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overflow: hidden; text-overflow: ellipsis; -webkit-line-clamp: 3; -webkit-box-orient: vertical; }</style><div class="col-xs-12 clearfix"><div class="u-floatLeft"><h1 class="PageHeader-title u-m0x u-fs30">Strategic Management</h1><div class="u-tcGrayDark">670,313 Followers</div><div class="u-tcGrayDark u-mt2x">Recent papers in <b>Strategic Management</b></div></div></div></div></div></div><div class="TabbedNavigation"><div class="container"><div class="row"><div class="col-xs-12 clearfix"><ul class="nav u-m0x u-p0x list-inline u-displayFlex"><li class="active"><a href="https://www.academia.edu/Documents/in/Strategic_Management">Top Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Strategic_Management/MostCited">Most Cited Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Strategic_Management/MostDownloaded">Most Downloaded Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Strategic_Management/MostRecent">Newest Papers</a></li><li><a class="" href="https://www.academia.edu/People/Strategic_Management">People</a></li></ul></div><style type="text/css">ul.nav{flex-direction:row}@media(max-width: 567px){ul.nav{flex-direction:column}.TabbedNavigation li{max-width:100%}.TabbedNavigation li.active{background-color:var(--background-grey, #dddde2)}.TabbedNavigation li.active:before,.TabbedNavigation li.active:after{display:none}}</style></div></div></div><div class="container"><div class="row"><div class="col-xs-12"><div class="u-displayFlex"><div class="u-flexGrow1"><div class="works"><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_28374298" data-work_id="28374298" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" rel="nofollow" href="https://www.academia.edu/28374298/Lean_Six_Sigma_Executive_Overview_Case_Study_Templates">Lean Six Sigma Executive Overview (Case Study) Templates</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">ABSTRACT Lean Six Sigma Executive Overview (Case Study) Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_28374298" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">ABSTRACT Lean Six Sigma Executive Overview (Case Study) Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Executive Overview (Case Study) include the most common tools used in the DMAIC Phases. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/28374298" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="23299733" href="https://independent.academia.edu/StevenBonacorsi">Steven Bonacorsi</a><script data-card-contents-for-user="23299733" type="text/json">{"id":23299733,"first_name":"Steven","last_name":"Bonacorsi","domain_name":"independent","page_name":"StevenBonacorsi","display_name":"Steven Bonacorsi","profile_url":"https://independent.academia.edu/StevenBonacorsi?f_ri=5009","photo":"https://0.academia-photos.com/23299733/6329649/7163307/s65_steven.bonacorsi.jpg"}</script></span></span></li><li class="js-paper-rank-work_28374298 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="28374298"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 28374298, container: ".js-paper-rank-work_28374298", }); 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class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_38221680 coauthored" data-work_id="38221680" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/38221680/Strategy_Design_for_Flourishing_A_Robust_Method">Strategy Design for Flourishing: A Robust Method</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The Flourishing Enterprise Strategy Design Method is a robust procedure that helps leaders craft effective enterprise strategies in our increasingly volatile, uncertain, complex and ambiguous world. Informed by the latest science and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_38221680" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The Flourishing Enterprise Strategy Design Method is a robust procedure that helps leaders craft effective enterprise strategies in our increasingly volatile, uncertain, complex and ambiguous world. Informed by the latest science and practice, it enables leaders to create strategic paths for enterprises and their stakeholders to improve their performance financially, socially and environmentally. The method integrates business design and strategy techniques with vital science-based principles for flourishing. From an overall process perspective, the method employs the backcasting approach. From a strategic planning standpoint, the method hosts a strategic conversation about the stakeholder’s definition of success for the enterprise considering science-based principles. This occurs during an iterative co-creative systemic-design process focused on business modelling. Business modelling is enabled by the Flourishing Business Canvas: an innovative visual design tool aligned with the science-based principles. A case study of a medium-sized manufacturing business illustrates how the method is applied. Finally, the case is made for swift adoption of these innovative strategy methods by enterprises in all sectors and sizes to enable their powerful response to current climate challenges, to the UN Sustainable Development Goals, and to go beyond to ensure the conditions for all life to flourish are re-enabled for future generations.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/38221680" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="4a34fac0fb7cb1726edb473f26bb73f0" rel="nofollow" data-download="{"attachment_id":60800424,"asset_id":38221680,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/60800424/download_file?st=MTc0MDIyMzc0NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="75661416" href="https://independent.academia.edu/StephenDavies16">Stephen Davies</a><script data-card-contents-for-user="75661416" type="text/json">{"id":75661416,"first_name":"Stephen","last_name":"Davies","domain_name":"independent","page_name":"StephenDavies16","display_name":"Stephen Davies","profile_url":"https://independent.academia.edu/StephenDavies16?f_ri=5009","photo":"/images/s65_no_pic.png"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-38221680">+1</span><div class="hidden js-additional-users-38221680"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://ocadu.academia.edu/AntonyUpward">Antony Upward</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-38221680'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-38221680').html(); 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container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_38221680 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="38221680"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 38221680; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=38221680]").text(description); $(".js-view-count-work_38221680").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_38221680").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="38221680"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">15</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="3477" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Foresight">Strategic Foresight</a>, <script data-card-contents-for-ri="3477" type="text/json">{"id":3477,"name":"Strategic Foresight","url":"https://www.academia.edu/Documents/in/Strategic_Foresight?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a>, <script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="21168" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategy_Business_">Strategy (Business)</a>, <script data-card-contents-for-ri="21168" type="text/json">{"id":21168,"name":"Strategy (Business)","url":"https://www.academia.edu/Documents/in/Strategy_Business_?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="36260" rel="nofollow" href="https://www.academia.edu/Documents/in/Futures_Studies_and_Foresight">Futures Studies and Foresight</a><script data-card-contents-for-ri="36260" type="text/json">{"id":36260,"name":"Futures Studies and Foresight","url":"https://www.academia.edu/Documents/in/Futures_Studies_and_Foresight?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=38221680]'), work: {"id":38221680,"title":"Strategy Design for Flourishing: A Robust Method","created_at":"2019-01-25T12:45:05.600-08:00","url":"https://www.academia.edu/38221680/Strategy_Design_for_Flourishing_A_Robust_Method?f_ri=5009","dom_id":"work_38221680","summary":"The Flourishing Enterprise Strategy Design Method is a robust procedure that helps leaders craft effective enterprise strategies in our increasingly volatile, uncertain, complex and ambiguous world. Informed by the latest science and practice, it enables leaders to create strategic paths for enterprises and their stakeholders to improve their performance financially, socially and environmentally. The method integrates business design and strategy techniques with vital science-based principles for flourishing. From an overall process perspective, the method employs the backcasting approach. From a strategic planning standpoint, the method hosts a strategic conversation about the stakeholder’s definition of success for the enterprise considering science-based principles. This occurs during an iterative co-creative systemic-design process focused on business modelling. Business modelling is enabled by the Flourishing Business Canvas: an innovative visual design tool aligned with the science-based principles. A case study of a medium-sized manufacturing business illustrates how the method is applied. Finally, the case is made for swift adoption of these innovative strategy methods by enterprises in all sectors and sizes to enable their powerful response to current climate challenges, to the UN Sustainable Development Goals, and to go beyond to ensure the conditions for all life to flourish are re-enabled for future generations.","downloadable_attachments":[{"id":60800424,"asset_id":38221680,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":75661416,"first_name":"Stephen","last_name":"Davies","domain_name":"independent","page_name":"StephenDavies16","display_name":"Stephen Davies","profile_url":"https://independent.academia.edu/StephenDavies16?f_ri=5009","photo":"/images/s65_no_pic.png"},{"id":2486358,"first_name":"Antony","last_name":"Upward","domain_name":"ocadu","page_name":"AntonyUpward","display_name":"Antony Upward","profile_url":"https://ocadu.academia.edu/AntonyUpward?f_ri=5009","photo":"https://0.academia-photos.com/2486358/777248/19962635/s65_antony.upward.jpg"}],"research_interests":[{"id":3477,"name":"Strategic Foresight","url":"https://www.academia.edu/Documents/in/Strategic_Foresight?f_ri=5009","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true},{"id":21168,"name":"Strategy (Business)","url":"https://www.academia.edu/Documents/in/Strategy_Business_?f_ri=5009","nofollow":true},{"id":36260,"name":"Futures Studies and Foresight","url":"https://www.academia.edu/Documents/in/Futures_Studies_and_Foresight?f_ri=5009","nofollow":true},{"id":128022,"name":"Strong Sustainability","url":"https://www.academia.edu/Documents/in/Strong_Sustainability?f_ri=5009"},{"id":128433,"name":"Business Model","url":"https://www.academia.edu/Documents/in/Business_Model?f_ri=5009"},{"id":133980,"name":"Backcasting","url":"https://www.academia.edu/Documents/in/Backcasting?f_ri=5009"},{"id":133981,"name":"Backcasting Using Principles","url":"https://www.academia.edu/Documents/in/Backcasting_Using_Principles?f_ri=5009"},{"id":169613,"name":"Human flourishing","url":"https://www.academia.edu/Documents/in/Human_flourishing?f_ri=5009"},{"id":226961,"name":"Business modelling","url":"https://www.academia.edu/Documents/in/Business_modelling?f_ri=5009"},{"id":259181,"name":"Business Model Design","url":"https://www.academia.edu/Documents/in/Business_Model_Design?f_ri=5009"},{"id":499433,"name":"Strategic Sustainable Development, business models design, value network","url":"https://www.academia.edu/Documents/in/Strategic_Sustainable_Development_business_models_design_value_network?f_ri=5009"},{"id":809107,"name":"Systemic Design","url":"https://www.academia.edu/Documents/in/Systemic_Design?f_ri=5009"},{"id":1958655,"name":"Sustainable Development Goals (SDGs)","url":"https://www.academia.edu/Documents/in/Sustainable_Development_Goals_SDGs_?f_ri=5009"},{"id":2020430,"name":"Flourishing Enterprises","url":"https://www.academia.edu/Documents/in/Flourishing_Enterprises?f_ri=5009"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_40096680" data-work_id="40096680" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/40096680/Post_Acquisition_Integration_Angwin_D_2015_post_acquisition_integration_In_Wiley_Encyclopedia_of_Management_Volume_12_Strategic_Management_eds_C_L_Cooper_J_McGee_and_T_Sammut_Bonnici_">Post‐Acquisition Integration - Angwin, D. (2015). post‐acquisition integration. In Wiley Encyclopedia of Management - Volume 12 Strategic Management (eds C. L. Cooper, J. McGee and T. Sammut‐Bonnici)</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This article observes that value is created or destroyed in the post‐acquisition integration phase. It highlights four distinct post acquisition integration strategies which can enable acquirers to benefit from an acquisition. It also... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_40096680" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This article observes that value is created or destroyed in the post‐acquisition integration phase. It highlights four distinct post acquisition integration strategies which can enable acquirers to benefit from an acquisition. It also identifies the critical role of speed, leadership and communication during this process.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/40096680" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="285970bdf8734aa0f2e1fcb90786aa3e" rel="nofollow" data-download="{"attachment_id":60306250,"asset_id":40096680,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/60306250/download_file?st=MTc0MDIyMzc0NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="6063994" href="https://malta.academia.edu/TanyaSammutBonnici">Tanya Sammut-Bonnici</a><script data-card-contents-for-user="6063994" type="text/json">{"id":6063994,"first_name":"Tanya","last_name":"Sammut-Bonnici","domain_name":"malta","page_name":"TanyaSammutBonnici","display_name":"Tanya Sammut-Bonnici","profile_url":"https://malta.academia.edu/TanyaSammutBonnici?f_ri=5009","photo":"https://0.academia-photos.com/6063994/2564625/41907593/s65_tanya.sammut-bonnici.jpg"}</script></span></span></li><li class="js-paper-rank-work_40096680 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="40096680"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 40096680, container: ".js-paper-rank-work_40096680", }); });</script></li><li class="js-percentile-work_40096680 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 40096680; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_40096680"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_40096680 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="40096680"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 40096680; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=40096680]").text(description); $(".js-view-count-work_40096680").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_40096680").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="40096680"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a><script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=40096680]'), work: {"id":40096680,"title":"Post‐Acquisition Integration - Angwin, D. (2015). post‐acquisition integration. In Wiley Encyclopedia of Management - Volume 12 Strategic Management (eds C. L. Cooper, J. McGee and T. Sammut‐Bonnici)","created_at":"2019-08-16T01:04:37.782-07:00","url":"https://www.academia.edu/40096680/Post_Acquisition_Integration_Angwin_D_2015_post_acquisition_integration_In_Wiley_Encyclopedia_of_Management_Volume_12_Strategic_Management_eds_C_L_Cooper_J_McGee_and_T_Sammut_Bonnici_?f_ri=5009","dom_id":"work_40096680","summary":"This article observes that value is created or destroyed in the post‐acquisition integration phase. It highlights four distinct post acquisition integration strategies which can enable acquirers to benefit from an acquisition. It also identifies the critical role of speed, leadership and communication during this process.","downloadable_attachments":[{"id":60306250,"asset_id":40096680,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":6063994,"first_name":"Tanya","last_name":"Sammut-Bonnici","domain_name":"malta","page_name":"TanyaSammutBonnici","display_name":"Tanya Sammut-Bonnici","profile_url":"https://malta.academia.edu/TanyaSammutBonnici?f_ri=5009","photo":"https://0.academia-photos.com/6063994/2564625/41907593/s65_tanya.sammut-bonnici.jpg"}],"research_interests":[{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_33585232" data-work_id="33585232" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/33585232/OPERATION_SHINGLE_THE_AMPHIBIOUS_OPERATION">OPERATION SHINGLE -THE AMPHIBIOUS OPERATION</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Prime minister of UK at the time of this operation, Winston Churchill has expressed about the outcome of operation Shingle as a strategic victory for Allied. But the military analysts are in the view that this is a failure for Allied as... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_33585232" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Prime minister of UK at the time of this operation, Winston Churchill has expressed about the outcome of operation Shingle as a strategic victory for Allied. But the military analysts are in the view that this is a failure for Allied as operational wise. Because, they were not able to achieve one of the major immediate objectives of outflanking the Gustav line, regaining the mobility of Allied in Italian campaign and speeding the capture of Rome.The Allied amphibious landing at Anzio and Nettuno on 22 January did not itself accomplish its stated ultimate operational objective, despite enormous superiority possessed by the Allies on land, in the air, and at sea. The main reasons for this failure were unsound decisions by Allied political and military leaders and poor performance by operational commanders in planning and execution. The Germans proved much tougher and more resourceful enemies than the Allies anticipated, and the German operational and tactical commanders performed much better than their counterparts.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/33585232" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="76ce6e99a12a4cf355340a35470c23cd" rel="nofollow" data-download="{"attachment_id":53606904,"asset_id":33585232,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/53606904/download_file?st=MTc0MDIyMzc0NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="37566217" href="https://grips.academia.edu/RajindaDaniel">Rajinda Daniel</a><script data-card-contents-for-user="37566217" type="text/json">{"id":37566217,"first_name":"Rajinda","last_name":"Daniel","domain_name":"grips","page_name":"RajindaDaniel","display_name":"Rajinda Daniel","profile_url":"https://grips.academia.edu/RajindaDaniel?f_ri=5009","photo":"https://0.academia-photos.com/37566217/10631268/17228475/s65_rajinda.daniel.jpg"}</script></span></span></li><li class="js-paper-rank-work_33585232 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="33585232"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 33585232, container: ".js-paper-rank-work_33585232", }); });</script></li><li class="js-percentile-work_33585232 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 33585232; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_33585232"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_33585232 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="33585232"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 33585232; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=33585232]").text(description); $(".js-view-count-work_33585232").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_33585232").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="33585232"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a><script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=33585232]'), work: {"id":33585232,"title":"OPERATION SHINGLE -THE AMPHIBIOUS OPERATION","created_at":"2017-06-21T02:15:06.607-07:00","url":"https://www.academia.edu/33585232/OPERATION_SHINGLE_THE_AMPHIBIOUS_OPERATION?f_ri=5009","dom_id":"work_33585232","summary":"Prime minister of UK at the time of this operation, Winston Churchill has expressed about the outcome of operation Shingle as a strategic victory for Allied. But the military analysts are in the view that this is a failure for Allied as operational wise. Because, they were not able to achieve one of the major immediate objectives of outflanking the Gustav line, regaining the mobility of Allied in Italian campaign and speeding the capture of Rome.The Allied amphibious landing at Anzio and Nettuno on 22 January did not itself accomplish its stated ultimate operational objective, despite enormous superiority possessed by the Allies on land, in the air, and at sea. The main reasons for this failure were unsound decisions by Allied political and military leaders and poor performance by operational commanders in planning and execution. The Germans proved much tougher and more resourceful enemies than the Allies anticipated, and the German operational and tactical commanders performed much better than their counterparts.\n","downloadable_attachments":[{"id":53606904,"asset_id":33585232,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":37566217,"first_name":"Rajinda","last_name":"Daniel","domain_name":"grips","page_name":"RajindaDaniel","display_name":"Rajinda Daniel","profile_url":"https://grips.academia.edu/RajindaDaniel?f_ri=5009","photo":"https://0.academia-photos.com/37566217/10631268/17228475/s65_rajinda.daniel.jpg"}],"research_interests":[{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_3609247" data-work_id="3609247" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/3609247/Managing_Complexity_in_Project_Teams_Thesis_Abstract_and_Chapters">Managing Complexity in Project Teams - Thesis Abstract and Chapters</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The traditional approach to the management of projects in the construction industry is constantly challenged, in particular the implementation of processes and the application of the project management knowledge base in complex projects.... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_3609247" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The traditional approach to the management of projects in the construction industry is constantly challenged, in particular the implementation of processes and the application of the project management knowledge base in complex projects. These challenges require a non-linear approach, a transformation from the control to the behavioural paradigm and a better understanding of how complexity in projects can be managed.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/3609247" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="cd222a4e20a8ffcb9b1a475bdacf8724" rel="nofollow" data-download="{"attachment_id":31302695,"asset_id":3609247,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/31302695/download_file?st=MTc0MDIyMzc0NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1007930" href="https://independent.academia.edu/DimitrisAntoniadis3">Dimitris Antoniadis</a><script data-card-contents-for-user="1007930" type="text/json">{"id":1007930,"first_name":"Dimitris","last_name":"Antoniadis","domain_name":"independent","page_name":"DimitrisAntoniadis3","display_name":"Dimitris Antoniadis","profile_url":"https://independent.academia.edu/DimitrisAntoniadis3?f_ri=5009","photo":"https://0.academia-photos.com/1007930/356689/429533/s65_dimitris.antoniadis.jpg"}</script></span></span></li><li class="js-paper-rank-work_3609247 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="3609247"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 3609247, container: ".js-paper-rank-work_3609247", }); 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These challenges require a non-linear approach, a transformation from the control to the behavioural paradigm and a better understanding of how complexity in projects can be managed.","downloadable_attachments":[{"id":31302695,"asset_id":3609247,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1007930,"first_name":"Dimitris","last_name":"Antoniadis","domain_name":"independent","page_name":"DimitrisAntoniadis3","display_name":"Dimitris Antoniadis","profile_url":"https://independent.academia.edu/DimitrisAntoniadis3?f_ri=5009","photo":"https://0.academia-photos.com/1007930/356689/429533/s65_dimitris.antoniadis.jpg"}],"research_interests":[{"id":851,"name":"Complex Systems Science","url":"https://www.academia.edu/Documents/in/Complex_Systems_Science?f_ri=5009","nofollow":true},{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change?f_ri=5009","nofollow":true},{"id":2074,"name":"International 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Lucas at Anzio: Prudence or Boldness</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">"Still, something essentially sympathetic about Lucas persists, and his fate is heavy with pathos. Once he had been selected for a command he never should have held, he had no choice but to carry out his orders as he understood them, even... