Open Access. Powered by Scholars. Published by Universities.®
- Institution
- Publication
- Publication Type
Articles 1 - 9 of 9
Full-Text Articles in Business
Lean Startups And Strategic Management, Joshua Binus, Horatiu Corban, Stephanie Miller, Hans Vanderschaaf
Lean Startups And Strategic Management, Joshua Binus, Horatiu Corban, Stephanie Miller, Hans Vanderschaaf
Engineering and Technology Management Student Projects
Slides from a group presentation that offers a lean startup methodology overview, examines challenges and solutions, reviews case studies and discusses lean and strategic management.
Assessment Of Minimum Viable Product Techniques: A Literature Review, Mohammadsaleh Saadatmand
Assessment Of Minimum Viable Product Techniques: A Literature Review, Mohammadsaleh Saadatmand
Engineering and Technology Management Student Projects
Although the minimum viable product (MVP) concept provides a means to test ideas and hypothesis at early stages, it does not indicate that it is easy to build. MVP tests whether your idea solves a real problem that customers are willing to pay for. In order to reach the stage of building a product that people want to use and pay for, we need to make sure product passes certain tests. In turn, MVP techniques/methods are designed not only to test technical questions about the product, but also to assess the viability of business model hypothesis. Once the hypothesis that …
The Dynamics Of Open Strategy: From Adoption To Reversion, Melissa M. Appleyard, Henry W. Chesbrough
The Dynamics Of Open Strategy: From Adoption To Reversion, Melissa M. Appleyard, Henry W. Chesbrough
Business Faculty Publications and Presentations
Innovation has become more open in recent years. Yet the decision to become more open and the challenge of sustaining that openness are not well understood. This is the concern of the “content” branch of Open Strategy, defined as the branch that addresses an organization's open innovation strategy. We examine the initial motivations to adopt an open strategy, and then consider when organizations choose to maintain that open strategy or revert to a more proprietary approach. Similarly, we examine motivations to open up a previously proprietary strategy. We find that these dynamics depend on the organization's desire to either foster …
Executing The Strategic Plan: Five Actions Midlevel Leaders Can Take, Daniel Jensen
Executing The Strategic Plan: Five Actions Midlevel Leaders Can Take, Daniel Jensen
Faculty Works
The article offers suggestions for executing strategic plans for organizational success. Topics discussed include determining the objectives, goals, and organizational vision, measuring specific tasks to evaluate progress against expected results, and use of SWOT analysis to determine the strengths and weaknesses of organizations.
Diversity Strengthening Companies In The Economic Downturn, Shandrea Daniel
Diversity Strengthening Companies In The Economic Downturn, Shandrea Daniel
UNLV Theses, Dissertations, Professional Papers, and Capstones
The purpose of this paper is to provide examples of companies using diversified strategies to advance in a competitive market and withstand the economic downturn. This paper will explain the benefits of the strategies and how one can implement them in their own business. The variety of strategies and examples will be presented in a literature review and a case study about the Los Angeles Clipper franchise. The goal is to present diversified strategies as an alternate response to the decline, so companies will gain ideas about how to develop cost saving initiatives that will increase long term revenue. Furthermore …
How Emerging Giants Are Rewriting The Rules Of M&A, Nirmalya Kumar
How Emerging Giants Are Rewriting The Rules Of M&A, Nirmalya Kumar
Research Collection Lee Kong Chian School Of Business
While Western companies struggle with mergers and acquisitions, emerging giants like Indian aluminum producer Hindalco are using M&A as their main globalization strategy. That's partly because developing economies grew at near double-digit rates in the past 15 years, enabling many enterprises to make acquisitions. It's also because, according to the author's research, those corporations create more value from takeovers. To compete, Western multinationals should change their mind-set and shift the locus of their M&A efforts to regional headquarters in developing countries.U.S. and European companies, inhibited by slow-growing home markets, acquire rivals primarily to become bigger and thus create economies of …
Performance Differences Across Strategic Groups: An Examination Of Financial Market-Based Performance Measures, J. Rajendran Pandian, Howard Thomas, Olivier Furrer, William C. Bogner
Performance Differences Across Strategic Groups: An Examination Of Financial Market-Based Performance Measures, J. Rajendran Pandian, Howard Thomas, Olivier Furrer, William C. Bogner
Research Collection Lee Kong Chian School Of Business
One of the more interesting issues in the strategic management field is the question of whether intra-industry performance differences exist, particularly across strategic groups. Most of the existing studies have used accounting measures of performance despite the documented weaknesses of such measures. This paper examines whether financial market-based measures of performance are superior to accounting-based measures in identifying performance differences across strategic groups. Hypotheses are tested on data from an existing sample of firms in the US pharmaceutical industry. The empirical results indicate that performance differences are more likely to exist across strategic groups when financial market performance measures are …
Employee Incentives To Make Firm Specific Investment: Implications For Resource-Based Theories Of Corporate Diversification, Heli Wang, Jay B. Barney
Employee Incentives To Make Firm Specific Investment: Implications For Resource-Based Theories Of Corporate Diversification, Heli Wang, Jay B. Barney
Research Collection Lee Kong Chian School Of Business
We argue that the risk associated with the value of a firm's core resources has an impact on employee decisions to make firm-specific investments, independent of the threat of opportunism that might exist in a particular exchange. We further explore mechanisms firms may adopt to mitigate the employee incentive problem stemming from the risk associated with core resource value. These arguments shed new light on resource-based theories of corporate diversification.
Kill A Brand, Keep A Customer, Nirmalya Kumar
Kill A Brand, Keep A Customer, Nirmalya Kumar
Research Collection Lee Kong Chian School Of Business
Kill a Brand, Keep a CustomerMost brands don't make much money. Year after year, businesses generate 80% to 90% of their profits from less than 20% of their brands. Yet most companies tend to ignore loss-making brands, unaware of the hidden costs they incur.That's because executives believe it's easy to erase a brand; they have only to stop investing in it, they assume, and it will die a natural death. But they're wrong. When companies drop brands clumsily, they antagonize loyal customers: Research shows that seven times out of eight, when firms merge two brands, the market share of the …