HRM 3003 Strategic Management Assignment Title: Honda Corporation Student ID: 0808174 Submission Date: 18th Nov 2011 Tutor: Shanthi Rajan Introduction In the modern corporate culture the level of competition is increasing day by day. The main objective of each organization is to enhance its performance and to attain sustainable competitive advantage in relation to its competitors. Change is a constant in present corporate culture. In such changing environment having a single strategy is not enough
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UNIVERSITY OF CALIFORNIA‚ RIVERSIDE School of Business Administration BUS 109 – Competitive and Strategic Analysis SPRING 2013 Dr. Sean D. Jasso EXAM 2 The following are the questions to prepare for your second exam. On exam day we will randomly select among the four questions – the quantity of questions will be determined on exam day. Please answer each question as thoroughly as possible‚ providing rich detail from our lectures‚ readings‚ and discussions. The organization of your answers‚ the complexity
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Strategy evaluation should have a long-run focus and avoid a short-run focus‚ given that strategies are long term in nature. Ans: F Page: 300 5. According to Richard Rumelt‚ consonance and consistency are based on a firm’s external assessment. Ans: F Page: 300 6. According to Rumelt‚ consistency and feasibility are largely based on a firm’s internal assessment. Ans: T Page: 300 7. Regardless of the size of the organization‚ a certain amount
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have a long-run focus and avoid a short-run focus. Ans: F Page: 327 5. According to Richard Rumelt‚ consonance and consistency are based on a firm’s external assessment. Ans: F Page: 337 6. According to Rumelt‚ consistency and feasibility are largely based on a firm’s internal assessment. Ans: T Page: 337 7. Consistency‚ distinctiveness‚ advantage and feasibility are Richard Rumelt’s four criteria for evaluating a strategy. Ans: F Page: 337 8. Strategy evaluation is becoming increasingly
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to move ahead of INTEL and ensure the same thing does not happend to the the mobile and cloud markets as it did to the PC and laptop market (ie Intel just dominated and took over the market segment and basically forced AMD to the bottom) • Would Rumelt be convinced
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Examine the advantages and challenges of developing a strategy for competitive advantage based on resources and capabilities. Illustrate your answer with appropriate examples. In lights of changing technical advancements‚ cut-throat competitions and unstable global economic conditions‚ managers need to consider strategies to sustain competitive advantage more frequently then ever. And no matter how organized their companies are and which industries they are working in‚ they can quickly start by
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za/AboutMTN/Pages/default.aspx/ (accessed 06 September 2010). Porter‚ M.E. (1980) Competitive Strategy: Techniques for Analysing Industries and Competitors‚ New York‚ The Free Press. Porter‚ M.E. (1985) Competitive Advantage‚ New York‚ Free Press. Rumelt‚ R. (1995) ‘The evaluation of business strategy’‚ in Mintzberg‚ H.‚ Quinn‚ B.J. and Ghoshal‚ S. (1995) The Strategy Process‚ Hemel Hempstead‚ Prentice Hall.
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54-58. 4. Kohli‚ U. (2008). Project management handbook. Tata McGraw-Hill: USA. 5. Munns‚ A. K. & Bjeirmi‚ B. F. (1996). The role of project management in achieving project success. International Journal of Project Management‚ 14(2)‚ pp. 81-87. 6. Rumelt‚ R. P.‚ Schendel‚ D. & Teece‚ D. J. (1991) Strategic Management and Economics. Strategic Management Journal‚ 12(1991)‚ pp. 5-29.
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Gaining a Competitive Advantage‚ 4th ed‚ New York: McGraw-Hill. Porter‚ M.E. (1980) Competitive Strategy: Techniques for Analyzing Industries and Competitors Porter‚ M.E. (1985) Competitive Advantage: Creating and Sustaining Superior Performance R. P. Rumelt‚ “Evaluation of Strategy: Theory and Models‚” in D.E. Schendel and C. W. Hofer‚ eds.‚ Strategic Management: A New View of Business Policy and Planning (Boston‚ MA: Little Brown‚ 1979)‚ pp.196-212. Stoney‚ C. (1998) Lifting the lid on strategic management:
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Press: Greenwich‚ CT. Roquebert JA‚ Phillips RL‚ Westfall PA. 1996. Markets vs. management: what ‘drives’ profitability? Strategic Management Journal 17: 653-664. Rosen S. 1990. Contracts and the market for executives. NBER Working Paper‚ No. 3542. Rumelt R. 1991. How much does industry matter? Strategic Management Journal 12:167-185. Schmalensee R. 1985. Do markets differ much? American Economic Review 75:341-351. Selznick P. 1957. Leadership in administration. Harper & Row: New York. Thomas AB. 1988
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