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_50984373" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">"Still, something essentially sympathetic about Lucas persists, and his fate is heavy with pathos. Once he had been selected for a command he never should have held, he had no choice but to carry out his orders as he understood them, even though he regarded them at the core as completely misguided and he was fully prepared to die doing his duty. The only other option would have been to ask to be relieved, thus ending a distinguished career under a real cloud, rather than the historical fog that has settled over his name. John Lucas, who had faced Pancho Villa's men, alone, barefoot, and in the dark, was not prepared to do that."</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/50984373" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c5da206de8bb3b395d377e0ee65fff6d" rel="nofollow" data-download="{"attachment_id":68856688,"asset_id":50984373,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/68856688/download_file?st=MTc0MDIyMzc0NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="43356374" href="https://wesleyan.academia.edu/StevenLOssad">Steven L. 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Students apply strategy concepts to adidas at the end of each chapter through brand... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_61682173" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">4. an updated cohesion case on adidas ag is provided. adidas is one of the most successful, well-known, and best-managed global companies in the world. Students apply strategy concepts to adidas at the end of each chapter through brand new assurance of Learning exercises. 5. new or improved assurance of Learning exercises appear at the end of all chapters to apply chapter concepts. the exercises prepare students for strategic-management case analysis. 6. a new boxed insert at the beginning of each chapter showcases a company doing strategic management exceptionally well. 7. there are all new examples in all the chapters. 8. there is new narrative on strategic-management theory and concepts in every chapter. 9. On average, 10 new review questions are provided at the end of each chapter. 10. new color photographs bring this new edition to life and illustrate "the practice of strategic management." 11. all current readings at the end of all chapters are new, as new research and theories of seminal thinkers are included. However, practical aspects of strategic management are center stage and the trademark of this text. 12. For the first time ever, the excel Student template is provided free at <a href="http://www.strategyclub" rel="nofollow">www.strategyclub</a>. com to all students who use this textbook. Widely used for more than a decade by both students and businesses, and improved dramatically just for this edition, the free excel Student template enables students to more easily apply strategic-management concepts while engaging in assurance of learning exercises or case analysis. Using the template, students can devote more time to applying strategy concepts and less time to the mechanics of formatting strategy matrices, tables, and PowerPoints. 13. every sentence and paragraph has been scrutinized, modified, clarified, deleted, streamlined, updated, and improved to enhance the content and caliber of presentation. PREFACE 17 13. certain cases are written by the authors, to ensure maximum control and effectiveness in applying strategic-management concepts through case analysis. 14. a case MyLab testing feature (for 12 cases) has been carefully developed and designed specifically to apply strategic-management concepts through case analysis. the case MyLab product assures that the cases apply the concepts, simplifies grading for professors, and achieves aacSB's key assurance of learning objectives-even in purely or partly online class settings. the new case MyLab testing feature enables professors to use the cases to monitor student learning of strategy concepts, as revealed in the concepts by cases Matrix given below. 1. this text meets all aacSB-international guidelines that support a practitioner orientation rather than a theory/research approach. this text offers a skills-oriented process for developing a vision and mission statement; performing an external audit; conducting an internal assessment; and formulating, implementing, and evaluating strategies. 2. the author's writing style is concise, conversational, interesting, logical, lively, and supported by numerous current examples. 3. a simple, integrative strategic-management model appears in all chapters and on the inside front cover. the model is widely used by strategic planning consultants and companies worldwide. 4. an exciting, updated cohesion case on adidas ag follows chapter 1 and is revisited at the end of each chapter, allowing students to apply strategic-management concepts and techniques to a real company as chapter material is covered, thus preparing students for case analysis as the course evolves. 5. end-of-chapter assurance of Learning exercises apply chapter concepts and techniques in a challenging, meaningful, and enjoyable manner. 6. there is excellent pedagogy, including learning objectives opening each chapter and key terms, current readings, discussion questions, and assurance of learning exercises ending each chapter. 7. there is excellent coverage of strategy formulation issues, such as business ethics, global versus domestic operations, vision and mission, matrix analysis, partnering, joint venturing, competitive analysis, value chain analysis, governance, and matrices for assimilating and evaluating information. 8. there is excellent coverage of strategy implementation issues such as corporate culture, organizational structure, outsourcing, marketing concepts, financial analysis, business ethics, whistleblowing, bribery, pay and performance linkages, and workplace romance. 9. a systematic, analytical "process" is presented that includes nine matrices: iFeM, eFeM, cPM, SWOt, Bcg, ie, granD, SPace, and QSPM. 10. Both the chapter material and case material is published in four colors. 11. For the chapter material, an outstanding ancillary package includes a comprehensive instructor's Manual, test Bank, testgen, and chapter PowerPoints. Instructor Supplements at <a href="http://www.pearsonglobaleditions.com/david" rel="nofollow">www.pearsonglobaleditions.com/david</a>, instructors can access a variety of resources that accompany this new edition. registration is easy, please contact your Pearson Sales representative who will provide you with the access information you need. if you ever need assistance, our dedicated technical support team is ready to help with the media supplements that accompany this text. 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Students apply strategy concepts to adidas at the end of each chapter through brand new assurance of Learning exercises. 5. new or improved assurance of Learning exercises appear at the end of all chapters to apply chapter concepts. the exercises prepare students for strategic-management case analysis. 6. a new boxed insert at the beginning of each chapter showcases a company doing strategic management exceptionally well. 7. there are all new examples in all the chapters. 8. there is new narrative on strategic-management theory and concepts in every chapter. 9. On average, 10 new review questions are provided at the end of each chapter. 10. new color photographs bring this new edition to life and illustrate \"the practice of strategic management.\" 11. all current readings at the end of all chapters are new, as new research and theories of seminal thinkers are included. However, practical aspects of strategic management are center stage and the trademark of this text. 12. For the first time ever, the excel Student template is provided free at www.strategyclub. com to all students who use this textbook. Widely used for more than a decade by both students and businesses, and improved dramatically just for this edition, the free excel Student template enables students to more easily apply strategic-management concepts while engaging in assurance of learning exercises or case analysis. Using the template, students can devote more time to applying strategy concepts and less time to the mechanics of formatting strategy matrices, tables, and PowerPoints. 13. every sentence and paragraph has been scrutinized, modified, clarified, deleted, streamlined, updated, and improved to enhance the content and caliber of presentation. PREFACE 17 13. certain cases are written by the authors, to ensure maximum control and effectiveness in applying strategic-management concepts through case analysis. 14. a case MyLab testing feature (for 12 cases) has been carefully developed and designed specifically to apply strategic-management concepts through case analysis. the case MyLab product assures that the cases apply the concepts, simplifies grading for professors, and achieves aacSB's key assurance of learning objectives-even in purely or partly online class settings. the new case MyLab testing feature enables professors to use the cases to monitor student learning of strategy concepts, as revealed in the concepts by cases Matrix given below. 1. this text meets all aacSB-international guidelines that support a practitioner orientation rather than a theory/research approach. this text offers a skills-oriented process for developing a vision and mission statement; performing an external audit; conducting an internal assessment; and formulating, implementing, and evaluating strategies. 2. the author's writing style is concise, conversational, interesting, logical, lively, and supported by numerous current examples. 3. a simple, integrative strategic-management model appears in all chapters and on the inside front cover. the model is widely used by strategic planning consultants and companies worldwide. 4. an exciting, updated cohesion case on adidas ag follows chapter 1 and is revisited at the end of each chapter, allowing students to apply strategic-management concepts and techniques to a real company as chapter material is covered, thus preparing students for case analysis as the course evolves. 5. end-of-chapter assurance of Learning exercises apply chapter concepts and techniques in a challenging, meaningful, and enjoyable manner. 6. there is excellent pedagogy, including learning objectives opening each chapter and key terms, current readings, discussion questions, and assurance of learning exercises ending each chapter. 7. there is excellent coverage of strategy formulation issues, such as business ethics, global versus domestic operations, vision and mission, matrix analysis, partnering, joint venturing, competitive analysis, value chain analysis, governance, and matrices for assimilating and evaluating information. 8. there is excellent coverage of strategy implementation issues such as corporate culture, organizational structure, outsourcing, marketing concepts, financial analysis, business ethics, whistleblowing, bribery, pay and performance linkages, and workplace romance. 9. a systematic, analytical \"process\" is presented that includes nine matrices: iFeM, eFeM, cPM, SWOt, Bcg, ie, granD, SPace, and QSPM. 10. Both the chapter material and case material is published in four colors. 11. For the chapter material, an outstanding ancillary package includes a comprehensive instructor's Manual, test Bank, testgen, and chapter PowerPoints. Instructor Supplements at www.pearsonglobaleditions.com/david, instructors can access a variety of resources that accompany this new edition. registration is easy, please contact your Pearson Sales representative who will provide you with the access information you need. if you ever need assistance, our dedicated technical support team is ready to help with the media supplements that accompany this text. 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Whether in nonprofit, for-profit, or governmental agencies, the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_1906525" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">"Since its very inception, social work has been considered an organizationally based profession, with the majority of its workforce employed within formal organizations. Whether in nonprofit, for-profit, or governmental agencies, the practical realities of human service organizations are a central element of professional social work. This book explores the climate and culture of these agencies and provides essential information for surviving and thriving in this setting. It prepares students for their future careers so that they will feel empowered in their work and be able to fulfill their responsibilities toward organizational, community, and social change. Using real-life examples, the authors examine the internal structures of management, financing, and supervision and discuss common conflicts between agencies and professionals. The book’s straightforward tone and practical advice make it an asset to anyone entering human service organizations. <br /> <br />This new edition contains updated examples, case studies, and references. It also contains valuable information on the effects of the recent financial crisis on human service organizations. Agencies now face increased caseloads and more complex social problems with fewer resources and less money. Understanding how these events have changed the nature of human service organizations will allow students to be better prepared for the work ahead of them. <br /> <br />Features <br /> <br />• <br />Expanded content on the practical aspects of organizational theory and suggestions for developing leadership skills <br />• <br />Updated examples, case studies, and references throughout the book <br />• <br />Key points and discussion questions following each chapter <br />• <br />Updated instructor’s manual available online as a PDF or Word document"</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/1906525" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="33cd67151a3b17280e95c50587f822e3" rel="nofollow" data-download="{"attachment_id":32624927,"asset_id":1906525,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/32624927/download_file?st=MTc0MDIyMzc0NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1808674" href="https://tacoma-washington.academia.edu/RichFurman">Rich Furman</a><script data-card-contents-for-user="1808674" type="text/json">{"id":1808674,"first_name":"Rich","last_name":"Furman","domain_name":"tacoma-washington","page_name":"RichFurman","display_name":"Rich Furman","profile_url":"https://tacoma-washington.academia.edu/RichFurman?f_ri=5009","photo":"https://0.academia-photos.com/1808674/760335/7279738/s65_rich.furman.jpg"}</script></span></span></li><li class="js-paper-rank-work_1906525 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="1906525"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 1906525, container: ".js-paper-rank-work_1906525", }); 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Whether in nonprofit, for-profit, or governmental agencies, the practical realities of human service organizations are a central element of professional social work. This book explores the climate and culture of these agencies and provides essential information for surviving and thriving in this setting. It prepares students for their future careers so that they will feel empowered in their work and be able to fulfill their responsibilities toward organizational, community, and social change. Using real-life examples, the authors examine the internal structures of management, financing, and supervision and discuss common conflicts between agencies and professionals. The book’s straightforward tone and practical advice make it an asset to anyone entering human service organizations.\r\n\r\nThis new edition contains updated examples, case studies, and references. It also contains valuable information on the effects of the recent financial crisis on human service organizations. Agencies now face increased caseloads and more complex social problems with fewer resources and less money. Understanding how these events have changed the nature of human service organizations will allow students to be better prepared for the work ahead of them.\r\n\r\nFeatures\r\n\r\n• \r\nExpanded content on the practical aspects of organizational theory and suggestions for developing leadership skills\r\n• \r\nUpdated examples, case studies, and references throughout the book\r\n• \r\nKey points and discussion questions following each chapter\r\n• \r\nUpdated instructor’s manual available online as a PDF or Word document\"","downloadable_attachments":[{"id":32624927,"asset_id":1906525,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1808674,"first_name":"Rich","last_name":"Furman","domain_name":"tacoma-washington","page_name":"RichFurman","display_name":"Rich 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u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/49058360/SCENARIOS_LEARNING_AND_ACTING_FROM_THE_FUTURE_PART_3_THREE_SCHOOLS_OF_SCENARIO_PLANNING">SCENARIOS: LEARNING AND ACTING FROM THE FUTURE PART 3: THREE SCHOOLS OF SCENARIO PLANNING</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">In 1987 William Huss and Edward Honton published the paper “Scenario Planning—What style should you use?”, in which they distinguish three types of scenario development approaches, namely ‘Intuitive Logics’, ‘Trend-Impact Analysis’ and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_49058360" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">In 1987 William Huss and Edward Honton published the paper “Scenario Planning—What style should you use?”, in which they distinguish three types of scenario development approaches, namely ‘Intuitive Logics’, ‘Trend-Impact Analysis’ and ‘Cross-Impact Analysis’.<br />In 2002, Heijden, Bradfield, Burt, and Wright (Heijden et al., 2002: 128-129; Bradfield, et al.: 805) stated that the categorization presented above had two problems: the first one relates to the omission of the “La Prospective” methodology which it is for these authors a true school of Scenario Planning; the second one relates to the fact that the “Trend Impact Analysis” and the “Cross Impact Analysis”, although being standalone techniques, share the same foundations, which are anchored in the mathematical improvement of extrapolated time series data. In this sense, these two techniques must be viewed as a coherent group of techniques which, for convenience, those authors called `probabilistic modified trends' (PMT) methodology (Heijden, et al., 2002).<br />In this article we will present and characterize the three major schools or techniques of Scenario Planning identified by Bradfield et al. (20052): “Intuitive Logics”, the “Probabilistic Modified Trends” and the “La Prospective” methodologies.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/49058360" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="19ad6005b51861ab960e6f1a2ad78aad" rel="nofollow" data-download="{"attachment_id":67448908,"asset_id":49058360,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/67448908/download_file?st=MTc0MDIyMzc0NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="131109111" href="https://ulisboa.academia.edu/PauloSoeiroCarvalho">Paulo Soeiro Carvalho</a><script data-card-contents-for-user="131109111" type="text/json">{"id":131109111,"first_name":"Paulo","last_name":"Soeiro Carvalho","domain_name":"ulisboa","page_name":"PauloSoeiroCarvalho","display_name":"Paulo Soeiro Carvalho","profile_url":"https://ulisboa.academia.edu/PauloSoeiroCarvalho?f_ri=5009","photo":"https://0.academia-photos.com/131109111/52125183/40224263/s65_paulo.soeiro_carvalho.jpg"}</script></span></span></li><li class="js-paper-rank-work_49058360 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="49058360"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 49058360, container: ".js-paper-rank-work_49058360", }); 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$(".js-view-count[data-work-id=49058360]").text(description); $(".js-view-count-work_49058360").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_49058360").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="49058360"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">9</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="3477" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Foresight">Strategic Foresight</a>, <script data-card-contents-for-ri="3477" type="text/json">{"id":3477,"name":"Strategic Foresight","url":"https://www.academia.edu/Documents/in/Strategic_Foresight?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a>, <script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="17581" rel="nofollow" href="https://www.academia.edu/Documents/in/Futures_Studies">Futures Studies</a>, <script data-card-contents-for-ri="17581" type="text/json">{"id":17581,"name":"Futures Studies","url":"https://www.academia.edu/Documents/in/Futures_Studies?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="18289" rel="nofollow" href="https://www.academia.edu/Documents/in/Scenario_planning">Scenario planning</a><script data-card-contents-for-ri="18289" type="text/json">{"id":18289,"name":"Scenario planning","url":"https://www.academia.edu/Documents/in/Scenario_planning?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=49058360]'), work: {"id":49058360,"title":"SCENARIOS: LEARNING AND ACTING FROM THE FUTURE PART 3: THREE SCHOOLS OF SCENARIO PLANNING","created_at":"2021-05-28T01:30:26.003-07:00","url":"https://www.academia.edu/49058360/SCENARIOS_LEARNING_AND_ACTING_FROM_THE_FUTURE_PART_3_THREE_SCHOOLS_OF_SCENARIO_PLANNING?f_ri=5009","dom_id":"work_49058360","summary":"In 1987 William Huss and Edward Honton published the paper “Scenario Planning—What style should you use?”, in which they distinguish three types of scenario development approaches, namely ‘Intuitive Logics’, ‘Trend-Impact Analysis’ and ‘Cross-Impact Analysis’.\nIn 2002, Heijden, Bradfield, Burt, and Wright (Heijden et al., 2002: 128-129; Bradfield, et al.: 805) stated that the categorization presented above had two problems: the first one relates to the omission of the “La Prospective” methodology which it is for these authors a true school of Scenario Planning; the second one relates to the fact that the “Trend Impact Analysis” and the “Cross Impact Analysis”, although being standalone techniques, share the same foundations, which are anchored in the mathematical improvement of extrapolated time series data. In this sense, these two techniques must be viewed as a coherent group of techniques which, for convenience, those authors called `probabilistic modified trends' (PMT) methodology (Heijden, et al., 2002).\nIn this article we will present and characterize the three major schools or techniques of Scenario Planning identified by Bradfield et al. (20052): “Intuitive Logics”, the “Probabilistic Modified Trends” and the “La Prospective” methodologies. \n","downloadable_attachments":[{"id":67448908,"asset_id":49058360,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":131109111,"first_name":"Paulo","last_name":"Soeiro Carvalho","domain_name":"ulisboa","page_name":"PauloSoeiroCarvalho","display_name":"Paulo Soeiro Carvalho","profile_url":"https://ulisboa.academia.edu/PauloSoeiroCarvalho?f_ri=5009","photo":"https://0.academia-photos.com/131109111/52125183/40224263/s65_paulo.soeiro_carvalho.jpg"}],"research_interests":[{"id":3477,"name":"Strategic Foresight","url":"https://www.academia.edu/Documents/in/Strategic_Foresight?f_ri=5009","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true},{"id":17581,"name":"Futures Studies","url":"https://www.academia.edu/Documents/in/Futures_Studies?f_ri=5009","nofollow":true},{"id":18289,"name":"Scenario planning","url":"https://www.academia.edu/Documents/in/Scenario_planning?f_ri=5009","nofollow":true},{"id":36260,"name":"Futures Studies and Foresight","url":"https://www.academia.edu/Documents/in/Futures_Studies_and_Foresight?f_ri=5009"},{"id":46271,"name":"Strategy","url":"https://www.academia.edu/Documents/in/Strategy?f_ri=5009"},{"id":62112,"name":"Prospective studies","url":"https://www.academia.edu/Documents/in/Prospective_studies?f_ri=5009"},{"id":187905,"name":"Scenarios","url":"https://www.academia.edu/Documents/in/Scenarios?f_ri=5009"},{"id":300353,"name":"Prospectiva","url":"https://www.academia.edu/Documents/in/Prospectiva?f_ri=5009"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_7681867" data-work_id="7681867" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/7681867/Strategy_implementation_What_is_the_failure_rate">Strategy implementation: What is the failure rate?