Strategic Management Journal Strat. Mgmt. J.‚ 24: 491–517 (2003) Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/smj.314 STRATEGIC PLANNING IN A TURBULENT ENVIRONMENT: EVIDENCE FROM THE OIL MAJORS ROBERT M. GRANT* McDonough School of Business‚ Georgetown University‚ Washington‚ DC‚ U.S.A. The long-running debate between the ‘rational design’ and ‘emergent process’ schools of strategy formation has involved caricatures of firms’ strategic planning processes
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Part 1 • IntroductIon K E Y S T R AT E G I C M A N A G E M E N T Q U E S T I O N S Chapter 1 Strategic management What are the core areas of strategic management and how do they link together? What is green strategy and where does it fit in? l To what extent is strategic management different in public and non-profit organisations? l What are the international dimensions of strategic management? l How have current ideas on strategic management evolved? l What
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Table of Contents Session 1 Strategic thinking 4 Cognitive activities 4 [pic] 4 Limitations in cognitive abilities 5 Cognitive maps 5 Paradox of logical and creative thinking 6 Rational and generative reasoning perspectives 6 Article 1: “the concept of corporate strategy” 8 Article 2: “The mind of the strategist” 8 Article 4: “decision –making‚ it’s not what you think” 8 Lecture 2 – Organizational Purpose (read main parts of chapter 11 as well) 9 General Overview
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Competitive Strategy Professor Neil Kay CS-A3-engb 1/2011 (1008) This course text is part of the learning content for this Edinburgh Business School course. In addition to this printed course text‚ you should also have access to the course website in this subject‚ which will provide you with more learning content‚ the Profiler software and past examination questions and answers. The content of this course text is updated from time to time‚ and all changes are reflected in the version of the text
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2015 CIMA PROFESSIONAL QUALIFICATION SYLLABUS FOR MORE INFORMATION VISIT WWW.CIMAGLOBAL.COM 2015 CIMA PROFESSIONAL QUALIFICATION SYLLABUS 2/3 This updated syllabus and assessment bridges the skills gaps of newly qualified finance professionals worldwide‚ meeting the employability needs of both business and people. 02 03 04 06 08 10 12 14 FOREWORD CONTENTS THE CIMA PROFESSIONAL QUALIFICATION CIMA’S COMPETENCY FRAMEWORK STRUCTURE OF THE CIMA SYLLABUS LEAD LEARNING OUTCOMES STRUCTURE OF THE CIMA
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Policing Urban Poverty Chris Crowther Policing Urban Poverty This page intentionally left blank Policing Urban Poverty Chris Crowther Lecturer in Criminology Buckinghamshire Chilterns University College High Wycombe Foreword by Alan Walker Professor of Social Policy University of Sheffield Consultant Editor: Jo Campling First published in Great Britain 2000 by MACMILLAN PRESS LTD Houndmills‚ Basingstoke‚ Hampshire RG21 6XS and London Companies and representatives throughout
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SCHEME OF EXAMINATION & SYLLABI of BACHELOR OF BUSINESS ADMINISTRATION (Banking & Insurance) for First to Sixth Semester (w.e.f. 2005 – 2006 Academic Session) GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY KASHMERE GATE‚ DELHI-110 006 SCHEME OF EXAMINATIONS BACHELOR OF BUSINESS ADMINISTRATION (B&I) PROGRAMME First Semester Examination Code No. BBA (B&I) 101 BBA (B&I)103 BBA (B&I)105 BBA (B&I)107 BBA (B&I)109 BBA (B&I)111 BBA(B&I)113 PRACTICAL BBA(B&I) 115 Paper Principles
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Theories of International Relations* Ole R. Holsti Universities and professional associations usually are organized in ways that tend to separate scholars in adjoining disciplines and perhaps even to promote stereotypes of each other and their scholarly endeavors. The seemingly natural areas of scholarly convergence between diplomatic historians and political scientists who focus on international relations have been underexploited‚ but there are also some signs that this may be changing. These
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Artificial Intelligence as a Positive and Negative Factor in Global Risk Eliezer Yudkowsky (yudkowsky@singinst.org) Forthcoming in Global Catastrophic Risks‚ eds. Nick Bostrom and Milan Cirkovic Draft of August 31‚ 2006 Singularity Institute for Artificial Intelligence Palo Alto‚ CA Introduction By far the greatest danger of Artificial Intelligence is that people conclude too early that they understand it. Of course this problem is not limited to the field of AI. Jacques Monod wrote: "A curious
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BBIT 421/CISY 427: DECISION SUPPORT AND EXPERT SYSTEMS Decision support systems: These systems give direct computer support to managers during the decision-making process. For example‚ advertising managers may use an electronic spreadsheet program to do what-if analysis as they test the impact of alternative advertising budgets on the forecasted sales of new products. Decision support systems are computer-based information systems that provide interactive information support to managers and business
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