBA‚ MA (Eco.)‚ MA (Pol. Sc.) Room No. 479‚ 4th Floor Department of Business Administration Voice Direct: +966 2 70470 Mobil: +966 565 466737 Email: zafar.yaqub@yahoo.com Skype ID : mzyaqub COURSE DESCRIPTION With the advent of the (global) marketplace becoming more and more dynamic and tough due to an ever-intensifying competition‚ a key determinant/antecedent of the firms’
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The Impact of Core Competencies on Competitive Advantage 1. Introduction Companies need to learn to manage tomorrow’s opportunities as competently as they manage today’s businesses. The discovery of new competitive space is helped when a company has a class of technology generalists that can move from one discipline to another. The new market development can be geared up by developing the capability to redeploy the human resources quickly from one business opportunity to another. It is the top
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1. Which are the archetypes does Verbeke distinguish? Draw the figures associated with these archetypes. Verbeke distguish between 4 types of archetypes and they are the following: Centralized exporter: Home country managed firm. Firm specific advantage in its final products. Standardized products manufactured at home. Only the transferable firm specific advantages are taken to the host country‚ meaning that they try to make exporting successful in international markets. No development of location
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The key is not just the invention but the capability to innovate by bringing the product successfully to the market. An important point to remember is that focus of innovation should be providing new solutions which better meet customer needs. Innovative solutions often do not require major breakthroughs in technology. For example Direct Line became the leader in car insurance by removing the need for brokers through its telemarketing campaigns. Or Dell became the profitable computer company just
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Hesterley‚ W. 2008‚ Strategic Management and Competitive Advantage. Prentice Hall. Coulter‚ M. 2008‚ Strategic management in action. 4th Edition. Pearson Education. Frosterus‚ N. & Roponen‚ S. 2011‚ Suomalainen verkkokauppa kasvaa ja kehittyy. Hamel‚ G. & Prahalad‚ C. K. 2006‚ Kilpajuoksu tulevasta. Original English version: Competing for the Future Heikkinen‚ H. & Huttunen‚ R. & Moilanen‚ P. 1999‚ Siinä tutkija missä tekijä. Atena Kustannus. Hirsjärvi‚ S. & Remes‚ P. & Sajavaara‚ P. 1997‚ Tutki ja kirjoita
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(1998). The analysis of dynamic capabilities in a competence-oriented organization. Technovation‚ 18(3): 179-189 Pettus‚ M Porter‚ M. E. (1980). Competitive Strategy: Techniques for analyzing Industries and Competitors. Free Press: New York. Prahalad‚ C. K. & Hamel‚ G. (1990). The core competence of the corporation. Harvard Business Review‚ 68(3)‚ pp. 79–91. Priem‚ R. L.‚ & Butler‚ J. E. (2001). Is the resource-based ‘view’ a useful perspective for strategic management research? Academy of Management
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Ryanair – the low-fares airlines Case Study By Sid Hegde Ryanair – the low-fares airline Table of Contents Q1. Why has Ryanair been successful thus far?..................................................................3 Q2. Is Ryanair ’s strategy sustainable?..................................................................................4 Q3. Would you recommend any changes to Ryanair ’s approach?.......................................5 Q4. Should Ryanair continue to pursue the Aer
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