</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">It is often claimed that 50–90% of strategic initiatives fail. Although these claims have had a signiﬁcant impact on management theory and practice, they are controversial. We aim to clarify why this is the case. Towards this end, an... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_7681867" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">It is often claimed that 50–90% of strategic initiatives fail. Although these claims have had a signiﬁcant impact on management theory and practice, they are controversial. We aim to clarify  why this is the case. Towards this end, an extensive review of the literature is presented, assessed, compared and discussed. We conclude that while it is widely acknowledged that the implementation of a new strategy can be a difﬁcult task, the true rate of implementation failure remains to be determined. Most of the estimates presented in the literature are based on evidence that is outdated, fragmentary, fragile or just absent. Careful consideration is advised before using current estimates to justify changes in the theory and practice. A set of guiding principles is presented for assisting researchers to produce better estimates of the rates of failure.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/7681867" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="013b11ecedfb631333088aac1c2a7953" rel="nofollow" data-download="{"attachment_id":36701733,"asset_id":7681867,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/36701733/download_file?st=MTc0MDIyMzc0NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="13975285" href="https://ualg.academia.edu/CarlosC%C3%A2ndido">Carlos J F Cândido</a><script data-card-contents-for-user="13975285" type="text/json">{"id":13975285,"first_name":"Carlos","last_name":"Cândido","domain_name":"ualg","page_name":"CarlosCândido","display_name":"Carlos J F Cândido","profile_url":"https://ualg.academia.edu/CarlosC%C3%A2ndido?f_ri=5009","photo":"https://0.academia-photos.com/13975285/5948558/35198569/s65_carlos.c_ndido.jpg"}</script></span></span></li><li class="js-paper-rank-work_7681867 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="7681867"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 7681867, container: ".js-paper-rank-work_7681867", }); });</script></li><li class="js-percentile-work_7681867 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 7681867; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_7681867"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_7681867 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="7681867"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 7681867; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=7681867]").text(description); $(".js-view-count-work_7681867").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_7681867").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="7681867"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a>, <script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="73149" rel="nofollow" href="https://www.academia.edu/Documents/in/Business_and_Management">Business and Management</a>, <script data-card-contents-for-ri="73149" type="text/json">{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="102503" rel="nofollow" href="https://www.academia.edu/Documents/in/Business_Strategy">Business Strategy</a><script data-card-contents-for-ri="102503" type="text/json">{"id":102503,"name":"Business Strategy","url":"https://www.academia.edu/Documents/in/Business_Strategy?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=7681867]'), work: {"id":7681867,"title":"Strategy implementation: What is the failure rate?","created_at":"2014-07-16T01:00:10.853-07:00","url":"https://www.academia.edu/7681867/Strategy_implementation_What_is_the_failure_rate?f_ri=5009","dom_id":"work_7681867","summary":"It is often claimed that 50–90% of strategic initiatives fail. Although these claims have had a signiﬁcant impact on management theory and practice, they are controversial. We aim to clarify why this is the case. Towards this end, an extensive review of the literature is presented, assessed, compared and discussed. We conclude that while it is widely acknowledged that the implementation of a new strategy can be a difﬁcult task, the true rate of implementation failure remains to be determined. Most of the estimates presented in the literature are based on evidence that is outdated, fragmentary, fragile or just absent. Careful consideration is advised before using current estimates to justify changes in the theory and practice. A set of guiding principles is presented for assisting researchers to produce better estimates of the rates of failure.","downloadable_attachments":[{"id":36701733,"asset_id":7681867,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":13975285,"first_name":"Carlos","last_name":"Cândido","domain_name":"ualg","page_name":"CarlosCândido","display_name":"Carlos J F Cândido","profile_url":"https://ualg.academia.edu/CarlosC%C3%A2ndido?f_ri=5009","photo":"https://0.academia-photos.com/13975285/5948558/35198569/s65_carlos.c_ndido.jpg"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=5009","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=5009","nofollow":true},{"id":102503,"name":"Business Strategy","url":"https://www.academia.edu/Documents/in/Business_Strategy?f_ri=5009","nofollow":true},{"id":422088,"name":"Management Practice","url":"https://www.academia.edu/Documents/in/Management_Practice?f_ri=5009"},{"id":530270,"name":"Management and Organization Theory","url":"https://www.academia.edu/Documents/in/Management_and_Organization_Theory?f_ri=5009"},{"id":1484039,"name":"Management Tool","url":"https://www.academia.edu/Documents/in/Management_Tool?f_ri=5009"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_19529765" data-work_id="19529765" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/19529765/Airbnb_Inc_How_to_penetrate_the_Korean_market_a_marketing_analysis">Airbnb, Inc. - How to penetrate the Korean market, a marketing analysis</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Airbnb’s remarkable growth is applauded, but there is certainly room for expansion in the Korean market. In this study, the authors conducted a background analysis of Airbnb, studying the strengths and weaknesses of the firm and devising... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_19529765" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Airbnb’s remarkable growth is applauded, but there is certainly room for expansion in the Korean market. In this study, the authors conducted a background analysis of Airbnb, studying the strengths and weaknesses of the firm and devising strategies for further success in Korea.<br />In regards to price, the authors decided the price strategy currently held is applicable in Korea as well. There is no need for change in that aspect. The authors did observe the need for a premium service centered on business travelers, those who travel most frequently. The premium service would have an annual fee, but it would provide benefits to customers in the form of additional services and exclusive deals.<br />Brand awareness is relatively low in South Korea. To inform the Korean audience, who are potential guests and hosts, there is the need to adopt widely used Korea online platforms, including Kakaotalk and Naver. Not only does this widen Airbnb’s footing in the market, but it also establishes new ground for which promotions can take place.<br />Airbnb stands at an advantage due to the ubiquity of Internet and mobile phone users in a highly technologized country. Numerous network platforms are ready to accept Airbnb’s entrance into its user base, and upon entrance, Airbnb will already be ahead of competitors in claiming South Korea’s market for room accommodations.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/19529765" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e00653659c6f7f5e5160d381b41cfe49" rel="nofollow" data-download="{"attachment_id":40675738,"asset_id":19529765,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/40675738/download_file?st=MTc0MDIyMzc0NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="17898536" href="https://unive.academia.edu/AlviseGiovannini">Alvise Giovannini</a><script data-card-contents-for-user="17898536" type="text/json">{"id":17898536,"first_name":"Alvise","last_name":"Giovannini","domain_name":"unive","page_name":"AlviseGiovannini","display_name":"Alvise Giovannini","profile_url":"https://unive.academia.edu/AlviseGiovannini?f_ri=5009","photo":"https://0.academia-photos.com/17898536/5230880/16938935/s65_alvise.giovannini.jpg"}</script></span></span></li><li class="js-paper-rank-work_19529765 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="19529765"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 19529765, container: ".js-paper-rank-work_19529765", }); });</script></li><li class="js-percentile-work_19529765 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 19529765; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_19529765"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_19529765 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="19529765"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 19529765; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=19529765]").text(description); $(".js-view-count-work_19529765").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_19529765").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="19529765"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">16</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="909" rel="nofollow" href="https://www.academia.edu/Documents/in/Tourism_Studies">Tourism Studies</a>, <script data-card-contents-for-ri="909" type="text/json">{"id":909,"name":"Tourism Studies","url":"https://www.academia.edu/Documents/in/Tourism_Studies?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="942" rel="nofollow" href="https://www.academia.edu/Documents/in/Tourism_Marketing">Tourism Marketing</a>, <script data-card-contents-for-ri="942" type="text/json">{"id":942,"name":"Tourism Marketing","url":"https://www.academia.edu/Documents/in/Tourism_Marketing?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2074" rel="nofollow" href="https://www.academia.edu/Documents/in/International_Business">International Business</a><script data-card-contents-for-ri="2074" type="text/json">{"id":2074,"name":"International Business","url":"https://www.academia.edu/Documents/in/International_Business?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=19529765]'), work: {"id":19529765,"title":"Airbnb, Inc. - How to penetrate the Korean market, a marketing analysis","created_at":"2015-12-06T23:03:27.938-08:00","url":"https://www.academia.edu/19529765/Airbnb_Inc_How_to_penetrate_the_Korean_market_a_marketing_analysis?f_ri=5009","dom_id":"work_19529765","summary":"Airbnb’s remarkable growth is applauded, but there is certainly room for expansion in the Korean market. In this study, the authors conducted a background analysis of Airbnb, studying the strengths and weaknesses of the firm and devising strategies for further success in Korea.\nIn regards to price, the authors decided the price strategy currently held is applicable in Korea as well. There is no need for change in that aspect. The authors did observe the need for a premium service centered on business travelers, those who travel most frequently. The premium service would have an annual fee, but it would provide benefits to customers in the form of additional services and exclusive deals.\nBrand awareness is relatively low in South Korea. To inform the Korean audience, who are potential guests and hosts, there is the need to adopt widely used Korea online platforms, including Kakaotalk and Naver. Not only does this widen Airbnb’s footing in the market, but it also establishes new ground for which promotions can take place.\nAirbnb stands at an advantage due to the ubiquity of Internet and mobile phone users in a highly technologized country. Numerous network platforms are ready to accept Airbnb’s entrance into its user base, and upon entrance, Airbnb will already be ahead of competitors in claiming South Korea’s market for room accommodations.","downloadable_attachments":[{"id":40675738,"asset_id":19529765,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":17898536,"first_name":"Alvise","last_name":"Giovannini","domain_name":"unive","page_name":"AlviseGiovannini","display_name":"Alvise Giovannini","profile_url":"https://unive.academia.edu/AlviseGiovannini?f_ri=5009","photo":"https://0.academia-photos.com/17898536/5230880/16938935/s65_alvise.giovannini.jpg"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=5009","nofollow":true},{"id":909,"name":"Tourism Studies","url":"https://www.academia.edu/Documents/in/Tourism_Studies?f_ri=5009","nofollow":true},{"id":942,"name":"Tourism Marketing","url":"https://www.academia.edu/Documents/in/Tourism_Marketing?f_ri=5009","nofollow":true},{"id":2074,"name":"International Business","url":"https://www.academia.edu/Documents/in/International_Business?f_ri=5009","nofollow":true},{"id":3902,"name":"Korean Studies","url":"https://www.academia.edu/Documents/in/Korean_Studies?f_ri=5009"},{"id":4179,"name":"South Korea","url":"https://www.academia.edu/Documents/in/South_Korea?f_ri=5009"},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009"},{"id":7739,"name":"Strategic Planning","url":"https://www.academia.edu/Documents/in/Strategic_Planning?f_ri=5009"},{"id":10679,"name":"International Marketing","url":"https://www.academia.edu/Documents/in/International_Marketing?f_ri=5009"},{"id":13258,"name":"Marketing Research","url":"https://www.academia.edu/Documents/in/Marketing_Research?f_ri=5009"},{"id":21168,"name":"Strategy (Business)","url":"https://www.academia.edu/Documents/in/Strategy_Business_?f_ri=5009"},{"id":43883,"name":"Tourism","url":"https://www.academia.edu/Documents/in/Tourism?f_ri=5009"},{"id":65485,"name":"Korea","url":"https://www.academia.edu/Documents/in/Korea?f_ri=5009"},{"id":81104,"name":"Tourism and Hotel Management","url":"https://www.academia.edu/Documents/in/Tourism_and_Hotel_Management?f_ri=5009"},{"id":91380,"name":"Hotel Management","url":"https://www.academia.edu/Documents/in/Hotel_Management?f_ri=5009"},{"id":918792,"name":"Airbnb","url":"https://www.academia.edu/Documents/in/Airbnb?f_ri=5009"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_4618199" data-work_id="4618199" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/4618199/Strategic_Management_Porters_5_Forces_">Strategic Management (Porter's 5 Forces)</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">One of the most significant reasons that strategic management is important is that it can make a difference in how well an organization performs. The most basic questions about strategy look at why firms succeed or fail, and why, when... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_4618199" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">One of the most significant reasons that strategic management is important is that it can make a difference in how well an organization performs. The most basic questions about strategy look at why firms succeed or fail, and why, when faced with the same environmental conditions, their performance levels vary. Studies of the factors that contribute to organizational performance generally have shown a positive relationship between strategic planning and performance. In other words, it appears that organizations that use strategic management do have higher levels of performance. And that makes it pretty important for managers! Another reason strategic management is important has to do with the fact that organizations of all types and sizes face continually changing situations. These changes may be minor or significant, but it's still change with which managers must cope. That's where strategic management comes in. Using the strategic management process, managers examine relevant factors in deciding what actions to take, thus helping them better cope with uncertain environments. Strategic management is also important because of the nature of organizations. They're composed of diverse divisions, departments, functions, and work activitiesmanufacturing, marketing, accounting, and so forth-that all need to be coordinated and focused on achieving the organization's goals. Strategic management does this. Strategic management helps in coordinating and focusing employees by clarifying and pinpointing what's important and by providing the reasons for why they're doing what they're doing. Finally, strategic management is important because it's involved in many of the decisions that managers make.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/4618199" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="29169ec52477b42cacf9475b0664a6d6" rel="nofollow" data-download="{"attachment_id":31976036,"asset_id":4618199,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/31976036/download_file?st=MTc0MDIyMzc0NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="348175" href="https://easternuni.academia.edu/MofizulIslam">Mofizul Islam</a><script data-card-contents-for-user="348175" type="text/json">{"id":348175,"first_name":"Mofizul","last_name":"Islam","domain_name":"easternuni","page_name":"MofizulIslam","display_name":"Mofizul Islam","profile_url":"https://easternuni.academia.edu/MofizulIslam?f_ri=5009","photo":"https://0.academia-photos.com/348175/2502083/2905358/s65_mofizul.islam.jpg"}</script></span></span></li><li class="js-paper-rank-work_4618199 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="4618199"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 4618199, container: ".js-paper-rank-work_4618199", }); });</script></li><li class="js-percentile-work_4618199 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 4618199; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_4618199"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_4618199 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="4618199"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 4618199; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=4618199]").text(description); $(".js-view-count-work_4618199").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_4618199").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="4618199"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a>, <script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="43310" rel="nofollow" href="https://www.academia.edu/Documents/in/Porters_5_forces">Porter's 5 forces</a>, <script data-card-contents-for-ri="43310" type="text/json">{"id":43310,"name":"Porter's 5 forces","url":"https://www.academia.edu/Documents/in/Porters_5_forces?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="44406" rel="nofollow" href="https://www.academia.edu/Documents/in/Organization_and_Strategy">Organization and Strategy</a><script data-card-contents-for-ri="44406" type="text/json">{"id":44406,"name":"Organization and Strategy","url":"https://www.academia.edu/Documents/in/Organization_and_Strategy?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=4618199]'), work: {"id":4618199,"title":"Strategic Management (Porter's 5 Forces)","created_at":"2013-09-29T02:31:28.860-07:00","url":"https://www.academia.edu/4618199/Strategic_Management_Porters_5_Forces_?f_ri=5009","dom_id":"work_4618199","summary":"One of the most significant reasons that strategic management is important is that it can make a difference in how well an organization performs. The most basic questions about strategy look at why firms succeed or fail, and why, when faced with the same environmental conditions, their performance levels vary. Studies of the factors that contribute to organizational performance generally have shown a positive relationship between strategic planning and performance. In other words, it appears that organizations that use strategic management do have higher levels of performance. And that makes it pretty important for managers! Another reason strategic management is important has to do with the fact that organizations of all types and sizes face continually changing situations. These changes may be minor or significant, but it's still change with which managers must cope. That's where strategic management comes in. Using the strategic management process, managers examine relevant factors in deciding what actions to take, thus helping them better cope with uncertain environments. Strategic management is also important because of the nature of organizations. They're composed of diverse divisions, departments, functions, and work activitiesmanufacturing, marketing, accounting, and so forth-that all need to be coordinated and focused on achieving the organization's goals. Strategic management does this. Strategic management helps in coordinating and focusing employees by clarifying and pinpointing what's important and by providing the reasons for why they're doing what they're doing. Finally, strategic management is important because it's involved in many of the decisions that managers make.","downloadable_attachments":[{"id":31976036,"asset_id":4618199,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":348175,"first_name":"Mofizul","last_name":"Islam","domain_name":"easternuni","page_name":"MofizulIslam","display_name":"Mofizul Islam","profile_url":"https://easternuni.academia.edu/MofizulIslam?f_ri=5009","photo":"https://0.academia-photos.com/348175/2502083/2905358/s65_mofizul.islam.jpg"}],"research_interests":[{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true},{"id":43310,"name":"Porter's 5 forces","url":"https://www.academia.edu/Documents/in/Porters_5_forces?f_ri=5009","nofollow":true},{"id":44406,"name":"Organization and Strategy","url":"https://www.academia.edu/Documents/in/Organization_and_Strategy?f_ri=5009","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_37158794 coauthored" data-work_id="37158794" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/37158794/Strategic_Communication_of_the_Greek_Public_Administration_for_the_handling_of_the_Refugee_Crisis_A_critical_review_on_the_Greek_Institutional_Speech">Strategic Communication of the Greek Public Administration for the handling of the Refugee Crisis: A critical review on the Greek Institutional Speech</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The Refugee Crisis has dominated the news in Greece and Europe throughout the winter 2015 and spring of 2016. As a matter of fact, it has managed to change for a period of time the image of Greece, spinning the financial crisis agenda.... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_37158794" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The Refugee Crisis has dominated the news in Greece and Europe throughout the winter 2015 and spring of 2016. As a matter of fact, it has managed to change for a period of time the image of Greece, spinning the financial crisis agenda. However, that did not change the fact that the great flows of immigrants and refugees constituted a crisis within a crisis for Greece. The Greek Government had to act swiftly to manage the flows and prepare the necessary infrastructure to accommodate and identify the incoming populations. <br />Quickly the positive image of the “hospitable” and “humane” Greece gave their place to the image of “unorganized” Greece that was not able to handle the crisis. In crisis situations, it is important to manage and maintain the control of the information environment. One important aspect in crisis management is the communicational level. In crisis situations it is of vital importance to reframe the narrative and the construction of a strong alternative perception that will keep positive attitudes towards the crisis manager and at the same time maintain his ethos as a capable manager of the situation.<br />In this case, the Greek government together with the regional authorities needed to keep control of the information flow and build on strategic communication messaging that would help manage effectively not only the image crisis but also subjective issues of the overall crisis.  <br />This paper examines the Strategic Communication used by the Greek authorities and the Public Administration during the crisis. Three main questions are being discussed: What was the main strategic communication narrative in order to handle the crisis by the Greek Public Administration? How were strategically the messages constructed and how this strategy helped the strategic communication messaging. How effective were the strategic messages and narratives of the institutions and authorities in terms of crisis communication and management? <br />The research uses the qualitative content analysis and the crisis management and communication literature in order to examine the three main research questions. The item of the study is the Press Releases of the public administration Institutions involved in the crisis and a selective corpus of public speeches of government members and local authorities involved. The purpose is to gain an overall picture and critically examine the crisis management efforts of the Greek government and the Greek public administration at that time, concluding with lessons learned and proposing best practices for future situations.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/37158794" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="3730652ebf2dba1a61175063cab5b1c6" rel="nofollow" data-download="{"attachment_id":57109501,"asset_id":37158794,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/57109501/download_file?st=MTc0MDIyMzc0NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1099063" href="https://uop-gr.academia.edu/TonyAspriadis">Tony N Aspriadis</a><script data-card-contents-for-user="1099063" type="text/json">{"id":1099063,"first_name":"Tony","last_name":"Aspriadis","domain_name":"uop-gr","page_name":"TonyAspriadis","display_name":"Tony N Aspriadis","profile_url":"https://uop-gr.academia.edu/TonyAspriadis?f_ri=5009","photo":"https://0.academia-photos.com/1099063/382161/54652800/s65_tony.aspriadis.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-37158794">+1</span><div class="hidden js-additional-users-37158794"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://piraeus.academia.edu/stratcomlab">Strategic Communication and News Media Lab Εργαστήριο Στρατηγικής Επικοινωνίας και Μέσων Ενημέρωσης</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-37158794'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-37158794').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_37158794 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="37158794"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 37158794, container: ".js-paper-rank-work_37158794", }); });</script></li><li class="js-percentile-work_37158794 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 37158794; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_37158794"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_37158794 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="37158794"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 37158794; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=37158794]").text(description); $(".js-view-count-work_37158794").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_37158794").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="37158794"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">9</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="2835" rel="nofollow" href="https://www.academia.edu/Documents/in/Refugee_Studies">Refugee Studies</a>, <script data-card-contents-for-ri="2835" type="text/json">{"id":2835,"name":"Refugee Studies","url":"https://www.academia.edu/Documents/in/Refugee_Studies?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="4007" rel="nofollow" href="https://www.academia.edu/Documents/in/Crisis_communication_and_management">Crisis communication and management</a>, <script data-card-contents-for-ri="4007" type="text/json">{"id":4007,"name":"Crisis communication and management","url":"https://www.academia.edu/Documents/in/Crisis_communication_and_management?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="4486" rel="nofollow" href="https://www.academia.edu/Documents/in/Political_Science">Political Science</a>, <script data-card-contents-for-ri="4486" type="text/json">{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="4850" rel="nofollow" href="https://www.academia.edu/Documents/in/Migration">Migration</a><script data-card-contents-for-ri="4850" type="text/json">{"id":4850,"name":"Migration","url":"https://www.academia.edu/Documents/in/Migration?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=37158794]'), work: {"id":37158794,"title":"Strategic Communication of the Greek Public Administration for the handling of the Refugee Crisis: A critical review on the Greek Institutional Speech","created_at":"2018-07-31T14:44:58.901-07:00","url":"https://www.academia.edu/37158794/Strategic_Communication_of_the_Greek_Public_Administration_for_the_handling_of_the_Refugee_Crisis_A_critical_review_on_the_Greek_Institutional_Speech?f_ri=5009","dom_id":"work_37158794","summary":"The Refugee Crisis has dominated the news in Greece and Europe throughout the winter 2015 and spring of 2016. As a matter of fact, it has managed to change for a period of time the image of Greece, spinning the financial crisis agenda. However, that did not change the fact that the great flows of immigrants and refugees constituted a crisis within a crisis for Greece. The Greek Government had to act swiftly to manage the flows and prepare the necessary infrastructure to accommodate and identify the incoming populations. \nQuickly the positive image of the “hospitable” and “humane” Greece gave their place to the image of “unorganized” Greece that was not able to handle the crisis. In crisis situations, it is important to manage and maintain the control of the information environment. One important aspect in crisis management is the communicational level. In crisis situations it is of vital importance to reframe the narrative and the construction of a strong alternative perception that will keep positive attitudes towards the crisis manager and at the same time maintain his ethos as a capable manager of the situation.\nIn this case, the Greek government together with the regional authorities needed to keep control of the information flow and build on strategic communication messaging that would help manage effectively not only the image crisis but also subjective issues of the overall crisis. \nThis paper examines the Strategic Communication used by the Greek authorities and the Public Administration during the crisis. Three main questions are being discussed: What was the main strategic communication narrative in order to handle the crisis by the Greek Public Administration? How were strategically the messages constructed and how this strategy helped the strategic communication messaging. How effective were the strategic messages and narratives of the institutions and authorities in terms of crisis communication and management? \nThe research uses the qualitative content analysis and the crisis management and communication literature in order to examine the three main research questions. The item of the study is the Press Releases of the public administration Institutions involved in the crisis and a selective corpus of public speeches of government members and local authorities involved. The purpose is to gain an overall picture and critically examine the crisis management efforts of the Greek government and the Greek public administration at that time, concluding with lessons learned and proposing best practices for future situations. \n","downloadable_attachments":[{"id":57109501,"asset_id":37158794,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1099063,"first_name":"Tony","last_name":"Aspriadis","domain_name":"uop-gr","page_name":"TonyAspriadis","display_name":"Tony N Aspriadis","profile_url":"https://uop-gr.academia.edu/TonyAspriadis?f_ri=5009","photo":"https://0.academia-photos.com/1099063/382161/54652800/s65_tony.aspriadis.jpg"},{"id":35484799,"first_name":"Strategic Communication and News Media Lab","last_name":"Εργαστήριο Στρατηγικής Επικοινωνίας και Μέσων Ενημέρωσης","domain_name":"piraeus","page_name":"stratcomlab","display_name":"Strategic Communication and News Media Lab Εργαστήριο Στρατηγικής Επικοινωνίας και Μέσων Ενημέρωσης","profile_url":"https://piraeus.academia.edu/stratcomlab?f_ri=5009","photo":"https://0.academia-photos.com/35484799/18894580/18910659/s65_strategic_communication_and_news_media_lab._.jpg"}],"research_interests":[{"id":2835,"name":"Refugee Studies","url":"https://www.academia.edu/Documents/in/Refugee_Studies?f_ri=5009","nofollow":true},{"id":4007,"name":"Crisis communication and management","url":"https://www.academia.edu/Documents/in/Crisis_communication_and_management?f_ri=5009","nofollow":true},{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=5009","nofollow":true},{"id":4850,"name":"Migration","url":"https://www.academia.edu/Documents/in/Migration?f_ri=5009","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009"},{"id":5521,"name":"Crisis Management","url":"https://www.academia.edu/Documents/in/Crisis_Management?f_ri=5009"},{"id":7369,"name":"Political communication","url":"https://www.academia.edu/Documents/in/Political_communication?f_ri=5009"},{"id":9218,"name":"Strategic Communication","url":"https://www.academia.edu/Documents/in/Strategic_Communication?f_ri=5009"},{"id":14730,"name":"Migration Studies","url":"https://www.academia.edu/Documents/in/Migration_Studies?f_ri=5009"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_44066059" data-work_id="44066059" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/44066059/Assessing_the_Impact_of_Good_Governance_Church_Management_and_Structure_on_the_Growth_and_Development_of_the_Church">Assessing the Impact of Good Governance, Church Management and Structure on the Growth and Development of the Church</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Management is a business function that provides leadership support to organizations’ resources to realize strategic goals and objectives. While churches are not precisely business organizations tied with specific management practice as... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_44066059" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Management is a business function that provides leadership support to organizations’ resources to realize strategic goals and objectives. While churches are not precisely business organizations tied with specific management practice as requirements including other complex legal requirements such as filing returns and payment of taxes, they engage in activities that require adequate planning and execution if they are to be successful and impact to the Church's growth and development. Hence, there is a need for an effective governance system for churches that will ensure efficient and effective utilization of resources and management practices in the growth and development of Churches. This paper, therefore, aims at presenting an analysis of good governance, effective managerial strategies and church structure for church growth and development. This study will employ the use of content analysis of literature as the main components in the study in the areas of effective managerial practices, corporate Governance and organizational Structure and its impact on Church growth and development. The study will systematically answer various questions under the study, which eventually contributes towards the establishment of good governance, effective management and Church Structure on the growth and development of Churches. The study will, therefore, unearth the relationship between good governance, church management and Structure on the growth and development of churches. It will further recommend leaders of churches the elements of good Governance, management and the Structure of their Church that have to be taken into consideration in their decision making. <br /><br />Keywords: churches, good governance, management techniques, church structure</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/44066059" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="77b16235e4d07ef1a00193133ae52252" rel="nofollow" data-download="{"attachment_id":64409540,"asset_id":44066059,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/64409540/download_file?st=MTc0MDIyMzc0NCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="169805504" href="https://sats-za.academia.edu/RKAwukuGyampoh">Ransford K. Awuku-Gyampoh</a><script data-card-contents-for-user="169805504" type="text/json">{"id":169805504,"first_name":"Ransford K.","last_name":"Awuku-Gyampoh","domain_name":"sats-za","page_name":"RKAwukuGyampoh","display_name":"Ransford K. Awuku-Gyampoh","profile_url":"https://sats-za.academia.edu/RKAwukuGyampoh?f_ri=5009","photo":"https://0.academia-photos.com/169805504/47364016/52535525/s65_ransford_k..awuku-gyampoh.jpg"}</script></span></span></li><li class="js-paper-rank-work_44066059 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="44066059"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 44066059, container: ".js-paper-rank-work_44066059", }); });</script></li><li class="js-percentile-work_44066059 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 44066059; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_44066059"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_44066059 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="44066059"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 44066059; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=44066059]").text(description); $(".js-view-count-work_44066059").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_44066059").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="44066059"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">8</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="2334" rel="nofollow" href="https://www.academia.edu/Documents/in/Educational_Administration">Educational Administration</a>, <script data-card-contents-for-ri="2334" type="text/json">{"id":2334,"name":"Educational Administration","url":"https://www.academia.edu/Documents/in/Educational_Administration?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a>, <script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="7739" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Planning">Strategic Planning</a>, <script data-card-contents-for-ri="7739" type="text/json">{"id":7739,"name":"Strategic Planning","url":"https://www.academia.edu/Documents/in/Strategic_Planning?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="23326" rel="nofollow" href="https://www.academia.edu/Documents/in/Administration">Administration</a><script data-card-contents-for-ri="23326" type="text/json">{"id":23326,"name":"Administration","url":"https://www.academia.edu/Documents/in/Administration?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=44066059]'), work: {"id":44066059,"title":"Assessing the Impact of Good Governance, Church Management and Structure on the Growth and Development of the Church","created_at":"2020-09-11T05:08:27.530-07:00","url":"https://www.academia.edu/44066059/Assessing_the_Impact_of_Good_Governance_Church_Management_and_Structure_on_the_Growth_and_Development_of_the_Church?f_ri=5009","dom_id":"work_44066059","summary":"Management is a business function that provides leadership support to organizations’ resources to realize strategic goals and objectives. While churches are not precisely business organizations tied with specific management practice as requirements including other complex legal requirements such as filing returns and payment of taxes, they engage in activities that require adequate planning and execution if they are to be successful and impact to the Church's growth and development. Hence, there is a need for an effective governance system for churches that will ensure efficient and effective utilization of resources and management practices in the growth and development of Churches. This paper, therefore, aims at presenting an analysis of good governance, effective managerial strategies and church structure for church growth and development. This study will employ the use of content analysis of literature as the main components in the study in the areas of effective managerial practices, corporate Governance and organizational Structure and its impact on Church growth and development. The study will systematically answer various questions under the study, which eventually contributes towards the establishment of good governance, effective management and Church Structure on the growth and development of Churches. The study will, therefore, unearth the relationship between good governance, church management and Structure on the growth and development of churches. It will further recommend leaders of churches the elements of good Governance, management and the Structure of their Church that have to be taken into consideration in their decision making. \n\nKeywords: churches, good governance, management techniques, church structure \n","downloadable_attachments":[{"id":64409540,"asset_id":44066059,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":169805504,"first_name":"Ransford K.","last_name":"Awuku-Gyampoh","domain_name":"sats-za","page_name":"RKAwukuGyampoh","display_name":"Ransford K. Awuku-Gyampoh","profile_url":"https://sats-za.academia.edu/RKAwukuGyampoh?f_ri=5009","photo":"https://0.academia-photos.com/169805504/47364016/52535525/s65_ransford_k..awuku-gyampoh.jpg"}],"research_interests":[{"id":2334,"name":"Educational Administration","url":"https://www.academia.edu/Documents/in/Educational_Administration?f_ri=5009","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true},{"id":7739,"name":"Strategic Planning","url":"https://www.academia.edu/Documents/in/Strategic_Planning?f_ri=5009","nofollow":true},{"id":23326,"name":"Administration","url":"https://www.academia.edu/Documents/in/Administration?f_ri=5009","nofollow":true},{"id":99711,"name":"Church Growth","url":"https://www.academia.edu/Documents/in/Church_Growth?f_ri=5009"},{"id":156574,"name":"Church Administration","url":"https://www.academia.edu/Documents/in/Church_Administration?f_ri=5009"},{"id":314797,"name":"Church Governance","url":"https://www.academia.edu/Documents/in/Church_Governance?f_ri=5009"},{"id":680688,"name":"Church Aministration/Business Management","url":"https://www.academia.edu/Documents/in/Church_Aministration_Business_Management?f_ri=5009"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_7298800" data-work_id="7298800" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/7298800/Effects_of_strategic_management_practices_on_performance_of_financial_institutions_in_Kenya_A_case_of_Kenya_Post_Office_Savings_Bank">Effects of strategic management practices on performance of financial institutions in Kenya: A case of Kenya Post Office Savings Bank</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This study sought to examine the relationship of strategic management practices and firm performance in Postbank. The study was guided by the following specific objectives: (i) to determine the competitive strategies adopted by Postbank;... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_7298800" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This study sought to examine the relationship of strategic management practices and firm performance in Postbank. The study was guided by the following specific objectives: (i) to determine the competitive strategies adopted by Postbank; and (ii) to establish the relationship between the competitive strategies used by Postbank and its performance. A review of the relevant literature was undertaken in order to eliminate duplication of what has been done and provide a clear understanding of existing knowledge base in the problem area. The literature review is based on authoritative, recent, and original sources such as journals, books, thesis and dissertations. A case study design was used to undertake the study. The population comprised Postbank top revenue drivers, namely operations and marketing/customer service departments, which are divided into regions covering the whole country. A semi-structured questionnaire was used to collect primary data from the respondents. Statistical Package for Social Sciences (SPSS), version 19.0 was used as an aid in the analysis. Data pertaining to the profile of respondents were analyzed by employing content analysis while determining the link between the competitive strategies and organizational performance; the strategy related items were subjected to a factor analysis to test whether the strategic practices were naturally grouped into the various competitive strategies. The findings show that the strategies adopted by Postbank so as to cope with the competitive environment include vigorous pursuit of cost reductions, providing outstanding customer service, improving operational efficiency, controlling quality of products/services, intense supervision of frontline personnel, developing brand or company name identification, targeting a specific market niche or segment, and providing specialty products/services. The findings also show a significant relationship between the strategies adopted by Postbank in Kenya and their respective performances with respect to the following objective performance indicators: total revenue growth, total asset growth, net income growth, market share growth and overall performance or growth.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/7298800" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="51230fb36c2ef0c1208a5f51c156a5a0" rel="nofollow" data-download="{"attachment_id":33905343,"asset_id":7298800,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/33905343/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="12770618" href="https://dkut.academia.edu/OfunyaAfande">Ofunya Afande</a><script data-card-contents-for-user="12770618" type="text/json">{"id":12770618,"first_name":"Ofunya","last_name":"Afande","domain_name":"dkut","page_name":"OfunyaAfande","display_name":"Ofunya Afande","profile_url":"https://dkut.academia.edu/OfunyaAfande?f_ri=5009","photo":"https://0.academia-photos.com/12770618/3630503/4258319/s65_ofunya.afande.jpg"}</script></span></span></li><li class="js-paper-rank-work_7298800 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="7298800"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 7298800, container: ".js-paper-rank-work_7298800", }); 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$(".js-view-count[data-work-id=7298800]").text(description); $(".js-view-count-work_7298800").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_7298800").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="7298800"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">21</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="26" rel="nofollow" href="https://www.academia.edu/Documents/in/Business">Business</a>, <script data-card-contents-for-ri="26" type="text/json">{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="38" rel="nofollow" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="46" rel="nofollow" href="https://www.academia.edu/Documents/in/Business_Ethics">Business Ethics</a><script data-card-contents-for-ri="46" type="text/json">{"id":46,"name":"Business Ethics","url":"https://www.academia.edu/Documents/in/Business_Ethics?