given as a way to help separate and protect an employee’s lifestyle outside of the workplace. Employee privacy is defined as the extent to which employers monitor and collect information on the activities‚ communications and private lives of workers (Hamel & Media‚ 2013). Though‚ one might ask when the act of employee monitoring is taken too far. In this paper‚ the following methods of employee monitoring will be discussed: * Monitoring and or recording telephone conversations * Scrutinizing
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Lancaster‚ G One-size-fits-all. (n.d.). Dictionary.com Unabridged. Retrieved April 16‚ 2013‚ from Dictionary.com website: HYPERLINK "http://dictionary.reference.com/browse/one-size-fits-all" http://dictionary.reference.com/browse/one-size-fits-all Prahalad‚ C Shen. (2004‚ Apr 21). Where are the core competencies of Microsoft. Retrieved from http://telecom.chinabyte.com/280/1789780.shtml Retrieved from http://bgr.com/2012/11/01/apple-rd-spending-microsoft/ Stross‚ R. (2012‚ April 16). Two Billion Laptops
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(1996) People‚ Performance‚ and Pay. New York‚ NY: Free Press. Guest‚ D. E. (1998) Is the psychological contract worth taking seriously?‚ Journal of Organizational Behaviour‚ 19: 649-64. Hamel‚ G. and Prahalad‚ C.K. (1989). Strategic intent. Harvard Business Review. May-June‚ pp. 63 – 76. Hamel‚ G. and Prahalad‚ C.K. (1994). Competing for the Future. Boston‚ MA: Harvard Business School Press. Herzberg‚ F. (1966). Work and the nature of man. Cleveland: World Publishing Company. Hiltrop‚ J. M. (1996)
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chance to gather in a secure atmosphere‚ so their concerns about administration can be talk about; without having to worry of what might happen if they were heard talking. These employees create this organization with no direction from management. (Prahalad & Bettis‚ 2006) Dominant logic is what organizations use to show the success‚ what they have accomplished‚ how they profited. This logic uses different ways to generate revenue. Management needs to focus on making numbers in many different ways
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Journal of Corporate Citizenship‚ Vol Pitta‚ D.A. and Franzak‚ F. (1997)‚ “Boundary spanning product development in consumer markets: learning Prahalad‚ C.K. (2004)‚ The Fortune at the Bottom of the Pyramid: Eradicating Poverty through Profits‚ Wharton Prahalad‚ C.K. and Hammond‚ A. (2002)‚ “Serving the world’s poor profitably”‚ Harvard Business Review‚ Vol Prahalad‚ C.K. and Hart‚ S.L. (2002)‚ “The fortune at the bottom of the pyramid”‚ Strategy and Business‚ Vol Ramaswamy‚ E.A. and Schiphorst‚ F.B. (2000)
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(2000)‚ Foray (2004)‚ Beazley et al. (2002) Strategic management Core competencies‚ dynamic capabilities Dumbsizing‚ knowledge alliances‚ knowledge strategy‚ knowledge marketplace‚ knowledge capability Conner & Prahalad (1996)‚ Eisenberg (1997)‚ Inkpen & Dinur (1998)‚ (Conner & Prahalad (1996)‚ Kafentzis et al. (2004)‚ Baskerville & Pries-Heje (1999) Process definition Organizational culture Cultural values‚ power‚ control and trust Knowledge culture Graham & Pizzo (1996)‚ De Long & Fahey (2000)
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Procurement is An Integral Part of Resource- Based View of An Organization Phuong Duong University College Dublin (12251697) 4112 words ABSTRACT Procurement has become an increasingly widespread practice among organizations and is today of strategic importance that attract
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Grant‚ R. M. (1991) The resource based theory of competitive advantage: Implications for strategy formulation. California Management Review‚ 33(3)‚ 114-135. Gray‚ C. and Hughes‚ W. (2001) Building Design Management‚ Oxford: Elsevier Ltd. Hamel‚ G. and Prahalad C.K. (1994) Competing for the Future. Boston‚ Massachusetts: Harvard Business School Press. Kaplan‚ R.S. and Norton‚ D.P. (1993) Putting the Balanced Scorecard on work‚ Harvard Business Review‚ (SepOct)‚ 134-147. Laurell-Stenlund‚ K. (2004)
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Collaborate with your Competitors and Win Gary Hamel‚ Yves L. Doz‚ and C.K. Prahalad Summary This article discusses that collaboration between competitors can be a beneficial experience for all member companies. Three conditions are specified for creating a positive collaborative environment‚ first that the partner’s goals converge while their competitive goals diverge. If the two firms are working on similar technologies to support different core businesses‚ then there is a higher chance
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ECS8_C03.qxd 10/15/07 14:23 Page 93 The Strategic Position 3 Strategic Capability LEARNING OUTCOMES After reading this chapter you should be able to: ➔ Distinguish elements of strategic capability in organisations: resources‚ competences‚ core competences and dynamic capabilities. ➔ Recognise the role of continual improvement in cost efficiency as a strategic ➔ Analyse how strategic capabilities might provide sustainable competitive advantage on the basis of their value‚ rarity‚ inimitability
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