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Articles 31 - 60 of 63
Full-Text Articles in Strategic Management Policy
Authoring A Transformation, J Ramachandran
Authoring A Transformation, J Ramachandran
IIMB Management Review
No abstract provided.
Management Consulting: Perspectives And Prospects; By The Institute Of Management Consultants Of India, New Delhi: Tata Mcgraw Hill, 1998, Balram Avittathur
Management Consulting: Perspectives And Prospects; By The Institute Of Management Consultants Of India, New Delhi: Tata Mcgraw Hill, 1998, Balram Avittathur
IIMB Management Review
No abstract provided.
Values-Based Strategies And Planning For Global Organisations, David Kimber
Values-Based Strategies And Planning For Global Organisations, David Kimber
IIMB Management Review
As social, environmental and economic conditions change over the world, global managers must adopt new strategic planning techniques. Historically two contrasting motivations for global activity can be identified. The first, based on a need to enhance security, has led to aggression and conflict. The other is based on an interest in enhancing peoples' lives and an urge to share this understanding. David Kimber suggests that understanding the second perspective, helps managers maintain a stable and long term orientation to global development. Outlining a framework for considering values, he reviews a values focus to clarify first, how it relates to the …
What Kinds Of Knowledge Does A Firm Need?, P N Rastogi
What Kinds Of Knowledge Does A Firm Need?, P N Rastogi
IIMB Management Review
The starting point of a firm's Knowledge Management System (KMS) is a specification of the kinds of knowledge required by the firm in support of its strategic goals. The KMS of a firm is driven and shaped by its competitive business strategy. Strategy formulation and planning are however, highly unstructured, iterative, non-algorithmic and creative processes. A firm, therefore, must think through its requirements of and expectations from managing knowledge. Strategic thinking, in turn, may be usefully guided and facilitated by plural frames of strategic discourse. In this context, P N Rastogi outlines recent frames of strategic thinking as well as …
Forming Strategic Alliances: Issues In Conceptualisation, Nagasimha Balakrishna Kanagal
Forming Strategic Alliances: Issues In Conceptualisation, Nagasimha Balakrishna Kanagal
IIMB Management Review
The interactive and interdependent economy of the present day is rooted in exchanges or 'give and take' of varying complexity. The process of conceptualising, planning and executing exchanges to the benefit of all players involved is basic to marketing. Given the three generic forms of economic organisation - market, hybrid and hierarchy, organisational expansions in high technology markets in recent times have witnessed the emergence of hybrid strategic alliances as an alternative to markets and hierarchies. Strategic alliances enable functional integration in inter-firm relationships involving tangible and intangible exchanges. Rapid technological innovations and technological complexity, and forces such as uncertainty, …
The Challenge Of Globalisation For Indian Family Business, K R S Murthy
The Challenge Of Globalisation For Indian Family Business, K R S Murthy
IIMB Management Review
No abstract provided.
Indian Business Houses In 2020: What They Should Aim For And How To Get There, K R S Murthy, Rishikesha T Krishnan
Indian Business Houses In 2020: What They Should Aim For And How To Get There, K R S Murthy, Rishikesha T Krishnan
IIMB Management Review
No abstract provided.
Alliance Management: The Next Millennium Challenge?, S Raghunath
Alliance Management: The Next Millennium Challenge?, S Raghunath
IIMB Management Review
No abstract provided.
How Diversified Should Indian Business Houses Be?, Rishikesha T Krishnan
How Diversified Should Indian Business Houses Be?, Rishikesha T Krishnan
IIMB Management Review
No abstract provided.
Defining Indian Brands, Mithileshwar Jha
Defining Indian Brands, Mithileshwar Jha
IIMB Management Review
Round Table features an exhaustive discussion on Indian Brands ? beginning with the definition of an 'Indian' brand and elaborating upon the origin, the home and the 'soul' of brands, the various aspects of building and managing Indian brands particularly in the face of competition from MNCs; brand extensions and how brands cope with the vagaries of the market. Several interesting issues on methodology and research were raised. In order to present a truly broad spectrum of views on brands and complement the Round Table discussion, Pradeep Kumar spoke to a cross section of marketers in various product and service …
Indian Brands : Quo Vadis: The Round Table Discussion, Mithileshwar Jha
Indian Brands : Quo Vadis: The Round Table Discussion, Mithileshwar Jha
IIMB Management Review
Round Table features an exhaustive discussion on Indian Brands ? beginning with the definition of an 'Indian' brand and elaborating upon the origin, the home and the 'soul' of brands, the various aspects of building and managing Indian brands particularly in the face of competition from MNCs; brand extensions and how brands cope with the vagaries of the market. Several interesting issues on methodology and research were raised. In order to present a truly broad spectrum of views on brands and complement the Round Table discussion, Pradeep Kumar spoke to a cross section of marketers in various product and service …
Views Of A Cross-Section Of Marketers, V Pradeep Kumar
Views Of A Cross-Section Of Marketers, V Pradeep Kumar
IIMB Management Review
Round Table features an exhaustive discussion on Indian Brands ? beginning with the definition of an 'Indian' brand and elaborating upon the origin, the home and the 'soul' of brands, the various aspects of building and managing Indian brands particularly in the face of competition from MNCs; brand extensions and how brands cope with the vagaries of the market. Several interesting issues on methodology and research were raised. In order to present a truly broad spectrum of views on brands and complement the Round Table discussion, Pradeep Kumar spoke to a cross section of marketers in various product and service …
Paths Of Change : Strategic Choices For Organizations And Society: By Will Mcwhinney, London : Sage Publications, Sunita Singh Sengupta
Paths Of Change : Strategic Choices For Organizations And Society: By Will Mcwhinney, London : Sage Publications, Sunita Singh Sengupta
IIMB Management Review
No abstract provided.