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=7298800]'), work: {"id":7298800,"title":"Effects of strategic management practices on performance of financial institutions in Kenya: A case of Kenya Post Office Savings Bank","created_at":"2014-06-09T01:10:10.115-07:00","url":"https://www.academia.edu/7298800/Effects_of_strategic_management_practices_on_performance_of_financial_institutions_in_Kenya_A_case_of_Kenya_Post_Office_Savings_Bank?f_ri=5009","dom_id":"work_7298800","summary":"This study sought to examine the relationship of strategic management practices and firm performance in Postbank. The study was guided by the following specific objectives: (i) to determine the competitive strategies adopted by Postbank; and (ii) to establish the relationship between the competitive strategies used by Postbank and its performance. A review of the relevant literature was undertaken in order to eliminate duplication of what has been done and provide a clear understanding of existing knowledge base in the problem area. The literature review is based on authoritative, recent, and original sources such as journals, books, thesis and dissertations. A case study design was used to undertake the study. The population comprised Postbank top revenue drivers, namely operations and marketing/customer service departments, which are divided into regions covering the whole country. A semi-structured questionnaire was used to collect primary data from the respondents. Statistical Package for Social Sciences (SPSS), version 19.0 was used as an aid in the analysis. Data pertaining to the profile of respondents were analyzed by employing content analysis while determining the link between the competitive strategies and organizational performance; the strategy related items were subjected to a factor analysis to test whether the strategic practices were naturally grouped into the various competitive strategies. The findings show that the strategies adopted by Postbank so as to cope with the competitive environment include vigorous pursuit of cost reductions, providing outstanding customer service, improving operational efficiency, controlling quality of products/services, intense supervision of frontline personnel, developing brand or company name identification, targeting a specific market niche or segment, and providing specialty products/services. The findings also show a significant relationship between the strategies adopted by Postbank in Kenya and their respective performances with respect to the following objective performance indicators: total revenue growth, total asset growth, net income growth, market share growth and overall performance or growth.","downloadable_attachments":[{"id":33905343,"asset_id":7298800,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":12770618,"first_name":"Ofunya","last_name":"Afande","domain_name":"dkut","page_name":"OfunyaAfande","display_name":"Ofunya Afande","profile_url":"https://dkut.academia.edu/OfunyaAfande?f_ri=5009","photo":"https://0.academia-photos.com/12770618/3630503/4258319/s65_ofunya.afande.jpg"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=5009","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=5009","nofollow":true},{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=5009","nofollow":true},{"id":46,"name":"Business Ethics","url":"https://www.academia.edu/Documents/in/Business_Ethics?f_ri=5009","nofollow":true},{"id":47,"name":"Finance","url":"https://www.academia.edu/Documents/in/Finance?f_ri=5009"},{"id":1452,"name":"Corporate Social Responsibility","url":"https://www.academia.edu/Documents/in/Corporate_Social_Responsibility?f_ri=5009"},{"id":2277,"name":"Project Management","url":"https://www.academia.edu/Documents/in/Project_Management?f_ri=5009"},{"id":3490,"name":"Accounting","url":"https://www.academia.edu/Documents/in/Accounting?f_ri=5009"},{"id":4986,"name":"Public Relations","url":"https://www.academia.edu/Documents/in/Public_Relations?f_ri=5009"},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009"},{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=5009"},{"id":17580,"name":"Human Resources","url":"https://www.academia.edu/Documents/in/Human_Resources?f_ri=5009"},{"id":39900,"name":"Firm Performance","url":"https://www.academia.edu/Documents/in/Firm_Performance?f_ri=5009"},{"id":55550,"name":"Diversification","url":"https://www.academia.edu/Documents/in/Diversification?f_ri=5009"},{"id":55840,"name":"Business Management","url":"https://www.academia.edu/Documents/in/Business_Management?f_ri=5009"},{"id":91380,"name":"Hotel Management","url":"https://www.academia.edu/Documents/in/Hotel_Management?f_ri=5009"},{"id":132333,"name":"Product Development","url":"https://www.academia.edu/Documents/in/Product_Development?f_ri=5009"},{"id":194810,"name":"Differentiation","url":"https://www.academia.edu/Documents/in/Differentiation?f_ri=5009"},{"id":636769,"name":"COMPETITIVE STRATEGIES","url":"https://www.academia.edu/Documents/in/COMPETITIVE_STRATEGIES?f_ri=5009"},{"id":894914,"name":"Market Development","url":"https://www.academia.edu/Documents/in/Market_Development?f_ri=5009"},{"id":975825,"name":"Strategic Management In Theory and Practice","url":"https://www.academia.edu/Documents/in/Strategic_Management_In_Theory_and_Practice?f_ri=5009"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_43277381" data-work_id="43277381" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/43277381/Turgut_%C3%96zal_Uluslararas%C4%B1_Ekonomi_ve_Siyaset_Kongresi_III_11_13_Haziran_2015_MALATYA">Turgut Özal Uluslararası Ekonomi ve Siyaset Kongresi -III 11-13 Haziran 2015 MALATYA</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">As in all areas, the process of globalization has led to changes in the economic sphere. Especially occurring developments in information and communication process, have affected target population of the businesses, this has led to the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_43277381" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">As in all areas, the process of globalization has led to changes in the economic sphere. Especially occurring developments in information and communication process, have affected target population of the businesses, this has led to the formation of a knowledgeable, <br /> nvestigative, impatient and wanting more perfect audience. That change occurring in consumer behaviour business has led to new research by affecting the current behaviour of the businesses. The adaptation process to environmental changes or stable and unstable expressed as a loose organization which is disguised as a determined social structure to adapt to the external environment showing the process of institutionalization is one of those pursuits. This study aims to measure impact of institutionalization process on performance of small and<br />medium-sized businesses operating in Kars Province. As elements of institutionalization; the formalization, autonomy, professionalism, cultural power; operational performance as business performance, output performance, innovation and adaptation performance will be examined.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/43277381" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="8a5385ccc08084590854ffa91295476c" rel="nofollow" data-download="{"attachment_id":63551949,"asset_id":43277381,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/63551949/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="24700054" href="https://independent.academia.edu/B%C3%BClentAkkoyun">Akkoyun, B.</a><script data-card-contents-for-user="24700054" type="text/json">{"id":24700054,"first_name":"Akkoyun,","last_name":"B.","domain_name":"independent","page_name":"BülentAkkoyun","display_name":"Akkoyun, B.","profile_url":"https://independent.academia.edu/B%C3%BClentAkkoyun?f_ri=5009","photo":"https://0.academia-photos.com/24700054/11225304/12524985/s65_b_lent.akkoyun.jpg_oh_0d4b8fa4e7e2a9ffa7403f784dab0090_oe_570d10cf"}</script></span></span></li><li class="js-paper-rank-work_43277381 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="43277381"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 43277381, container: ".js-paper-rank-work_43277381", }); 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$(".js-view-count[data-work-id=43277381]").text(description); $(".js-view-count-work_43277381").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_43277381").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="43277381"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a>, <script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="96369" rel="nofollow" href="https://www.academia.edu/Documents/in/Yonetim_Ve_Organizasyon">Yönetim Ve Organizasyon</a>, <script data-card-contents-for-ri="96369" type="text/json">{"id":96369,"name":"Yönetim Ve Organizasyon","url":"https://www.academia.edu/Documents/in/Yonetim_Ve_Organizasyon?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="535121" rel="nofollow" href="https://www.academia.edu/Documents/in/Isletme_Yonetimi">İşletme Yönetimi</a><script data-card-contents-for-ri="535121" type="text/json">{"id":535121,"name":"İşletme Yönetimi","url":"https://www.academia.edu/Documents/in/Isletme_Yonetimi?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=43277381]'), work: {"id":43277381,"title":"Turgut Özal Uluslararası Ekonomi ve Siyaset Kongresi -III 11-13 Haziran 2015 MALATYA","created_at":"2020-06-07T01:52:26.882-07:00","url":"https://www.academia.edu/43277381/Turgut_%C3%96zal_Uluslararas%C4%B1_Ekonomi_ve_Siyaset_Kongresi_III_11_13_Haziran_2015_MALATYA?f_ri=5009","dom_id":"work_43277381","summary":"As in all areas, the process of globalization has led to changes in the economic sphere. Especially occurring developments in information and communication process, have affected target population of the businesses, this has led to the formation of a knowledgeable, \n nvestigative, impatient and wanting more perfect audience. That change occurring in consumer behaviour business has led to new research by affecting the current behaviour of the businesses. The adaptation process to environmental changes or stable and unstable expressed as a loose organization which is disguised as a determined social structure to adapt to the external environment showing the process of institutionalization is one of those pursuits. This study aims to measure impact of institutionalization process on performance of small and\nmedium-sized businesses operating in Kars Province. As elements of institutionalization; the formalization, autonomy, professionalism, cultural power; operational performance as business performance, output performance, innovation and adaptation performance will be examined.","downloadable_attachments":[{"id":63551949,"asset_id":43277381,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":24700054,"first_name":"Akkoyun,","last_name":"B.","domain_name":"independent","page_name":"BülentAkkoyun","display_name":"Akkoyun, B.","profile_url":"https://independent.academia.edu/B%C3%BClentAkkoyun?f_ri=5009","photo":"https://0.academia-photos.com/24700054/11225304/12524985/s65_b_lent.akkoyun.jpg_oh_0d4b8fa4e7e2a9ffa7403f784dab0090_oe_570d10cf"}],"research_interests":[{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true},{"id":96369,"name":"Yönetim Ve Organizasyon","url":"https://www.academia.edu/Documents/in/Yonetim_Ve_Organizasyon?f_ri=5009","nofollow":true},{"id":535121,"name":"İşletme Yönetimi","url":"https://www.academia.edu/Documents/in/Isletme_Yonetimi?f_ri=5009","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_19855972" data-work_id="19855972" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/19855972/100_Soruda_Y%C3%B6netim_Teorileri_Management_Theories_in_100_Questions_">100 Soruda Yönetim Teorileri (Management Theories in 100 Questions)</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">Bu çalışmada, kitapta yer alan ilk 28 bilim adamı ile ilgili 100 adet soru ve cevap hazırlanmıştır. Sorular 3 bölüme ayrılmıştır: <br />1. Teori ve Kavramlar<br />2. Kişiler<br />3. Eserler</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/19855972" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="f88c5ead1416c3618ab8ade6e69317b3" rel="nofollow" data-download="{"attachment_id":54997084,"asset_id":19855972,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/54997084/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="21515187" href="https://metuhacettepe.academia.edu/Hasan%C3%87ifci">Dr. Hasan Çifci</a><script data-card-contents-for-user="21515187" type="text/json">{"id":21515187,"first_name":"Dr. Hasan","last_name":"Çifci","domain_name":"metuhacettepe","page_name":"HasanÇifci","display_name":"Dr. Hasan Çifci","profile_url":"https://metuhacettepe.academia.edu/Hasan%C3%87ifci?f_ri=5009","photo":"https://0.academia-photos.com/21515187/10446989/89547656/s65_dr._hasan._ifci.jpg"}</script></span></span></li><li class="js-paper-rank-work_19855972 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="19855972"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 19855972, container: ".js-paper-rank-work_19855972", }); 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Sorular 3 bölüme ayrılmıştır: \n1. Teori ve Kavramlar\n2. Kişiler\n3. 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href="https://www.academia.edu/39049240/Week_7_Assgnment_2_Report_on_the_Kerry_Group">Week 7 - Assgnment 2 Report on the Kerry Group</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This report highlights key aspects of the Kerry Group from both a financial and strategic management point of view. The report will assess the management strategies of the Kerry Group and how the external economic conditions impact the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_39049240" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This report highlights key aspects of the Kerry Group from both a financial and strategic management point of view. The report will assess the management strategies of the Kerry Group and how the external economic conditions impact the company. A PEST analysis will be used to access the external economic conditions. The report will further assess the SWOT analysis of the Kerry Group to ascertain the management strategies for proper management of operating investment and financing decisions. This will aid in determining the impact on both cash flows and cost of capital of the Kerry Group.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/39049240" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="8cdda1918f9f3149aa5a9b0a40675035" rel="nofollow" data-download="{"attachment_id":59163215,"asset_id":39049240,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/59163215/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="71458157" href="https://independent.academia.edu/KMukuka">Kennedy Mukuka</a><script data-card-contents-for-user="71458157" type="text/json">{"id":71458157,"first_name":"Kennedy","last_name":"Mukuka","domain_name":"independent","page_name":"KMukuka","display_name":"Kennedy Mukuka","profile_url":"https://independent.academia.edu/KMukuka?f_ri=5009","photo":"https://0.academia-photos.com/71458157/25448630/24182311/s65_kennedy.mukuka.jpg"}</script></span></span></li><li class="js-paper-rank-work_39049240 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="39049240"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 39049240, container: ".js-paper-rank-work_39049240", }); 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The report will assess the management strategies of the Kerry Group and how the external economic conditions impact the company. A PEST analysis will be used to access the external economic conditions. The report will further assess the SWOT analysis of the Kerry Group to ascertain the management strategies for proper management of operating investment and financing decisions. This will aid in determining the impact on both cash flows and cost of capital of the Kerry Group.","downloadable_attachments":[{"id":59163215,"asset_id":39049240,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":71458157,"first_name":"Kennedy","last_name":"Mukuka","domain_name":"independent","page_name":"KMukuka","display_name":"Kennedy Mukuka","profile_url":"https://independent.academia.edu/KMukuka?f_ri=5009","photo":"https://0.academia-photos.com/71458157/25448630/24182311/s65_kennedy.mukuka.jpg"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=5009","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=5009","nofollow":true},{"id":47,"name":"Finance","url":"https://www.academia.edu/Documents/in/Finance?f_ri=5009","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true},{"id":7702,"name":"Financial management","url":"https://www.academia.edu/Documents/in/Financial_management?f_ri=5009"},{"id":55840,"name":"Business Management","url":"https://www.academia.edu/Documents/in/Business_Management?f_ri=5009"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_9801291" data-work_id="9801291" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/9801291/Key_Account_Management_Konzepte_f%C3%BCr_wirksames_Beziehungsmanagement">Key Account Management - Konzepte für wirksames Beziehungsmanagement</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Key Account Management - was ist das? Eine banale Frage, mag der Verkaufsprofi denken. Und doch hat sie ihre Berechtigung. In den folgenden Kapiteln wird gerade diese auf den ersten Blick leicht zu beantwortende Frage gleich mehrfach zu... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_9801291" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Key Account Management - was ist das? Eine banale Frage, mag der Verkaufsprofi denken. Und doch hat sie ihre Berechtigung. In den folgenden Kapiteln wird gerade diese auf den ersten Blick leicht zu beantwortende Frage gleich mehrfach zu stellen sein - immer wieder begleitet vom Wechsel der Blickrichtung. Und nur wer es versteht, Marketing-Konzeptionen ständig und immer wieder neu in Frage zu stellen, wird auch langfristig erfolgreich am Markt sein.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/9801291" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="560e29e3704d61dde7b2522a0165bf11" rel="nofollow" data-download="{"attachment_id":35973904,"asset_id":9801291,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/35973904/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="13011711" href="https://ostfalia.academia.edu/HaraldRau">Harald Rau</a><script data-card-contents-for-user="13011711" type="text/json">{"id":13011711,"first_name":"Harald","last_name":"Rau","domain_name":"ostfalia","page_name":"HaraldRau","display_name":"Harald Rau","profile_url":"https://ostfalia.academia.edu/HaraldRau?f_ri=5009","photo":"https://0.academia-photos.com/13011711/3674729/4308208/s65_harald.rau.jpg"}</script></span></span></li><li class="js-paper-rank-work_9801291 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="9801291"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 9801291, container: ".js-paper-rank-work_9801291", }); 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Eine banale Frage, mag der Verkaufsprofi denken. Und doch hat sie ihre Berechtigung. In den folgenden Kapiteln wird gerade diese auf den ersten Blick leicht zu beantwortende Frage gleich mehrfach zu stellen sein - immer wieder begleitet vom Wechsel der Blickrichtung. Und nur wer es versteht, Marketing-Konzeptionen ständig und immer wieder neu in Frage zu stellen, wird auch langfristig erfolgreich am Markt sein.","downloadable_attachments":[{"id":35973904,"asset_id":9801291,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":13011711,"first_name":"Harald","last_name":"Rau","domain_name":"ostfalia","page_name":"HaraldRau","display_name":"Harald Rau","profile_url":"https://ostfalia.academia.edu/HaraldRau?f_ri=5009","photo":"https://0.academia-photos.com/13011711/3674729/4308208/s65_harald.rau.jpg"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=5009","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=5009","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true},{"id":8336,"name":"Media Management","url":"https://www.academia.edu/Documents/in/Media_Management?f_ri=5009","nofollow":true},{"id":93614,"name":"Key Account Management","url":"https://www.academia.edu/Documents/in/Key_Account_Management?f_ri=5009"},{"id":882269,"name":"Business Managament","url":"https://www.academia.edu/Documents/in/Business_Managament?f_ri=5009"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_34231387" data-work_id="34231387" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/34231387/Strategic_Analysis_Strategic_Planning_and_Implementation_for_WHSmith_PLC">Strategic Analysis, Strategic Planning and Implementation for WHSmith PLC</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Email or message me for any assignment support. Do follow me to be updated with new papers coming up. This paper is the study of Strategic Analysis, Strategic Planning and Implementation of a company (WHSmith Plc), which include business... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_34231387" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Email or message me for any assignment support. Do follow me to be updated with new papers coming up. This paper is the study of Strategic Analysis, Strategic Planning and Implementation of a company (WHSmith Plc), which include business firms' environment analysis, SWOT analysis, PESTEL (PEST) analysis, strategic analysis, strategic planning, strategic implementation, BCG matrix, strategy selection and implementation, etc...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/34231387" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="8757d53ea585463c0ee0544ece0dffd2" rel="nofollow" data-download="{"attachment_id":54146124,"asset_id":34231387,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/54146124/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="18278982" href="https://ljmu.academia.edu/SamimKhan">Samim Khan</a><script data-card-contents-for-user="18278982" type="text/json">{"id":18278982,"first_name":"Samim","last_name":"Khan","domain_name":"ljmu","page_name":"SamimKhan","display_name":"Samim Khan","profile_url":"https://ljmu.academia.edu/SamimKhan?f_ri=5009","photo":"https://0.academia-photos.com/18278982/5115787/16576627/s65_samim.khan.jpg"}</script></span></span></li><li class="js-paper-rank-work_34231387 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="34231387"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 34231387, container: ".js-paper-rank-work_34231387", }); 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Do follow me to be updated with new papers coming up. This paper is the study of Strategic Analysis, Strategic Planning and Implementation of a company (WHSmith Plc), which include business firms' environment analysis, SWOT analysis, PESTEL (PEST) analysis, strategic analysis, strategic planning, strategic implementation, BCG matrix, strategy selection and implementation, etc...","downloadable_attachments":[{"id":54146124,"asset_id":34231387,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":18278982,"first_name":"Samim","last_name":"Khan","domain_name":"ljmu","page_name":"SamimKhan","display_name":"Samim Khan","profile_url":"https://ljmu.academia.edu/SamimKhan?f_ri=5009","photo":"https://0.academia-photos.com/18278982/5115787/16576627/s65_samim.khan.jpg"}],"research_interests":[{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true},{"id":7739,"name":"Strategic Planning","url":"https://www.academia.edu/Documents/in/Strategic_Planning?f_ri=5009","nofollow":true},{"id":11698,"name":"Strategic Options Development and Analysis","url":"https://www.academia.edu/Documents/in/Strategic_Options_Development_and_Analysis?f_ri=5009","nofollow":true},{"id":21168,"name":"Strategy (Business)","url":"https://www.academia.edu/Documents/in/Strategy_Business_?f_ri=5009","nofollow":true},{"id":43316,"name":"Strategic Analysis","url":"https://www.academia.edu/Documents/in/Strategic_Analysis?f_ri=5009"},{"id":187534,"name":"SWOT analysis","url":"https://www.academia.edu/Documents/in/SWOT_analysis?f_ri=5009"},{"id":922619,"name":"PESTEL Analysis","url":"https://www.academia.edu/Documents/in/PESTEL_Analysis?f_ri=5009"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_7816912" data-work_id="7816912" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/7816912/Providing_Strategic_Leadership">Providing Strategic Leadership</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">Summarizes what the most ('winners') and the least ('losers') effective directors and boards do differently when providing strategic leadership taken from a chapter in the book Winning Companies; Winning People by Colin Coulson-Thomas</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/7816912" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c22008d91c33116621df52fb2f1488fc" rel="nofollow" data-download="{"attachment_id":34319684,"asset_id":7816912,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/34319684/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="33906" href="https://aston.academia.edu/ColinCoulsonThomas">Colin Coulson-Thomas</a><script data-card-contents-for-user="33906" type="text/json">{"id":33906,"first_name":"Colin","last_name":"Coulson-Thomas","domain_name":"aston","page_name":"ColinCoulsonThomas","display_name":"Colin Coulson-Thomas","profile_url":"https://aston.academia.edu/ColinCoulsonThomas?f_ri=5009","photo":"https://0.academia-photos.com/33906/11085/16205460/s65_colin.coulson-thomas.jpg"}</script></span></span></li><li class="js-paper-rank-work_7816912 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="7816912"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 7816912, container: ".js-paper-rank-work_7816912", }); 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Winning People by Colin Coulson-Thomas ","downloadable_attachments":[{"id":34319684,"asset_id":7816912,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":33906,"first_name":"Colin","last_name":"Coulson-Thomas","domain_name":"aston","page_name":"ColinCoulsonThomas","display_name":"Colin Coulson-Thomas","profile_url":"https://aston.academia.edu/ColinCoulsonThomas?f_ri=5009","photo":"https://0.academia-photos.com/33906/11085/16205460/s65_colin.coulson-thomas.jpg"}],"research_interests":[{"id":1333,"name":"Directing","url":"https://www.academia.edu/Documents/in/Directing?f_ri=5009","nofollow":true},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=5009","nofollow":true},{"id":4167,"name":"Corporate Governance","url":"https://www.academia.edu/Documents/in/Corporate_Governance?f_ri=5009","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true},{"id":5167,"name":"Governance","url":"https://www.academia.edu/Documents/in/Governance?f_ri=5009"},{"id":200283,"name":"Boards of directors","url":"https://www.academia.edu/Documents/in/Boards_of_directors?f_ri=5009"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_5500859" data-work_id="5500859" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/5500859/Fundamentals_of_Strategic_Management">Fundamentals of Strategic Management</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/5500859" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="cb2cad083a9d18f66dcc4f1b9717d111" rel="nofollow" data-download="{"attachment_id":35025235,"asset_id":5500859,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/35025235/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="5368571" href="https://urjc.academia.edu/LuisAngelGuerrasMartin">Luis Angel Guerras-Martin</a><script data-card-contents-for-user="5368571" type="text/json">{"id":5368571,"first_name":"Luis Angel","last_name":"Guerras-Martin","domain_name":"urjc","page_name":"LuisAngelGuerrasMartin","display_name":"Luis Angel Guerras-Martin","profile_url":"https://urjc.academia.edu/LuisAngelGuerrasMartin?f_ri=5009","photo":"https://0.academia-photos.com/5368571/8077439/9043825/s65_luis_angel.guerras-martin.jpg"}</script></span></span></li><li class="js-paper-rank-work_5500859 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="5500859"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 5500859, container: ".js-paper-rank-work_5500859", }); 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$(".js-view-count[data-work-id=5500859]").text(description); $(".js-view-count-work_5500859").