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Up until now, strategic planning has been done primarily at the business unit and corporate levels. The growing complexity and interdependence of the business environment argues for a new concept of strategy. Companies must begin to view strategy from a collectivistic perspective. Only by collective action will companies be able to meet the challenges ahead.
This paper relates the different motives for transferring employees internationally to the conduct of each major international strategy (multidomestic, global, and…
This paper relates the different motives for transferring employees internationally to the conduct of each major international strategy (multidomestic, global, and transnational), proposes seven hypotheses on these relationships, presents and discusses the results of a survey of heads of human resources or international operations in United States based companies, and concludes with theoretical and practitioner implications of the study and suggestions for future research. We found significant support for three hypotheses and directional support for two others.
In this article the author analyses the HRMstrategies and practices of a major life insurancecompany, designed to promote a marketing‐led,change‐oriented culture in an…
In this article the author analyses the HRM strategies and practices of a major life insurance company, designed to promote a marketing‐led, change‐oriented culture in an industry traditionally characterised and paternalism by low levels of change.
Successful use of flexible manufacturing systems (FMS) depends on a company adopting a flexible approach to its management and organisation. This technology has now begun to diffuse widely and to be used in all major developed countries and a small number of developing nations. A comprehensive survey of UK organisations where FMS has been installed or is planned reveals that significant benefits are achievable but the need for a total approach to the problem of implementation is paramount. Technical problems also need to be overcome.
– The purpose of this study is to evaluate corporate real estate (CRE) performance measurement and how value can be added to the core business.
The purpose of this study is to evaluate corporate real estate (CRE) performance measurement and how value can be added to the core business.
An analysis is made of the appropriate literature and primary research conducted via interviews with 11 senior professionals from three globally renowned companies, one global financial organisation and two corporate advisory firms.
The findings from this research provide evidence that CRE can be used to add value to the core business, both in the physical and behavioural environment. By aligning aims and objectives with the business, continually conducting portfolio analytics, encompassing size, cost, space, retention and productivity, value can be added, maximising shareholder worth.
The main conclusions drawn from this study are that CRE can add value to the business. The role of corporate real estate asset managers (CREAMs) needs to change from the physical environment to the behavioural environment, working to increase productivity, which can have greatest impact on shareholder value.
This paper provides evidence to suggest that CRE ’s role is not only to manage property but should be broadened to add value to the organisation by aligning CRE strategy with the corporate strategy. Closer interactions with human resource and information technology are required to enhance productivity, via relationship management, perhaps outsourcing to provide best in industry expertise. CREAMs can shape the future of office space, by demanding carbon neutral properties. This paper recommends that further research should be conducted on the measurement of intangibles, like productivity and corporate social responsibility, and how they can be used to add value and sustainable saves.
Examines the current environment for management in terms of development strategies. Evaluates various change strategies and theoretical frameworks for competitive…
Examines the current environment for management in terms of development strategies. Evaluates various change strategies and theoretical frameworks for competitive advantage. Discusses the uncertainty managers are faced with when deciding on strategies for performance improvement and reviews the implications for managers and HR strategy.
Discusses issues concerning the relationship between codified marketing theory and practical strategic marketing expertise, particularly with respect to the importance of…
Discusses issues concerning the relationship between codified marketing theory and practical strategic marketing expertise, particularly with respect to the importance of “tacit” or unarticulated knowledge. The trajectory of argument draws attention to the role of words as symbolic modelling devices and explores implications of this position for theorising marketing expertise. Makes use of a multidisciplinary perspective and draws material from work in cognitive science, the psychology of expertise and the philosophy of science. Sets the problematisation of practical theory in marketing within a broader context of a possible epistemological “crisis” of rationality in practical disciplines. The conclusion suggests that an epistemology of expertise for marketing management demands both theoretical and linguistic sophistication and implies a pedagogic shift towards a model of philosophic enquiry in marketing.
Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or…
Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.
Examines the global organization and its particular managementdevelopment needs. It proposes that implicit in the idea of globalstategy is a model of management based on…
Examines the global organization and its particular management development needs. It proposes that implicit in the idea of global stategy is a model of management based on efficiency. Efficiency is created by a uniformity of approach across national and cultural boundaries. Global managers must also be able to create effective microcultures of unified action worldwide. Describes a management development programme which uses simulation to provide managers with a practice field for creating a unifying cultural framework which can cohere diverse interests around organizational strategy.