Future Research Directions: Some Pointers, N C B Nath
Future Research Directions: Some Pointers, N C B Nath
IIMB Management Review
Round Table features an exhaustive discussion on Indian Brands ? beginning with the definition of an 'Indian' brand and elaborating upon the origin, the home and the 'soul' of brands, the various aspects of building and managing Indian brands particularly in the face of competition from MNCs; brand extensions and how brands cope with the vagaries of the market. Several interesting issues on methodology and research were raised. In order to present a truly broad spectrum of views on brands and complement the Round Table discussion, Pradeep Kumar spoke to a cross section of marketers in various product and service …
Indian Brands : Quo Vadis: A Framework For Discussion, N C B Nath
Indian Brands : Quo Vadis: A Framework For Discussion, N C B Nath
IIMB Management Review
Round Table features an exhaustive discussion on Indian Brands ? beginning with the definition of an 'Indian' brand and elaborating upon the origin, the home and the 'soul' of brands, the various aspects of building and managing Indian brands particularly in the face of competition from MNCs; brand extensions and how brands cope with the vagaries of the market. Several interesting issues on methodology and research were raised. In order to present a truly broad spectrum of views on brands and complement the Round Table discussion, Pradeep Kumar spoke to a cross section of marketers in various product and service …
Branding The Invisible, Umesh Rajamani
Branding The Invisible, Umesh Rajamani
IIMB Management Review
Round Table features an exhaustive discussion on Indian Brands ? beginning with the definition of an 'Indian' brand and elaborating upon the origin, the home and the 'soul' of brands, the various aspects of building and managing Indian brands particularly in the face of competition from MNCs; brand extensions and how brands cope with the vagaries of the market. Several interesting issues on methodology and research were raised. In order to present a truly broad spectrum of views on brands and complement the Round Table discussion, Pradeep Kumar spoke to a cross section of marketers in various product and service …
New Paradigms In Marketing, M J Xavier
New Paradigms In Marketing, M J Xavier
IIMB Management Review
Though companies today are getting more customer focused and market driven, marketing departments seem to be relegated to the background. The four Ps, long considered the universal marketing approach, now seem inadequate. The advent of the quality movement, the emergence of services marketing, the developments in strategic marketing and business to business marketing have added new dimensions to marketing. In order to regain their rightful place in organisations, Xavier urges marketers to reorient themselves to the customer, develop a cross functional perspective and a deeper understanding of company competencies.
The Individualized Corporation: By Sumantra Ghosal And Christopher Bartlett, William Heinemann, London : Random House, 1998, M J Xavier
IIMB Management Review
No abstract provided.
Marketing Strategy And Game Theory, Nagasimha Balakrishna Kanagal
Marketing Strategy And Game Theory, Nagasimha Balakrishna Kanagal
IIMB Management Review
Management Update establishes the links between Management Strategy and Game Theory and develops the theme with apt illustrations.
Joint Ventures : Does Termination Mean Failure?, S Raghunath
Joint Ventures : Does Termination Mean Failure?, S Raghunath
IIMB Management Review
Joint venture operations are usually called off because either or both partners have not received the benefits expected from the venture or because partners have received expected benefits and conditions have so evolved since the initiation of the venture that it no longer serves its purpose. While the former would qualify as a failure, the latter could be win-win pointers to success, with partnering parents achieving their goals. Three recent joint venture restructuring exercises have been discussed to ascertain the circumstances attendant upon the breakups.