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_5500859").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="5500859"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a><script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=5500859]'), work: {"id":5500859,"title":"Fundamentals of Strategic Management","created_at":"2013-12-22T00:54:27.058-08:00","url":"https://www.academia.edu/5500859/Fundamentals_of_Strategic_Management?f_ri=5009","dom_id":"work_5500859","summary":null,"downloadable_attachments":[{"id":35025235,"asset_id":5500859,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":5368571,"first_name":"Luis Angel","last_name":"Guerras-Martin","domain_name":"urjc","page_name":"LuisAngelGuerrasMartin","display_name":"Luis Angel Guerras-Martin","profile_url":"https://urjc.academia.edu/LuisAngelGuerrasMartin?f_ri=5009","photo":"https://0.academia-photos.com/5368571/8077439/9043825/s65_luis_angel.guerras-martin.jpg"}],"research_interests":[{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_10163027" data-work_id="10163027" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/10163027/Internationalization_of_the_firm_stage_approach_vs_global_approach">Internationalization of the firm: stage approach vs. global approach</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Globalization and virtual economy are external factors that drive companies to approach the global market from start up, giving birth to new studies on internationalization strategy, which represent an evolution of the classical stage... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_10163027" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Globalization and virtual economy are external factors that drive companies to approach the global market from start up, giving birth to new studies on internationalization strategy, which represent an evolution of the classical stage models. According to the stage approach, companies start selling products in their home markets and then they sequentially look at new countries. Many firms do not follow incremental stage approach but is often reported that they start their international activities from their birth: they enter different country at once, approaching new markets for both exporting and sourcing. Debate in literature is still trying to define if the born global perspective is a new concept or a new label to indicate an old phenomenon. The study will go through a review and an analysis of the literature on market entry and sourcing strategy. The purpose of this paper is therefore to identify and categorize factors that drive companies’ choice towards the global approach instead of the stage approach.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/10163027" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="085a88be78cb17a56e345bb23fb74964" rel="nofollow" data-download="{"attachment_id":36268139,"asset_id":10163027,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/36268139/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="24615386" href="https://univr.academia.edu/FabioCassia">Fabio Cassia</a><script data-card-contents-for-user="24615386" type="text/json">{"id":24615386,"first_name":"Fabio","last_name":"Cassia","domain_name":"univr","page_name":"FabioCassia","display_name":"Fabio Cassia","profile_url":"https://univr.academia.edu/FabioCassia?f_ri=5009","photo":"https://0.academia-photos.com/24615386/6657916/112541905/s65_fabio.cassia.jpg"}</script></span></span></li><li class="js-paper-rank-work_10163027 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="10163027"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 10163027, container: ".js-paper-rank-work_10163027", }); 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$(".js-view-count[data-work-id=10163027]").text(description); $(".js-view-count-work_10163027").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_10163027").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="10163027"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">18</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="26" rel="nofollow" href="https://www.academia.edu/Documents/in/Business">Business</a>, <script data-card-contents-for-ri="26" type="text/json">{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="27" rel="nofollow" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="38" rel="nofollow" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a><script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=10163027]'), work: {"id":10163027,"title":"Internationalization of the firm: stage approach vs. global approach","created_at":"2015-01-14T08:30:05.093-08:00","url":"https://www.academia.edu/10163027/Internationalization_of_the_firm_stage_approach_vs_global_approach?f_ri=5009","dom_id":"work_10163027","summary":"Globalization and virtual economy are external factors that drive companies to approach the global market from start up, giving birth to new studies on internationalization strategy, which represent an evolution of the classical stage models. According to the stage approach, companies start selling products in their home markets and then they sequentially look at new countries. Many firms do not follow incremental stage approach but is often reported that they start their international activities from their birth: they enter different country at once, approaching new markets for both exporting and sourcing. Debate in literature is still trying to define if the born global perspective is a new concept or a new label to indicate an old phenomenon. The study will go through a review and an analysis of the literature on market entry and sourcing strategy. The purpose of this paper is therefore to identify and categorize factors that drive companies’ choice towards the global approach instead of the stage approach.","downloadable_attachments":[{"id":36268139,"asset_id":10163027,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":24615386,"first_name":"Fabio","last_name":"Cassia","domain_name":"univr","page_name":"FabioCassia","display_name":"Fabio Cassia","profile_url":"https://univr.academia.edu/FabioCassia?f_ri=5009","photo":"https://0.academia-photos.com/24615386/6657916/112541905/s65_fabio.cassia.jpg"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=5009","nofollow":true},{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=5009","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=5009","nofollow":true},{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=5009","nofollow":true},{"id":2074,"name":"International Business","url":"https://www.academia.edu/Documents/in/International_Business?f_ri=5009"},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009"},{"id":9659,"name":"Internationalization","url":"https://www.academia.edu/Documents/in/Internationalization?f_ri=5009"},{"id":10644,"name":"Entrepreneurial Opportunities","url":"https://www.academia.edu/Documents/in/Entrepreneurial_Opportunities?f_ri=5009"},{"id":74398,"name":"International Entrepreneurship","url":"https://www.academia.edu/Documents/in/International_Entrepreneurship?f_ri=5009"},{"id":77450,"name":"internationalization of SMEs","url":"https://www.academia.edu/Documents/in/internationalization_of_SMEs?f_ri=5009"},{"id":128227,"name":"Global Marketing","url":"https://www.academia.edu/Documents/in/Global_Marketing?f_ri=5009"},{"id":189809,"name":"Internationalization theories","url":"https://www.academia.edu/Documents/in/Internationalization_theories?f_ri=5009"},{"id":196732,"name":"Internationalization strategy","url":"https://www.academia.edu/Documents/in/Internationalization_strategy?f_ri=5009"},{"id":230573,"name":"Foreign Market Entry","url":"https://www.academia.edu/Documents/in/Foreign_Market_Entry?f_ri=5009"},{"id":287450,"name":"Born Global","url":"https://www.academia.edu/Documents/in/Born_Global?f_ri=5009"},{"id":983025,"name":"Entrepreneurhsip","url":"https://www.academia.edu/Documents/in/Entrepreneurhsip?f_ri=5009"},{"id":993784,"name":"Micro and Small Business Entrepreneurship","url":"https://www.academia.edu/Documents/in/Micro_and_Small_Business_Entrepreneurship?f_ri=5009"},{"id":1403590,"name":"Uppsala Model","url":"https://www.academia.edu/Documents/in/Uppsala_Model?f_ri=5009"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_26083998" data-work_id="26083998" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/26083998/SUSTAINING_MARKET_LEADERSHIP_POSITION_DANGOTE_CEMENT_SECTION_1_STRATEGY_RECOMMENDATION_AND_EVALUATION_SUMMARY">SUSTAINING MARKET LEADERSHIP POSITION – DANGOTE CEMENT SECTION 1 – STRATEGY RECOMMENDATION AND EVALUATION SUMMARY</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">a case study on a clear market leader in its industry, It suffices to say that shortly after this paper was released, Dangote rolled out some strategy plans that were in line with the recommendations of this paper.</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/26083998" data-share-source="work_strip" 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itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="5289667" href="https://roehampton.academia.edu/KemiAdebayo">Kemi Samuel</a><script data-card-contents-for-user="5289667" type="text/json">{"id":5289667,"first_name":"Kemi","last_name":"Samuel","domain_name":"roehampton","page_name":"KemiAdebayo","display_name":"Kemi Samuel","profile_url":"https://roehampton.academia.edu/KemiAdebayo?f_ri=5009","photo":"https://0.academia-photos.com/5289667/2326264/29867471/s65_kemi.adebayo.jpg"}</script></span></span></li><li class="js-paper-rank-work_26083998 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="26083998"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 26083998, container: ".js-paper-rank-work_26083998", }); });</script></li><li 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var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=26083998]").text(description); $(".js-view-count-work_26083998").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_26083998").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="26083998"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=5009","nofollow":true}</script><a 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Management","url":"https://www.academia.edu/Documents/in/Business_Management?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=26083998]'), work: {"id":26083998,"title":"SUSTAINING MARKET LEADERSHIP POSITION – DANGOTE CEMENT SECTION 1 – STRATEGY RECOMMENDATION AND EVALUATION SUMMARY","created_at":"2016-06-13T04:28:24.998-07:00","url":"https://www.academia.edu/26083998/SUSTAINING_MARKET_LEADERSHIP_POSITION_DANGOTE_CEMENT_SECTION_1_STRATEGY_RECOMMENDATION_AND_EVALUATION_SUMMARY?f_ri=5009","dom_id":"work_26083998","summary":"a case study on a clear market leader in its industry, It suffices to say that shortly after this paper was released, Dangote rolled out some strategy plans that were in line with the recommendations of this paper.","downloadable_attachments":[{"id":46436240,"asset_id":26083998,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":5289667,"first_name":"Kemi","last_name":"Samuel","domain_name":"roehampton","page_name":"KemiAdebayo","display_name":"Kemi Samuel","profile_url":"https://roehampton.academia.edu/KemiAdebayo?f_ri=5009","photo":"https://0.academia-photos.com/5289667/2326264/29867471/s65_kemi.adebayo.jpg"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=5009","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true},{"id":46271,"name":"Strategy","url":"https://www.academia.edu/Documents/in/Strategy?f_ri=5009","nofollow":true},{"id":55840,"name":"Business Management","url":"https://www.academia.edu/Documents/in/Business_Management?f_ri=5009","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_22988747" data-work_id="22988747" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/22988747/Strategic_Management_Adnams_Case_Study">Strategic Management Adnams Case Study</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Adnams is a mid-sized brewery in Suffolk which has commissioned this report to analyse their competitive strategy and position. Their core business remains the brewery, however, the sales of beer have been declining (Sparkes, 2011), and,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_22988747" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Adnams is a mid-sized brewery in Suffolk which has commissioned this report to analyse their competitive strategy and position.  Their core business remains the brewery, however, the sales of beer have been declining (Sparkes, 2011), and, therefore, Adnams are diversifying and differentiating concentrating on narrow niche markets in order to remain competitive because they cannot compete with either micro or macro-breweries which causes sustainability issues making niche markets their preferred position.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/22988747" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="036e7e2554b136fb8a8d304b05588bf6" rel="nofollow" data-download="{"attachment_id":43506091,"asset_id":22988747,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/43506091/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="23893776" href="https://huddersfield.academia.edu/PaulTreadwell">Paul Treadwell</a><script data-card-contents-for-user="23893776" type="text/json">{"id":23893776,"first_name":"Paul","last_name":"Treadwell","domain_name":"huddersfield","page_name":"PaulTreadwell","display_name":"Paul Treadwell","profile_url":"https://huddersfield.academia.edu/PaulTreadwell?f_ri=5009","photo":"https://0.academia-photos.com/23893776/6447390/11526644/s65_paul.treadwell.jpg"}</script></span></span></li><li class="js-paper-rank-work_22988747 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="22988747"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 22988747, container: ".js-paper-rank-work_22988747", }); 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Their core business remains the brewery, however, the sales of beer have been declining (Sparkes, 2011), and, therefore, Adnams are diversifying and differentiating concentrating on narrow niche markets in order to remain competitive because they cannot compete with either micro or macro-breweries which causes sustainability issues making niche markets their preferred position. 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Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true},{"id":55840,"name":"Business Management","url":"https://www.academia.edu/Documents/in/Business_Management?f_ri=5009","nofollow":true},{"id":111356,"name":"Carnival","url":"https://www.academia.edu/Documents/in/Carnival?f_ri=5009"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_69706784 coauthored" data-work_id="69706784" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/69706784/DETERMINANTS_OF_ACADEMIC_ENTREPRENEURSHIP_A_STRATEGIC_ENTREPRENEURSHIP_MODEL">DETERMINANTS OF ACADEMIC ENTREPRENEURSHIP: A STRATEGIC ENTREPRENEURSHIP MODEL</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Traditionally, universities are regarded as carrying two missions-teaching and research. Over later decades, in any case, they have been conjectured to donate more noteworthy consideration to a 'third mission'-that of "contributing to the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_69706784" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Traditionally, universities are regarded as carrying two missions-teaching and research. Over later decades, in any case, they have been conjectured to donate more noteworthy consideration to a 'third mission'-that of "contributing to the industry, the economy, the local region or the society. Universities have adopted academic entrepreneurship as the strategy to grow and influence the economy and society. Despite tremendous endeavours to grasp the third mission, universities still present extraordinary heterogeneity in their association and participation in academic entrepreneurship. This study aims to study academic entrepreneurship through the lens of strategic entrepreneurship while exploring the accountable factors of entrepreneurship orientation, entrepreneurship leadership, strategic management, and organizational culture. This study promises that entrepreneurial orientation, entrepreneurship leadership, strategic management and organizational culture are imperative for the optimization of academic entrepreneurship. It is proposed that the right combination and availability of these variables will enable universities to bring forth a synergy to accelerate academic entrepreneurship. The implications and limitations of the study are presented.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/69706784" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a92b21153eefb632a99f6d6021686c74" rel="nofollow" data-download="{"attachment_id":79699234,"asset_id":69706784,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/79699234/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="190051668" href="https://minotstateu.academia.edu/MSaeed">M. 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Saeed","profile_url":"https://minotstateu.academia.edu/MSaeed?f_ri=5009","photo":"https://0.academia-photos.com/190051668/53237545/68970611/s65_prof._emeritus_dr._mohammad.saeed.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-69706784">+1</span><div class="hidden js-additional-users-69706784"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/JishengL">Li Jisheng</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-69706784'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-69706784').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_69706784 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="69706784"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 69706784, container: ".js-paper-rank-work_69706784", }); });</script></li><li class="js-percentile-work_69706784 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 69706784; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_69706784"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_69706784 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="69706784"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 69706784; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=69706784]").text(description); $(".js-view-count-work_69706784").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_69706784").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="69706784"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="27" rel="nofollow" href="https://www.academia.edu/Documents/in/Entrepreneurship">Entrepreneurship</a>, <script data-card-contents-for-ri="27" type="text/json">{"id":27,"name":"Entrepreneurship","url":"https://www.academia.edu/Documents/in/Entrepreneurship?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a>, <script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="15247" rel="nofollow" href="https://www.academia.edu/Documents/in/Academic_entrepreneurship">Academic entrepreneurship</a>, <script data-card-contents-for-ri="15247" type="text/json">{"id":15247,"name":"Academic entrepreneurship","url":"https://www.academia.edu/Documents/in/Academic_entrepreneurship?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="111200" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Entrepreneurship">Strategic Entrepreneurship</a><script data-card-contents-for-ri="111200" type="text/json">{"id":111200,"name":"Strategic Entrepreneurship","url":"https://www.academia.edu/Documents/in/Strategic_Entrepreneurship?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=69706784]'), work: {"id":69706784,"title":"DETERMINANTS OF ACADEMIC ENTREPRENEURSHIP: A STRATEGIC ENTREPRENEURSHIP MODEL","created_at":"2022-01-27T19:42:06.623-08:00","url":"https://www.academia.edu/69706784/DETERMINANTS_OF_ACADEMIC_ENTREPRENEURSHIP_A_STRATEGIC_ENTREPRENEURSHIP_MODEL?f_ri=5009","dom_id":"work_69706784","summary":"Traditionally, universities are regarded as carrying two missions-teaching and research. Over later decades, in any case, they have been conjectured to donate more noteworthy consideration to a 'third mission'-that of \"contributing to the industry, the economy, the local region or the society. Universities have adopted academic entrepreneurship as the strategy to grow and influence the economy and society. Despite tremendous endeavours to grasp the third mission, universities still present extraordinary heterogeneity in their association and participation in academic entrepreneurship. This study aims to study academic entrepreneurship through the lens of strategic entrepreneurship while exploring the accountable factors of entrepreneurship orientation, entrepreneurship leadership, strategic management, and organizational culture. This study promises that entrepreneurial orientation, entrepreneurship leadership, strategic management and organizational culture are imperative for the optimization of academic entrepreneurship. It is proposed that the right combination and availability of these variables will enable universities to bring forth a synergy to accelerate academic entrepreneurship. The implications and limitations of the study are presented.","downloadable_attachments":[{"id":79699234,"asset_id":69706784,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":190051668,"first_name":"M.","last_name":"Saeed","domain_name":"minotstateu","page_name":"MSaeed","display_name":"M. 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Her bir... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_8238258" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Bu kitap; duygusal ve davranışsal bozukluklara sahip öğrenciler hakkında bilgi sahibi olmak isteyen sınıf öğretmenleri, özel eğitim öğretmenleri ve alanda çalışan uzmanlar için hazırlanmış giriş niteliğinde bir uygulama kitabıdır. Her bir bozukluğun nedeni, tanımlanması, güncel araştırmalar ışığında verilmeye çalışılmış ve okul ortamındaki pratik uygulamalarla da anlatım zenginleştirilmiştir. Bunlara ek olarak belirli bir bozukluğun tüm yönlerine ilişkin temel yaklaşımla birlikte bilimsel olarak geliştirilmiş müdahele yöntemleri de verilmeye çalışılmıştır. <br /> <br />Bu kitabın alanda yeni çalışmaya başlayan öğretmenler kadar güncel verilerle desteklenen tanı koyma ve müdahele stratejilrine önem vermesi nedeniyle alanda uzun süredir çalışmakta olan öğretmenlere ve uzmanlara da yararlı olacağını düşünmekteyiz.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/8238258" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a0c6cf1601f3e377be7574e578643e76" rel="nofollow" data-download="{"attachment_id":40737294,"asset_id":8238258,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/40737294/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="5350040" href="https://istanbulc.academia.edu/GamzeSart">Gamze Sart</a><script data-card-contents-for-user="5350040" type="text/json">{"id":5350040,"first_name":"Gamze","last_name":"Sart","domain_name":"istanbulc","page_name":"GamzeSart","display_name":"Gamze Sart","profile_url":"https://istanbulc.academia.edu/GamzeSart?f_ri=5009","photo":"https://0.academia-photos.com/5350040/3697412/4333558/s65_gamze.sart.jpg"}</script></span></span></li><li class="js-paper-rank-work_8238258 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="8238258"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 8238258, container: ".js-paper-rank-work_8238258", }); 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Bunlara ek olarak belirli bir bozukluğun tüm yönlerine ilişkin temel yaklaşımla birlikte bilimsel olarak geliştirilmiş müdahele yöntemleri de verilmeye çalışılmıştır.