References: 1. Armstrong and Baron (1998) Performance Management – The New Realities 2. Brewster Cobbler Holland and Warnich‚ 2003. Contemporary issues in Human Resource 3. Bartlett and Ghoshal (1995) – Harvard Bus Review 4. Norton (1999) The balanced scorecard: Participant’s Workbook 5. Hellriegel et al (2000) Management Second South Africa Edition 6. Hallaway‚ Francis Hinton (1999) The International Journal of Public Sector Management
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York‚ NY. Evans‚ G.N.‚ Towil‚ D.R. and Niam‚ M.M. (1996)‚ “Business process reengineering the supply chain”‚ Journal of Production Planning and Control‚ Vol. 6 No. 3‚ pp. 238-45. Forrester‚ J.W. (1961)‚ Industrial Dynamics‚ MIT Press‚ Boston‚ MA. Ghoshal‚ S. and Bartlett‚ C.A. (1995)‚ “Changing the role of top management: beyond structure to processes”‚ Harvard Business Review‚ January/February‚ pp. 86-96. Hammer‚ M. and Champy‚ J. (1993)‚ Reengineering the Corporations‚ Harper Business‚ New York
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Bibliography: For information on the integration versus responsiveness controversy in an overall strategic context‚ we suggest the following readings: C.A. Bartlett and S. Ghoshal‚ Managing Across Borders. The Transnational Solution (Boston: Harvard Business School Press‚ 1989); C.K. Prahalad and Y.L. Doz‚ The Multinational Mission: Balancing Local Demands and Global Vision (New York: The Free Press‚ 1987); A. Morrison‚ D.
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INTRODUCTION DEFINITION Organizational culture is the collective behavior of people that are part of an organization‚ it is also formed by the organization values‚ visions‚ norms‚ working language‚ systems‚ and symbols‚ it includes beliefs and habits It’s also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving‚ and even thinking and feeling. Organizational culture affects the way people and groups interact with each other
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Course paper: Strategic Management Theories Introduction The course in Strategic Management Theories provided a brief overview of the major theoretical approaches from the strategic management field that can inform my current research. We went through fundamentals like the industrial organisation and Porter; TCE; the resource and knowledge-based views; the dynamic capabilities perspective; evolutionary‚ organisational learning and network theories. Changing the lenses of exploration of strategy
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Management. Palgrave Macmillan: Hampshire Johnson‚ G.‚ Scholes‚ K.(2005) Exploring Corporate Strategy: Text and Cases‚ 7th Edition‚ Pearson Education Lynch‚ R. (2006) Corporate Strategy (4th Edition)‚ FT Prentice Hall: Harlow Mintzberg‚ H.‚ Quinn J. B.‚ Ghoshal‚ S.‚ (2002) The Strategy Process. (2nd European Edition)‚ FT Prentice Hall: Harlow Pettigrew‚ A. and Whipp‚ R. (1991) Managing Change for Competitive Success‚ Oxford: Blackwell Raynor‚ M.E. (2007) The Strategy Paradox‚ First Edition‚ London: Doubleday Tichy
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Journal of Business & Industrial Marketing Emerald Article: Negotiation: the Chinese style Tony Fang Article information: To cite this document: Tony Fang‚ (2006)‚"Negotiation: the Chinese style"‚ Journal of Business & Industrial Marketing‚ Vol. 21 Iss: 1 pp. 50 - 60 Permanent link to this document: http://dx.doi.org/10.1108/08858620610643175 Downloaded on: 08-10-2012 References: This document contains references to 76 other documents Citations: This document has been cited by 10 other documents
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102. Martin‚ A‚ 2012‚ Marketing Management: Burberry‚ http://prezi.com/pnirxtdktlox/burberry/ [Accessed:2nd November 2013] MindTools‚ 2013‚ http://www.mindtools.com/pages/article/newLDR_66.htm [Accessed: 2nd November 2013] Mintzberg. H‚ Lampel. J‚Ghoshal. S‚ 2002‚ The Strategy Process: Context‚ Concepts‚ Cases‚ Prentice Hall‚ England Paul‚ J‚ (2011)‚ International Business‚ Fifth Edition‚ PHI Learning Pvt
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Bibliography: 1. 2. ―The BT 500‚‖ Business Today‚ 7th September 1998. Gita Piramal‚ Sumantra Goshal and Sudeep Budhiraja‚ ―Transformation of Bajaj Auto Ltd‚‖ Lessons in Excellence Case Contest‚ www.thesmartmanager.com‚ February-March‚ 2003. M. Anand‚ ―Is Munjal Being Too Generous?‖ Businessworld‚ 19th May 2003.B19th May Chetan Soni & Nandini
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Introduction globalization is prevalent in the world business. Developing countries such as China and India have therefore‚ become appealing markets to foreign investors. It is anticipated that China and India will soon be the world’s biggest economies. Presently‚ eighty percent of the electronic goods globally are manufactured in china. This has resulted to more western companies wanting to invest in china as opposed to other countries. Unfortunately‚ there is intercultural management problem with
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