International Bulletin of Business Administration ISSN: 1451-243X Issue 7 (2010) © EuroJournals‚ Inc. 2010 http://www.eurojournals.com Strategic Human Resource Management (SHRM): A Paradigm Shift for Achieving Sustained Competitive Advantage in Organization Benjamin James Inyang Department of Business Management‚ University of Calabar P.M.B. 1115 Calabar‚ Nigeria E-mail: benji1955.unical@yahoo.co.uk Tel: +234 8033773403 Abstract The human resource of an organization offered the potential synergy
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International Journal of Academic Research in Business and Social Sciences May 2013‚ Vol. 3‚ No. 5 ISSN: 2222-6990 The Effects of Entrepreneurial Marketing Practices on the Growth of Hair Salons: A Case Study of Hair Salons in Kiambu Township Hannah Wambui Mwangi B.Ed University Of Nairobi‚ Msc In Entrepreneurship Jommokenyatta University Of Agricuture And Technology Currently Teaching At Loreto High School ‚Nairobi‚ Kenya Professor Henry Bwisa Jommokenyatta university of Agricuture
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Business Review’s history. Executive management programs and MBA curricula routinely devote hours to the subject‚ and executives oƒten refer to their own and competitors’ core competences as key drivers of strategy. ORE COMPETENCE 1 C. K. Prahalad and Gary Hamel‚ “The core competence of the corporation‚” Harvard Business Review‚ May–June 1990‚ pp. 79–91. THE McKINSEY QUARTERLY 1997 NUMBER 1 41 IS YOUR CORE COMPETENCE A MIRAGE? But despite all the attention this concept has received‚ its
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Strategic management analyzes the major initiatives taken by a company’s top management on behalf of owners‚ involving resources and performance in external environments.[1] It entails specifying the organization’s mission‚ vision and objectives‚ developing policies and plans‚ often in terms of projects and programs‚ which are designed to achieve these objectives‚ and then allocating resources to implement the policies and plans‚ projects and programs. A balanced scorecard is often used to evaluate
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Instructor: Ronald Hoverstad Office Hours: Mon. & Wed‚ 2:30 – 3:30 206-A Weber Hall or by appointment 946-2639 rhoverst@pacific.edu A copy of this syllabus is available on Sakai. 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
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Bureaucracies are out and post-Bureaucracies are in. Explain why you agree or disagree with this statement using examples to support your argument. Organizations can be defined as either bureaucracies or post-bureaucracies‚ depending on four different characteristics. A bureaucratic organization is based around specialization and life-time careers‚ formal rules‚ an authoritative hierarchy‚ and the idea of impersonality. On the other hand a post-bureaucratic organization is centred on the idea
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THE IMPACT OF SOCIAL MEDIA ON MARKETING STRATEGY Richard Fullerton Dissertation submitted to Oxford Brookes University for the partial fulfilment of the requirement for the degree of MASTER OF SCIENCE IN E-MARKETING. February 2011 DECLARATION This dissertation is a product of my own work and is the result of nothing done in collaboration. I consent to the University’s free use including online reproduction‚ including electronically‚ and including adaptation for teaching and educational activities
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Tanaka Business School Imperial College London An Insight into Malaysia’s Medical Tourism Industry from a New Entrant Perspective by Mr. Bhavin J. Shah A report submitted in partial fulfillment of the requirements for the MBA degree and Diploma of Imperial College London September 2008 SYNOPSIS The overarching objective of this project is to provide an insight into Malaysia’s medical tourism industry. The study conducted offers assistance to a new upcoming hospital in Malaysia
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attain a competitive edge over other rivals so as to make a stand in the global market. Facing with the rapid globalization trend and dramatic economic development‚ it is almost impossible for any companies to develop individually‚ just as Doz and Hamel (1998) argue that in this new world‚ networks‚ coalitions‚ alliances‚ and strategic partnerships are not an option but a necessity for companies to achieve competitive success. Till now‚ several economists and strategists have examined the strategic
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poor people must be at the first place to be concerned. Bottom of pyramid has been recognised as the largest‚ but poorest socio-economic group of people who live and spend less than US$2.50 per day. Ever since BOP was defined by Professors C.K. Prahalad from University of Michigan‚ and Stuart Hart from Cornell University‚ which issued a healthy debate question whether there is really ‘fortune’ at the bottom of the pyramid. Otherwise‚ Aneel Karnani added to argue that there is no fortune at the bottom
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