Gaining Competitive Edge Through Strategy-Driven Bpr, K B S Saxena
Gaining Competitive Edge Through Strategy-Driven Bpr, K B S Saxena
IIMB Management Review
Global competition, sluggish economies and the potential offered by emerging technologies have pushed firms to fundamentally rethinking the functioning of their business. Business Process Reengineering (BPR) is the relatively new management approach to looking at the functioning of an organisation in a novel way and restructuring bureaucratised business processes to achieve the objectives of increased efficiency, reduced costs, improved quality and greater customer satisfaction. KBC Saxena proposes a strategy-driven BPR approach, involving a top-down reappraisal and redesign of the total business architecture, and identifying business strategy and linking it with the required business processes to ensure that this strategy is …
Business Transformation: Relevance And Risks, Colin Coulson-Thomas
Business Transformation: Relevance And Risks, Colin Coulson-Thomas
IIMB Management Review
Much of contemporary management thought and corporate practice rests upon the assumption that change and flexibility are desirable in themselves. However, activity does not always lead to progress. There might well be movement but this could be away from a known position of strength to more insecure ground. Before jumping on to the 'change for the sake of change' band wagon, companies are advised to consider aspects such as the desirability and nature of changes sought, ways of implementing changes effectively and ameliorating their negative effect. A more holistic, people - centred and thinking approach to change is advocated.
Is Strategy Important For Small Companies?, Rishikesha T Krishnan
Is Strategy Important For Small Companies?, Rishikesha T Krishnan
IIMB Management Review
Since Independence, Small Scale Industries (SSIs), have been playing a stellar role in the economic development of the country. SSIs account for more than a third of the total manufacturing output and generate almost 35 per cent of the country's exports. Importantly, they provide employment to more than ten million Indians. With the onset of economic liberalisation in the country-since 1991- even SSIs have been trying to redefine their role and adapt effectively to the changing macro-economic environment, where market forces are calling the tune. The Abid Hussain Committee, which was constituted to re-define the role of SSIs in the …
Small Industries Policy, S Shiva Ramu
Small Industries Policy, S Shiva Ramu
IIMB Management Review
Since Independence, Small Scale Industries (SSIs), have been playing a stellar role in the economic development of the country. SSIs account for more than a third of the total manufacturing output and generate almost 35 per cent of the country's exports. Importantly, they provide employment to more than ten million Indians. With the onset of economic liberalisation in the country-since 1991- even SSIs have been trying to redefine their role and adapt effectively to the changing macro-economic environment, where market forces are calling the tune. The Abid Hussain Committee, which was constituted to re-define the role of SSIs in the …
Cases In Strategic Management By S. B. Budhiraja, Tata Mc Graw-Hill Publishing Co. Ltd., 1996., L S Murty
Cases In Strategic Management By S. B. Budhiraja, Tata Mc Graw-Hill Publishing Co. Ltd., 1996., L S Murty
IIMB Management Review
The author claims that this book is probably the first of its kind, in that, the project of bringing out the book was actively supported by some leading companies in the country (which form the subject of these cases) and was funded by ITC. The contribution of the participating companies to management education hould be appreciated. Industry and academia should draw the cue from this to further enrich the theory and practice of management in India.
International Alliances: An Agenda For Success, Som Mittal
International Alliances: An Agenda For Success, Som Mittal
IIMB Management Review
Alliances, all over the world, are the order of the day. In the current global context, few players have the wherewithal for creating viable businesses all by themselves. Alliances help leverage partners’ strengths, share risks and rewards, and open up new markets and competitive opportunities. Alliances in emerging markets such as India are especially relevant, as these markets come out of their self imposed isolation and insulation from external world markets and move towards a relatively open and competitive business environment. With this, customers’ expectation levels go up by leaps and bounds, given their newfound knowledge of the range of …
A Strategy For Alliances, S Raghunath
A Strategy For Alliances, S Raghunath
IIMB Management Review
Strategic alliances are arrangements between firms forming a cooperative partnership. Parts of their businesses are linked by mutual commitment of resources for the achievement of common objectives. The reasons for establishing strategic alliances can be found in the changing nature of business today. Companies survive and stay ahead of others through constant improvements in technology, in organisational design and management practices. With insights into present and future customer demands, they develop systems that trigger rapid changes. They learn to translate small incremental advantages into gains in market share. More often than not, they strive to simplify product lines, organisational structures …
View Point On Strategic Issues, N C B Nath
View Point On Strategic Issues, N C B Nath
IIMB Management Review
No abstract provided.
Strategic Approach To Human Resource Management By Y.R.K. Reddy, New Delhi: Wiley Eastern Limited, 1990., S R Bijoor
Strategic Approach To Human Resource Management By Y.R.K. Reddy, New Delhi: Wiley Eastern Limited, 1990., S R Bijoor
IIMB Management Review
No abstract provided.
Emerging Trends In Procurement Management, Sudhindra Seshadri
Emerging Trends In Procurement Management, Sudhindra Seshadri
IIMB Management Review
No abstract provided.