Burns T‚ Stalker M. The management of innovation. London: Tavistock Publications; 1961. Caruana A‚ Morris MH‚ Vella AJ. The effect of centralization and formalization on entrepreneurship in export firms. J Small Bus Manage 1998;36(1):16–29. Conner KR‚ Prahalad CK. A resource-based theory of the firm: knowledge versus opportunism. Organ Sci 1996;7:477–501. Daft RL. Organizational theory and design. St. Paul: West Publishing; 1995. Damanpour F. Organizational innovation: a meta-analysis of effects of determinants
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Case Study: Financial performance & SWOT analysis of Pernod Ricard – Global’s premium spirits & wines Date: 22nd November‚ 2010. I certify that the above coursework is all my own work. Word Count: net 1988 words Table of contents Case Study: Financial performance & SWOT analysis of Pernod Ricard – Global’s premium spirits & wines 1 Table of contents 2 Executive summary 3 Financial Ratios Analysis 4 Liquidity Ratios 4 Assets management ratios 5 Debt ratios 6 Profitability ratios 7 Market value
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Slide 1.1 Chapter 1 Innovation management: an introduction Paul Trott‚ Innovation Management and New Product Development‚ 4th Edition‚ © Pearson Education Limited 2008 Slide 1.2 Theories and models of innovation management 1. 2. 3. 4. 5. 6. 7. Introduction Product and process innovations Typology of innovations Different schools of thought Models of understanding of innovation management Implications for developing products and services Summary and review Paul Trott‚ Innovation
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Violence‚ 2006. Lieberman Research Inc.‚ Tracking Survey conducted for The Advertising Council and the Family Violence Prevention Fund‚ July – October 1996. Bureau of Justice Statistics Crime Data Brief‚ Domestic Violence‚ 1993-2001‚ February 2003. Hamel‚ J.‚ & Nicholla‚ T.‚ (2007). Family Intervention in Domestic Violence. New York‚ NY: Springer Publishing Company‚ LLC. Roberts‚ A.‚ (2002). Handbook of Domestic Violence Intervention Strategies. New York‚ NY: Oxford University Press‚ Inc.
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meeting‚ Prevention/Education Programs of ADAMHA. Greenwald‚ B. (1991). Teaching technical material. In C. Christensen‚ et al. (Eds.)‚ Education for judgment: The artistry of discussion leadership (pp. 193-214). Cambridge‚ MA: Harvard Business School. Hamel‚ J.‚ Dufour‚ S.‚ & Fortin‚ D. (1993). Case study methods. Newbury Park‚ CA: Sage Publications. Holder‚ H. (Ed). (1987). Control issues in alcohol abuse prevention: Strategies for states and communities. Greenwich‚ CT: JAI Press. King‚ J.‚ & Kraemer
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INTRODUCTION The mid-eighties witnessed the emergence of a growing body of work collectively labelled the resource and capability-based view of the firm (RBV). In reality‚ Resource Competence View (RCV) first adopted an “economic” orientation. Pioneer studies (Wernerfelt‚ 1984) ‚ Barney‚ 1986‚ 1991‚ Dierickx and Cool‚ 1989‚ Peteraf‚ 1993) focused on the type of resources and competencies that could offer to its owner a sustainable competitive advantage. Therefore‚ resources and competencies approach
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Theoretical Issues on Marketing UIBE PhD Program Juan Pablo Dominguez Fall 2012 Final Examination for Theoretical Issues of Marketing (Doctoral Course) Nov. 28‚ 2012 Essay questions for “ An Eclectic Theory of Choice of International Entry Mode ” 1. What are the major variables that affect the decision of entry mode? Should they be weighted equally? Why yes or why no? 2. Given that different variables may pull the MNC in the different directions‚ what approach is suggested by
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Marketing Management‚ Chapter 1 Marketing and the Job of the Marketing Manager 1) Identify the statement that supports ubiquitous marketing department concept. B) Marketing is what the people in the marketing department do. Diff: 2 Page Ref: 4 2) Why is ubiquitous marketing concept considered to be dangerous? D) People from other departments may refrain from marketing efforts. Answer: D 3) Marketing is involved and necessary when: B) the buyers have many choices. 4) Marketing
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Disruption occurs when a smaller company with fewer resources successfully disrupts the business practices of an incumbent business. Disruptive innovation has brought success to countless companies. However‚ though it is effective‚ it can also be dangerous. This is because many theories on the subject are misunderstood or misapplied. Christenson believes this is because users tend to focus on the concepts created 20 years ago‚ rather than reading books and articles that have been published with refinements
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advantage: Implications for strategy formulation. California Management Review 3: 114–135. Grant RM. 1996. Prospering in dynamically-competitive environments: organizational capability as knowledge integration. Organization Science 7(4): 375–387. Hamel G‚ Prahalad CK. 1993. Strategy as stretch and leverage. Harvard Business Review 68(2): 75–84. Hart S. 1995. A natural resource-based view of the firm. Academy of Management Review 20: 986–1014. Helfat CE‚ Raubitschek RS. 2000. Product sequencing: co-evolution
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