\r\n \r\nBu kitabın alanda yeni çalışmaya başlayan öğretmenler kadar güncel verilerle desteklenen tanı koyma ve müdahele stratejilrine önem vermesi nedeniyle alanda uzun süredir çalışmakta olan öğretmenlere ve uzmanlara da yararlı olacağını düşünmekteyiz.","downloadable_attachments":[{"id":40737294,"asset_id":8238258,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":5350040,"first_name":"Gamze","last_name":"Sart","domain_name":"istanbulc","page_name":"GamzeSart","display_name":"Gamze Sart","profile_url":"https://istanbulc.academia.edu/GamzeSart?f_ri=5009","photo":"https://0.academia-photos.com/5350040/3697412/4333558/s65_gamze.sart.jpg"}],"research_interests":[{"id":1,"name":"Creative 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class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Actualmente las organizaciones que buscan permanecer en el futuro, deben hacer planeación estratégica en virtud de los cambio es que ocurren y lo vertiginoso de los mismos, es así que todas las organizaciones, llámense empresas privadas o... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_31011195" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Actualmente las organizaciones que buscan permanecer en el futuro, deben hacer planeación estratégica en virtud de los cambio es que ocurren y lo vertiginoso de los mismos, es así que todas las organizaciones, llámense empresas privadas o públicas, instituciones paraestatales, organizaciones de la sociedad civil, centros educativos o fundaciones eclesiásticas, así como los tres órdenes de gobierno requieren de planear su porvenir en el corto, mediano y 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The book offers a rigorous,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_21121625" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The ambition for this inaugural edition of The Oxford Handbook of Megaproject Management is to become the ultimate source for state-of-the-art scholarship in the emerging field of megaproject management. The book offers a rigorous, research-oriented, up-to-date academic view of the discipline based on high-quality data and strong theory. Until lately, the literature in this new field was scattered over a large number of publications and disciplines making it difficult to obtain an overview of the history, key issues, and core readings. Megaproject Planning and Management: Essential Readings, Vols. I-II (2014) assembled the key historical texts in the field. 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Management","url":"https://www.academia.edu/Documents/in/Business_Management?f_ri=5009"},{"id":65470,"name":"City and Regional Planning","url":"https://www.academia.edu/Documents/in/City_and_Regional_Planning?f_ri=5009"},{"id":77342,"name":"Infrastructure","url":"https://www.academia.edu/Documents/in/Infrastructure?f_ri=5009"},{"id":1723635,"name":"Public Policy","url":"https://www.academia.edu/Documents/in/Public_Policy?f_ri=5009"},{"id":2325634,"name":"Megaproject Management","url":"https://www.academia.edu/Documents/in/Megaproject_Management?f_ri=5009"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_44662513" data-work_id="44662513" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/44662513/Leadership_Styles_and_Organizational_Knowledge_Management_Activities_A_Systematic_Review">Leadership Styles and Organizational Knowledge Management Activities: A Systematic Review</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Leaders play a critical role in the success or failure of their organizations. Leaders can be effective in implementing changes, building their organization's capabilities, and improving its performance, or the opposite, they could be... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_44662513" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Leaders play a critical role in the success or failure of their organizations. Leaders can be effective in implementing changes, building their organization's capabilities, and improving its performance, or the opposite, they could be ineffective. In this systematic review, the authors aim to summarize the findings of previous quantitative research, published between the period from 2000 to 2018, to identify the effect of various leadership styles on organizational Knowledge management (KM) capabilities and activities. The authors reviewed 50 articles found in well-known databases included Emerald, ScienceDirect, Taylor and Francis, Ebsco, Google Scholar, and others, concerning the impact of leadership when implementing KM in business organizations. The review revealed that transformational, transactional, knowledge-oriented leadership, top executives, and strategic leadership have evidence of their constant and positive effect on the KM process. The authors encourage organizations to use a combination of those styles to maximize the effect of leadership on KM. The authors also recommend conducting further studies on the effect of the remaining leadership styles, such as the ethical and servant leadership styles on KM and the other specific KM activities.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/44662513" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ba8d7ee192937f5c08b233ac10d74ebc" rel="nofollow" data-download="{"attachment_id":65135005,"asset_id":44662513,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/65135005/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="51757031" href="https://tawamhospital.academia.edu/NabeelAlAmiri">Nabeel Al Amiri</a><script data-card-contents-for-user="51757031" type="text/json">{"id":51757031,"first_name":"Nabeel","last_name":"Al Amiri","domain_name":"tawamhospital","page_name":"NabeelAlAmiri","display_name":"Nabeel Al Amiri","profile_url":"https://tawamhospital.academia.edu/NabeelAlAmiri?f_ri=5009","photo":"https://0.academia-photos.com/51757031/15543009/26249341/s65_nabeel.al_amiri.jpg"}</script></span></span></li><li class="js-paper-rank-work_44662513 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="44662513"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 44662513, container: ".js-paper-rank-work_44662513", }); 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$(".js-view-count[data-work-id=44662513]").text(description); $(".js-view-count-work_44662513").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_44662513").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="44662513"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1241" rel="nofollow" href="https://www.academia.edu/Documents/in/Knowledge_Management">Knowledge Management</a>, <script data-card-contents-for-ri="1241" type="text/json">{"id":1241,"name":"Knowledge Management","url":"https://www.academia.edu/Documents/in/Knowledge_Management?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2969" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership">Leadership</a>, <script data-card-contents-for-ri="2969" type="text/json">{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a>, <script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="90896" rel="nofollow" href="https://www.academia.edu/Documents/in/Healthcare_Management">Healthcare Management</a><script data-card-contents-for-ri="90896" type="text/json">{"id":90896,"name":"Healthcare Management","url":"https://www.academia.edu/Documents/in/Healthcare_Management?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=44662513]'), work: {"id":44662513,"title":"Leadership Styles and Organizational Knowledge Management Activities: A Systematic Review","created_at":"2020-12-08T10:08:51.830-08:00","url":"https://www.academia.edu/44662513/Leadership_Styles_and_Organizational_Knowledge_Management_Activities_A_Systematic_Review?f_ri=5009","dom_id":"work_44662513","summary":"Leaders play a critical role in the success or failure of their organizations. Leaders can be effective in implementing changes, building their organization's capabilities, and improving its performance, or the opposite, they could be ineffective. In this systematic review, the authors aim to summarize the findings of previous quantitative research, published between the period from 2000 to 2018, to identify the effect of various leadership styles on organizational Knowledge management (KM) capabilities and activities. The authors reviewed 50 articles found in well-known databases included Emerald, ScienceDirect, Taylor and Francis, Ebsco, Google Scholar, and others, concerning the impact of leadership when implementing KM in business organizations. The review revealed that transformational, transactional, knowledge-oriented leadership, top executives, and strategic leadership have evidence of their constant and positive effect on the KM process. The authors encourage organizations to use a combination of those styles to maximize the effect of leadership on KM. The authors also recommend conducting further studies on the effect of the remaining leadership styles, such as the ethical and servant leadership styles on KM and the other specific KM activities.","downloadable_attachments":[{"id":65135005,"asset_id":44662513,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":51757031,"first_name":"Nabeel","last_name":"Al Amiri","domain_name":"tawamhospital","page_name":"NabeelAlAmiri","display_name":"Nabeel Al Amiri","profile_url":"https://tawamhospital.academia.edu/NabeelAlAmiri?f_ri=5009","photo":"https://0.academia-photos.com/51757031/15543009/26249341/s65_nabeel.al_amiri.jpg"}],"research_interests":[{"id":1241,"name":"Knowledge Management","url":"https://www.academia.edu/Documents/in/Knowledge_Management?f_ri=5009","nofollow":true},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=5009","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true},{"id":90896,"name":"Healthcare Management","url":"https://www.academia.edu/Documents/in/Healthcare_Management?f_ri=5009","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_11672915" data-work_id="11672915" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/11672915/The_Oxford_Handbook_of_Human_Resource_Management">The Oxford Handbook of Human Resource Management</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/11672915" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="adf5118cf0620cda49b3cbd4c34b62fc" rel="nofollow" data-download="{"attachment_id":37124561,"asset_id":11672915,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/37124561/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="5478957" href="https://strathclyde.academia.edu/httpwwwlinkedincompubstavroulapanagiotaropoulou10a8ba30">Stavroula Panagiotaropoulou</a><script data-card-contents-for-user="5478957" type="text/json">{"id":5478957,"first_name":"Stavroula","last_name":"Panagiotaropoulou","domain_name":"strathclyde","page_name":"httpwwwlinkedincompubstavroulapanagiotaropoulou10a8ba30","display_name":"Stavroula Panagiotaropoulou","profile_url":"https://strathclyde.academia.edu/httpwwwlinkedincompubstavroulapanagiotaropoulou10a8ba30?f_ri=5009","photo":"https://0.academia-photos.com/5478957/2404839/72100187/s65_stavroula.panagiotaropoulou.jpg"}</script></span></span></li><li class="js-paper-rank-work_11672915 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="11672915"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 11672915, container: ".js-paper-rank-work_11672915", }); });</script></li><li class="js-percentile-work_11672915 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 11672915; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_11672915"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_11672915 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="11672915"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 11672915; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=11672915]").text(description); $(".js-view-count-work_11672915").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_11672915").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="11672915"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1180" rel="nofollow" href="https://www.academia.edu/Documents/in/Human_Resource_Development">Human Resource Development</a>, <script data-card-contents-for-ri="1180" type="text/json">{"id":1180,"name":"Human Resource Development","url":"https://www.academia.edu/Documents/in/Human_Resource_Development?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a>, <script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="6416" rel="nofollow" href="https://www.academia.edu/Documents/in/Human_Resource_Management">Human Resource Management</a>, <script data-card-contents-for-ri="6416" type="text/json">{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9060" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Human_Resource_Management">Strategic Human Resource Management</a><script data-card-contents-for-ri="9060" type="text/json">{"id":9060,"name":"Strategic Human Resource Management","url":"https://www.academia.edu/Documents/in/Strategic_Human_Resource_Management?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=11672915]'), work: {"id":11672915,"title":"The Oxford Handbook of Human Resource Management","created_at":"2015-03-26T09:49:51.396-07:00","url":"https://www.academia.edu/11672915/The_Oxford_Handbook_of_Human_Resource_Management?f_ri=5009","dom_id":"work_11672915","summary":null,"downloadable_attachments":[{"id":37124561,"asset_id":11672915,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":5478957,"first_name":"Stavroula","last_name":"Panagiotaropoulou","domain_name":"strathclyde","page_name":"httpwwwlinkedincompubstavroulapanagiotaropoulou10a8ba30","display_name":"Stavroula Panagiotaropoulou","profile_url":"https://strathclyde.academia.edu/httpwwwlinkedincompubstavroulapanagiotaropoulou10a8ba30?f_ri=5009","photo":"https://0.academia-photos.com/5478957/2404839/72100187/s65_stavroula.panagiotaropoulou.jpg"}],"research_interests":[{"id":1180,"name":"Human Resource Development","url":"https://www.academia.edu/Documents/in/Human_Resource_Development?f_ri=5009","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true},{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=5009","nofollow":true},{"id":9060,"name":"Strategic Human Resource Management","url":"https://www.academia.edu/Documents/in/Strategic_Human_Resource_Management?f_ri=5009","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_187718" data-work_id="187718" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/187718/Organisational_Change_Management_A_Critical_review">Organisational Change Management: A Critical review</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">It can be argued that the successful management of change is crucial to any organisation in order to survive and succeed in the present highly competitive and continuously evolving business environment. However, theories and approaches to... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_187718" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">It can be argued that the successful management of change is crucial to any organisation in order to survive and succeed in the present highly competitive and continuously evolving business environment. However, theories and approaches to change management currently available to academics and practitioners are often contradictory, mostly lacking empirical evidence and supported by unchallenged hypotheses concerning the nature of contemporary organisational change management. The purpose of this article is, therefore, to provide a critical review of some of the main theories and approaches to organisational change management as an important first step towards constructing a new framework for managing change. The article concludes with recommendations for further research.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/187718" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="d4354a971cfb1e98b78893f1b51133ff" rel="nofollow" data-download="{"attachment_id":326728,"asset_id":187718,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/326728/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="45193" href="https://stavanger.academia.edu/RuneTodnemBy">Rune Todnem By</a><script data-card-contents-for-user="45193" type="text/json">{"id":45193,"first_name":"Rune","last_name":"Todnem By","domain_name":"stavanger","page_name":"RuneTodnemBy","display_name":"Rune Todnem By","profile_url":"https://stavanger.academia.edu/RuneTodnemBy?f_ri=5009","photo":"https://0.academia-photos.com/45193/14354/6378317/s65_rune.todnem_by.jpg"}</script></span></span></li><li class="js-paper-rank-work_187718 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="187718"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 187718, container: ".js-paper-rank-work_187718", }); 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However, theories and approaches to change management currently available to academics and practitioners are often contradictory, mostly lacking empirical evidence and supported by unchallenged hypotheses concerning the nature of contemporary organisational change management. The purpose of this article is, therefore, to provide a critical review of some of the main theories and approaches to organisational change management as an important first step towards constructing a new framework for managing change. The article concludes with recommendations for further research.","downloadable_attachments":[{"id":326728,"asset_id":187718,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":45193,"first_name":"Rune","last_name":"Todnem By","domain_name":"stavanger","page_name":"RuneTodnemBy","display_name":"Rune Todnem By","profile_url":"https://stavanger.academia.edu/RuneTodnemBy?f_ri=5009","photo":"https://0.academia-photos.com/45193/14354/6378317/s65_rune.todnem_by.jpg"}],"research_interests":[{"id":26,"name":"Business","url":"https://www.academia.edu/Documents/in/Business?f_ri=5009","nofollow":true},{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=5009","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=5009","nofollow":true},{"id":46,"name":"Business Ethics","url":"https://www.academia.edu/Documents/in/Business_Ethics?f_ri=5009","nofollow":true},{"id":240,"name":"Organizational Psychology","url":"https://www.academia.edu/Documents/in/Organizational_Psychology?f_ri=5009"},{"id":2919,"name":"Organizational Culture","url":"https://www.academia.edu/Documents/in/Organizational_Culture?f_ri=5009"},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=5009"},{"id":3749,"name":"Change Leadership","url":"https://www.academia.edu/Documents/in/Change_Leadership?f_ri=5009"},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009"},{"id":7746,"name":"Organisational Development","url":"https://www.academia.edu/Documents/in/Organisational_Development?f_ri=5009"},{"id":9127,"name":"Change Management","url":"https://www.academia.edu/Documents/in/Change_Management?f_ri=5009"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_26237988" data-work_id="26237988" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/26237988/Comcasts_Strategy_and_Corporate_Management_Style">Comcast's Strategy and Corporate Management Style</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This report examines the strategic management style of Comcast Communications, including its subsidies. Material reviewed includes corporate reports, newspaper articles, and peer reviewed journals that offer insight into the strategy and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_26237988" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This report examines the strategic management style of Comcast Communications, including its subsidies. Material reviewed includes corporate reports, newspaper articles, and peer reviewed journals that offer insight into the strategy and expansion plans of Comcast. Results of examination showed that Comcast tends to expand via acquisition, and that the company has recently shifted its focus to emphasize customer service. The report also found that, while this shift in focus is a work in progress, other changes need to be addressed.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/26237988" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c17dd06c1fdd20ce97bfa5a45e8c30fc" rel="nofollow" data-download="{"attachment_id":46554148,"asset_id":26237988,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/46554148/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="10820325" href="https://snhu.academia.edu/SusanPrice">Susan Price</a><script data-card-contents-for-user="10820325" type="text/json">{"id":10820325,"first_name":"Susan","last_name":"Price","domain_name":"snhu","page_name":"SusanPrice","display_name":"Susan Price","profile_url":"https://snhu.academia.edu/SusanPrice?f_ri=5009","photo":"https://0.academia-photos.com/10820325/13178873/14475715/s65_susan.price.jpg"}</script></span></span></li><li class="js-paper-rank-work_26237988 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="26237988"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 26237988, container: ".js-paper-rank-work_26237988", }); 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Material reviewed includes corporate reports, newspaper articles, and peer reviewed journals that offer insight into the strategy and expansion plans of Comcast. Results of examination showed that Comcast tends to expand via acquisition, and that the company has recently shifted its focus to emphasize customer service. The report also found that, while this shift in focus is a work in progress, other changes need to be addressed.","downloadable_attachments":[{"id":46554148,"asset_id":26237988,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":10820325,"first_name":"Susan","last_name":"Price","domain_name":"snhu","page_name":"SusanPrice","display_name":"Susan Price","profile_url":"https://snhu.academia.edu/SusanPrice?f_ri=5009","photo":"https://0.academia-photos.com/10820325/13178873/14475715/s65_susan.price.jpg"}],"research_interests":[{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=5009","nofollow":true},{"id":3974,"name":"Telecommunications","url":"https://www.academia.edu/Documents/in/Telecommunications?f_ri=5009","nofollow":true},{"id":5009,"name":"Strategic 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Tags: Companies Act 2006 model articles, Companies Act 2006 summary companies act... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_4550919" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This Paper explores and summarises the Director's Duties of the UK Companies Act 2006 with emphasis on "the duty to promote the success of the company. <br /> <br />Tags: <br />Companies Act 2006 model articles, Companies Act 2006 summary <br />companies act 2006 pdf <br />companies act 2006 model articles <br />companies act 2006 regulations 2013 <br />Companies Act 2006 UK <br />UK Companies Act 2006</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/4550919" data-share-source="work_strip" 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hansı marketinq problemi ilə bağlı olaraq informasiyanın toplanması analizi və şərhi prosesi Marketinq Tədqiqatları adlanır.</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/8160299" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e3fba3f9eb2e10a2402de4c79eccf227" rel="nofollow" data-download="{"attachment_id":34597531,"asset_id":8160299,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" 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Traditional definitions of books no... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_6306101" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">With mass-market e-readers available on a large scale, digitization has finally reached book publishing, as well, having already conquered other creative industries like music and press publishing. Traditional definitions of books no longer apply, nor do traditional ways of value creation and capture seem to work. "[Publishing is] not a job anymore.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/6306101" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="7a5ac390e32a7dab1ee9bf26f16b9743" rel="nofollow" data-download="{"attachment_id":33146232,"asset_id":6306101,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/33146232/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="9790149" href="https://independent.academia.edu/KleinNina">Nina Klein</a><script data-card-contents-for-user="9790149" type="text/json">{"id":9790149,"first_name":"Nina","last_name":"Klein","domain_name":"independent","page_name":"KleinNina","display_name":"Nina Klein","profile_url":"https://independent.academia.edu/KleinNina?f_ri=5009","photo":"https://gravatar.com/avatar/f7f46b327121b3194f5af94a2f4af4f1?s=65"}</script></span></span></li><li class="js-paper-rank-work_6306101 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="6306101"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 6306101, container: ".js-paper-rank-work_6306101", }); 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$(".js-view-count[data-work-id=6306101]").text(description); $(".js-view-count-work_6306101").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_6306101").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="6306101"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">12</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="933" rel="nofollow" href="https://www.academia.edu/Documents/in/New_Media">New Media</a>, <script data-card-contents-for-ri="933" type="text/json">{"id":933,"name":"New Media","url":"https://www.academia.edu/Documents/in/New_Media?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1139" rel="nofollow" href="https://www.academia.edu/Documents/in/Publishing">Publishing</a>, <script data-card-contents-for-ri="1139" type="text/json">{"id":1139,"name":"Publishing","url":"https://www.academia.edu/Documents/in/Publishing?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2869" rel="nofollow" href="https://www.academia.edu/Documents/in/Digital_Media">Digital Media</a>, <script data-card-contents-for-ri="2869" type="text/json">{"id":2869,"name":"Digital Media","url":"https://www.academia.edu/Documents/in/Digital_Media?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a><script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=6306101]'), work: {"id":6306101,"title":"New business models in book publishing: An analysis of start-ups and their strategies","created_at":"2014-03-05T20:28:50.298-08:00","url":"https://www.academia.edu/6306101/New_business_models_in_book_publishing_An_analysis_of_start_ups_and_their_strategies?f_ri=5009","dom_id":"work_6306101","summary":"With mass-market e-readers available on a large scale, digitization has finally reached book publishing, as well, having already conquered other creative industries like music and press publishing. Traditional definitions of books no longer apply, nor do traditional ways of value creation and capture seem to work. \"[Publishing is] not a job anymore.","downloadable_attachments":[{"id":33146232,"asset_id":6306101,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":9790149,"first_name":"Nina","last_name":"Klein","domain_name":"independent","page_name":"KleinNina","display_name":"Nina Klein","profile_url":"https://independent.academia.edu/KleinNina?f_ri=5009","photo":"https://gravatar.com/avatar/f7f46b327121b3194f5af94a2f4af4f1?s=65"}],"research_interests":[{"id":933,"name":"New Media","url":"https://www.academia.edu/Documents/in/New_Media?f_ri=5009","nofollow":true},{"id":1139,"name":"Publishing","url":"https://www.academia.edu/Documents/in/Publishing?f_ri=5009","nofollow":true},{"id":2869,"name":"Digital Media","url":"https://www.academia.edu/Documents/in/Digital_Media?f_ri=5009","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true},{"id":9246,"name":"Social Media","url":"https://www.academia.edu/Documents/in/Social_Media?f_ri=5009"},{"id":17062,"name":"Book Publishing","url":"https://www.academia.edu/Documents/in/Book_Publishing?f_ri=5009"},{"id":21168,"name":"Strategy (Business)","url":"https://www.academia.edu/Documents/in/Strategy_Business_?f_ri=5009"},{"id":46271,"name":"Strategy","url":"https://www.academia.edu/Documents/in/Strategy?f_ri=5009"},{"id":74881,"name":"Startups","url":"https://www.academia.edu/Documents/in/Startups?f_ri=5009"},{"id":101626,"name":"Publisher","url":"https://www.academia.edu/Documents/in/Publisher?f_ri=5009"},{"id":485571,"name":"Online news business models","url":"https://www.academia.edu/Documents/in/Online_news_business_models?f_ri=5009"},{"id":588185,"name":"Start-Up","url":"https://www.academia.edu/Documents/in/Start-Up?f_ri=5009"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_5694849" data-work_id="5694849" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/5694849/Strategic_Management_Assignment">Strategic Management Assignment</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The past two decades have witnessed an influx of new ideas and initiatives in the field of public management in Organisation for Economic Co-operation and Development (OECD) countries, which have led governments to undertake major changes... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_5694849" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The past two decades have witnessed an influx of new ideas and initiatives in the field of public management in Organisation for Economic Co-operation and Development (OECD) countries, which have led governments to undertake major changes in the way in which the public sector is managed in order to better meet citizen needs within expenditure limits. Anglo-American, Nordic and European Continental countries have come under increasing pressure to improve their efficiency and effectiveness and to reduce their demands on taxpayers while maintaining the quality of services and the welfare state. This paper seeks to acquire a deeper understanding of how some of these new ideas have worked in practice by examining the implementation of strategic management in twenty-three pioneer local governments in Australia, Canada, Spain, Sweden, the USA and the UK, countries which belong to different public administration styles. The goal is to identify both the factors that affect the implementation of strategic management and the advantages brought to the organization. For this purpose, experts' views on the implementation of strategic management systems in local governments have been analyzed, applying the Delphi method. The results will allow a deeper knowledge about the ideal implementation process and the expected benefits which strategic management could entail. This paper was prepared by three researchers from University of Zaragoza Gran Vía (Spain) and Public University of Navarra Pamplona, and it seeks to acquire a deeper understanding of how some of these new ideas have worked in practice by examining the implementation of strategic management in twenty-three pioneer local governments in Australia, Canada, Spain, Sweden, the USA and the UK, countries which belong to different public administration styles. For this purpose, experts' views on the implementation of strategic management systems in local governments have been analyzed, applying the Delphi method. In the first phase, academics and professionals are interviewed and, afterwards, from their opinions, the questionnaire to be sent in the second phase to the other local governments is drawn up. Thus, the questionnaire reflects the major areas of concern in the implementation of a strategic management system. The study focuses on two aspects of the implementation of strategic management: 1) what leads a local government to carry out the implementation; and 2) which factors are expected to affect the implementation process.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/5694849" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="027d383c818b2a2435cb5d9396fe0896" rel="nofollow" data-download="{"attachment_id":32742021,"asset_id":5694849,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/32742021/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="8236706" href="https://eslsca.academia.edu/NohaZalabani">Noha Zalabani</a><script data-card-contents-for-user="8236706" type="text/json">{"id":8236706,"first_name":"Noha","last_name":"Zalabani","domain_name":"eslsca","page_name":"NohaZalabani","display_name":"Noha Zalabani","profile_url":"https://eslsca.academia.edu/NohaZalabani?f_ri=5009","photo":"https://0.academia-photos.com/8236706/2825427/3297719/s65_noha.zalabani.jpg"}</script></span></span></li><li class="js-paper-rank-work_5694849 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="5694849"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 5694849, container: ".js-paper-rank-work_5694849", }); 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$(".js-view-count[data-work-id=5694849]").text(description); $(".js-view-count-work_5694849").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_5694849").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="5694849"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="38" rel="nofollow" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a><script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=5694849]'), work: {"id":5694849,"title":"Strategic Management Assignment","created_at":"2014-01-12T20:21:36.992-08:00","url":"https://www.academia.edu/5694849/Strategic_Management_Assignment?f_ri=5009","dom_id":"work_5694849","summary":"The past two decades have witnessed an influx of new ideas and initiatives in the field of public management in Organisation for Economic Co-operation and Development (OECD) countries, which have led governments to undertake major changes in the way in which the public sector is managed in order to better meet citizen needs within expenditure limits. Anglo-American, Nordic and European Continental countries have come under increasing pressure to improve their efficiency and effectiveness and to reduce their demands on taxpayers while maintaining the quality of services and the welfare state. This paper seeks to acquire a deeper understanding of how some of these new ideas have worked in practice by examining the implementation of strategic management in twenty-three pioneer local governments in Australia, Canada, Spain, Sweden, the USA and the UK, countries which belong to different public administration styles. The goal is to identify both the factors that affect the implementation of strategic management and the advantages brought to the organization. For this purpose, experts' views on the implementation of strategic management systems in local governments have been analyzed, applying the Delphi method. The results will allow a deeper knowledge about the ideal implementation process and the expected benefits which strategic management could entail. This paper was prepared by three researchers from University of Zaragoza Gran Vía (Spain) and Public University of Navarra Pamplona, and it seeks to acquire a deeper understanding of how some of these new ideas have worked in practice by examining the implementation of strategic management in twenty-three pioneer local governments in Australia, Canada, Spain, Sweden, the USA and the UK, countries which belong to different public administration styles. For this purpose, experts' views on the implementation of strategic management systems in local governments have been analyzed, applying the Delphi method. In the first phase, academics and professionals are interviewed and, afterwards, from their opinions, the questionnaire to be sent in the second phase to the other local governments is drawn up. Thus, the questionnaire reflects the major areas of concern in the implementation of a strategic management system. The study focuses on two aspects of the implementation of strategic management: 1) what leads a local government to carry out the implementation; and 2) which factors are expected to affect the implementation process.","downloadable_attachments":[{"id":32742021,"asset_id":5694849,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":8236706,"first_name":"Noha","last_name":"Zalabani","domain_name":"eslsca","page_name":"NohaZalabani","display_name":"Noha Zalabani","profile_url":"https://eslsca.academia.edu/NohaZalabani?f_ri=5009","photo":"https://0.academia-photos.com/8236706/2825427/3297719/s65_noha.zalabani.jpg"}],"research_interests":[{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=5009","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_5500944" data-work_id="5500944" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/5500944/Casos_de_Direcci%C3%B3n_Estrat%C3%A9gica_de_la_Empresa">Casos de Dirección Estratégica de la Empresa</a></div></div><div class="u-pb4x u-mt3x"></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/5500944" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="6a89caba6333a0506e6bdf093dac7af6" rel="nofollow" data-download="{"attachment_id":35622724,"asset_id":5500944,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/35622724/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="5368571" href="https://urjc.academia.edu/LuisAngelGuerrasMartin">Luis Angel Guerras-Martin</a><script data-card-contents-for-user="5368571" type="text/json">{"id":5368571,"first_name":"Luis Angel","last_name":"Guerras-Martin","domain_name":"urjc","page_name":"LuisAngelGuerrasMartin","display_name":"Luis Angel Guerras-Martin","profile_url":"https://urjc.academia.edu/LuisAngelGuerrasMartin?f_ri=5009","photo":"https://0.academia-photos.com/5368571/8077439/9043825/s65_luis_angel.guerras-martin.jpg"}</script></span></span></li><li class="js-paper-rank-work_5500944 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="5500944"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 5500944, container: ".js-paper-rank-work_5500944", }); });</script></li><li class="js-percentile-work_5500944 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x 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js-work-card work_35607477" data-work_id="35607477" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/35607477/IBM_Case_Study">IBM Case Study</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">IBM strategic business planning. Paper submitted for MBA Strategic Management subject.</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/35607477" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="0ac7d64ac9f3180d545c9afca504ddbf" rel="nofollow" data-download="{"attachment_id":55475240,"asset_id":35607477,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/55475240/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="3534129" href="https://teknologimalaysia.academia.edu/SyazanaZafirah">Syazana Zafirah</a><script data-card-contents-for-user="3534129" type="text/json">{"id":3534129,"first_name":"Syazana","last_name":"Zafirah","domain_name":"teknologimalaysia","page_name":"SyazanaZafirah","display_name":"Syazana Zafirah","profile_url":"https://teknologimalaysia.academia.edu/SyazanaZafirah?f_ri=5009","photo":"https://0.academia-photos.com/3534129/1214885/31295084/s65_syazana.zafirah.jpg"}</script></span></span></li><li class="js-paper-rank-work_35607477 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="35607477"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 35607477, container: ".js-paper-rank-work_35607477", }); 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Paper submitted for MBA Strategic Management subject. ","downloadable_attachments":[{"id":55475240,"asset_id":35607477,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":3534129,"first_name":"Syazana","last_name":"Zafirah","domain_name":"teknologimalaysia","page_name":"SyazanaZafirah","display_name":"Syazana Zafirah","profile_url":"https://teknologimalaysia.academia.edu/SyazanaZafirah?f_ri=5009","photo":"https://0.academia-photos.com/3534129/1214885/31295084/s65_syazana.zafirah.jpg"}],"research_interests":[{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true},{"id":44913,"name":"MBA","url":"https://www.academia.edu/Documents/in/MBA?f_ri=5009","nofollow":true},{"id":55840,"name":"Business Management","url":"https://www.academia.edu/Documents/in/Business_Management?f_ri=5009","nofollow":true},{"id":174205,"name":"Business Planning","url":"https://www.academia.edu/Documents/in/Business_Planning?f_ri=5009","nofollow":true},{"id":384228,"name":"Strategic Business Management and Planning in Global Environment","url":"https://www.academia.edu/Documents/in/Strategic_Business_Management_and_Planning_in_Global_Environment?f_ri=5009"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_34016545" data-work_id="34016545" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/34016545/Mod%C3%A9liser_l_%C3%A9mergence_de_l_expertise_et_sa_gouvernance_dans_les_entreprises_innovantes_des_communaut%C3%A9s_aux_soci%C3%A9t%C3%A9s_proto_%C3%A9pist%C3%A9miques_d_experts">Modéliser l’émergence de l’expertise et sa gouvernance dans les entreprises innovantes : des communautés aux sociétés proto-épistémiques d’experts</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Dans les industries de hautes technologies, le rythme contemporain de l’innovation se caractérise aujourd’hui par un renouvellement accéléré des produits et par une déstabilisation des dominant designs. Dans ce contexte d’innovation... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_34016545" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Dans les industries de hautes technologies, le rythme contemporain de l’innovation se caractérise aujourd’hui par un renouvellement accéléré des produits et par une déstabilisation des dominant designs. Dans ce contexte d’innovation intensive, les organisations industrielles se doivent de se doter de nouvelles capacités d’innovation de rupture pour organiser l’émergence de nouvelles expertises technologiques afin de permettre la conception innovante de nouveaux produits et technologies.<br /><br />Paradoxalement, les enjeux d’expertise et de conception innovante peuvent parfois sembler en opposition ou du moins en tension. L’expertise semble préserver les dominant designs, mais c’est aussi elle qui permet la génération d’expansion conceptuelle. Derrière cette aporie, se posent des questions cruciales sur le management contemporain de l’émergence de l’expertise dans les organisations industrielles en situation d’innovation intensive.<br /><br />A partir d’une démarche exploratoire basée sur une étude de cas longitudinale chez STMicroelectronics, cette thèse s’intéresse aux modèles de gouvernance de l’émergence de l’expertise dans les organisations industrielles. A partir d’une analyse empirique chez STMicroelectronics, ces travaux mettent en évidence que l’émergence de nouvelles expertises s’effectue par une réorganisation et une restructuration profonde des structures d’expertise. Autrement dit, les nouveaux domaines d’expertise émergent à partir de la recomposition des relations d’interdépendance entre les domaines d’expertises existants.<br /><br />Par ailleurs, ces travaux de recherche proposent un modèle formel de l’émergence de l’expertise dans les organisations industrielles. Ce modèle permet d’identifier de nouveaux enjeux managériaux et de mettre en évidence des modèles organisationnels permettant de supporter ces formes d’émergence d’expertise. De nouvelles solutions managériales sont ensuite expérimentées et analysées chez STMicroelectronics. Enfin, la thèse propose une analyse des rôles et missions des experts scientifiques dans les stratégies d’exploration et d’innovation au sein des organisations industrielles.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/34016545" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c56fa2a1ad39dc26f417e2cc45c79ca1" rel="nofollow" data-download="{"attachment_id":53960646,"asset_id":34016545,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/53960646/download_file?st=MTc0MDIyMzc0NSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="4855268" href="https://ensmp.academia.edu/benjamincabanes">Benjamin Cabanes</a><script data-card-contents-for-user="4855268" type="text/json">{"id":4855268,"first_name":"Benjamin","last_name":"Cabanes","domain_name":"ensmp","page_name":"benjamincabanes","display_name":"Benjamin Cabanes","profile_url":"https://ensmp.academia.edu/benjamincabanes?f_ri=5009","photo":"https://0.academia-photos.com/4855268/9397840/10473386/s65_benjamin.cabanes.jpg"}</script></span></span></li><li class="js-paper-rank-work_34016545 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="34016545"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 34016545, container: ".js-paper-rank-work_34016545", }); 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$(".js-view-count[data-work-id=34016545]").text(description); $(".js-view-count-work_34016545").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_34016545").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="34016545"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1851" rel="nofollow" href="https://www.academia.edu/Documents/in/Expertise">Expertise</a>, <script data-card-contents-for-ri="1851" type="text/json">{"id":1851,"name":"Expertise","url":"https://www.academia.edu/Documents/in/Expertise?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5009" rel="nofollow" href="https://www.academia.edu/Documents/in/Strategic_Management">Strategic Management</a>, <script data-card-contents-for-ri="5009" type="text/json">{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="7831" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_of_Innovation">Management of Innovation</a>, <script data-card-contents-for-ri="7831" type="text/json">{"id":7831,"name":"Management of Innovation","url":"https://www.academia.edu/Documents/in/Management_of_Innovation?f_ri=5009","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="193945" rel="nofollow" href="https://www.academia.edu/Documents/in/Technological_Innovation_Innovation_Strategy_Ambidextrous_Organization">Technological Innovation; Innovation Strategy; Ambidextrous Organization</a><script data-card-contents-for-ri="193945" type="text/json">{"id":193945,"name":"Technological Innovation; Innovation Strategy; Ambidextrous Organization","url":"https://www.academia.edu/Documents/in/Technological_Innovation_Innovation_Strategy_Ambidextrous_Organization?f_ri=5009","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=34016545]'), work: {"id":34016545,"title":"Modéliser l’émergence de l’expertise et sa gouvernance dans les entreprises innovantes : des communautés aux sociétés proto-épistémiques d’experts","created_at":"2017-07-24T04:47:40.856-07:00","url":"https://www.academia.edu/34016545/Mod%C3%A9liser_l_%C3%A9mergence_de_l_expertise_et_sa_gouvernance_dans_les_entreprises_innovantes_des_communaut%C3%A9s_aux_soci%C3%A9t%C3%A9s_proto_%C3%A9pist%C3%A9miques_d_experts?f_ri=5009","dom_id":"work_34016545","summary":"Dans les industries de hautes technologies, le rythme contemporain de l’innovation se caractérise aujourd’hui par un renouvellement accéléré des produits et par une déstabilisation des dominant designs. Dans ce contexte d’innovation intensive, les organisations industrielles se doivent de se doter de nouvelles capacités d’innovation de rupture pour organiser l’émergence de nouvelles expertises technologiques afin de permettre la conception innovante de nouveaux produits et technologies.\n\nParadoxalement, les enjeux d’expertise et de conception innovante peuvent parfois sembler en opposition ou du moins en tension. L’expertise semble préserver les dominant designs, mais c’est aussi elle qui permet la génération d’expansion conceptuelle. Derrière cette aporie, se posent des questions cruciales sur le management contemporain de l’émergence de l’expertise dans les organisations industrielles en situation d’innovation intensive.\n\nA partir d’une démarche exploratoire basée sur une étude de cas longitudinale chez STMicroelectronics, cette thèse s’intéresse aux modèles de gouvernance de l’émergence de l’expertise dans les organisations industrielles. A partir d’une analyse empirique chez STMicroelectronics, ces travaux mettent en évidence que l’émergence de nouvelles expertises s’effectue par une réorganisation et une restructuration profonde des structures d’expertise. Autrement dit, les nouveaux domaines d’expertise émergent à partir de la recomposition des relations d’interdépendance entre les domaines d’expertises existants.\n\nPar ailleurs, ces travaux de recherche proposent un modèle formel de l’émergence de l’expertise dans les organisations industrielles. Ce modèle permet d’identifier de nouveaux enjeux managériaux et de mettre en évidence des modèles organisationnels permettant de supporter ces formes d’émergence d’expertise. De nouvelles solutions managériales sont ensuite expérimentées et analysées chez STMicroelectronics. Enfin, la thèse propose une analyse des rôles et missions des experts scientifiques dans les stratégies d’exploration et d’innovation au sein des organisations industrielles.","downloadable_attachments":[{"id":53960646,"asset_id":34016545,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":4855268,"first_name":"Benjamin","last_name":"Cabanes","domain_name":"ensmp","page_name":"benjamincabanes","display_name":"Benjamin Cabanes","profile_url":"https://ensmp.academia.edu/benjamincabanes?f_ri=5009","photo":"https://0.academia-photos.com/4855268/9397840/10473386/s65_benjamin.cabanes.jpg"}],"research_interests":[{"id":1851,"name":"Expertise","url":"https://www.academia.edu/Documents/in/Expertise?f_ri=5009","nofollow":true},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=5009","nofollow":true},{"id":7831,"name":"Management of 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