Showing papers on "Business model published in 1984"
TL;DR: In this paper, data from 58 strategic business units (SBUs) reveal that greater marketing/sales experience, greater willingness to take risk, and greater tolerance for ambiguity on the part of the SBU general manager contribute to effectiveness in the case of "build" SBUs but hamper it when "harvest" them.
Abstract: Data from 58 strategic business units (SBUs) reveal that greater marketing/sales experience, greater willingness to take risk, and greater tolerance for ambiguity on the part of the SBU general manager contribute to effectiveness in the case of “build” SBUs but hamper it in the case of “harvest” SBUs.
1,445 citations
01 Jan 1984
TL;DR: In this article, data from 58 strategic business units (SBUs) reveal that greater marketing/sales experience, greater willingness to take risk, and greater tolerance for ambiguity on the part of the SBU general manager contribute to effectiveness in the case of "build" SBUs but hamper it when "harvest" them.
Abstract: Data from 58 strategic business units (SBUs) reveal that greater marketing/sales experience, greater willingness to take risk, and greater tolerance for ambiguity on the part of the SBU general manager contribute to effectiveness in the case of “build” SBUs but hamper it in the case of “harvest” SBUs.
144 citations
TL;DR: The degree of power a manager has within the family has a profound effect on the family's management strategies as mentioned in this paper. But, as stated by the authors, "the family business strategies in the family business differ according to the degree of authority the manager had within the business family".
96 citations
TL;DR: In this article, the feasibility of adding international business to the business core by using a multinational business simulation game in the capstone policy course was investigated, and the simulation game is not intended to replace an introductory course or substitute for other approaches.
Abstract: This study reports on the feasibility of adding international business to the business core by using a multinational business simulation game in the capstone policy course. The simulation game is not intended to replace an introductory course or substitute for other approaches. It is intended to provide a minimal introduction where none currently exists and perhaps to aid in overcoming the inertia with regard to relevant curriculum changes that are needed to comply with American Assembly of Collegiate Schools of Business (AACSB) guidelines.
24 citations
TL;DR: In this paper, a planning framework for managing a self-renewal is presented, where the authors focus on product extensions and business rejuvenations. But they do not address the problem of divesting "dog" businesses due to increased stakeholder activism.
Abstract: Fewer new growth opportunities and increased global competition will make “star” businesses a rarity in the late 1980s. Furthermore, divesting “dog” businesses may become difficult because of increased stakeholder activism. Firms therefore may have to decrease their reliance on portfolio planning and increasingly emphasize product extensions and business rejuvenations. A planning framework for managing such a self-renewal is outlined.
24 citations
TL;DR: In this paper, a case study of a small, local congregation, and reports the results of an intervention aimed at evaluation and change of existing organizational strategy, is presented, which resulted in increased awareness of organizational problems and needs, and provided a basis for future choices involving pastoral leadership, programme development and institutional needs.
20 citations
TL;DR: The following article is based on the Presidential Address delivered by Robert G. Hawkins of Rensselaer Polytechnic Institute at the 19 October 1984 meeting of the Academy of International Business in Cleveland, Ohio as mentioned in this paper.
Abstract: The following article is based on the Presidential Address delivered by Robert G. Hawkins of Rensselaer Polytechnic Institute at the 19 October 1984 meeting of the Academy of International Business in Cleveland, Ohio. Dr. Hawkins assesses the success (and failure) of the field of international business study in its 3 objectives—education, research, and the ability to influence policy making—and comes to conclusions and recommendations for the future.
19 citations
TL;DR: In this article, the authors address three questions: what are some intermediate trends in the world economy that promise to shape its structure and behavior over the next decade or more? And what are the implications of these intermediate and long-term trends for international business strategy?
Abstract: * This brief essay addresses 3 questions. First, what are some intermediate trends in the world economy that promise to shape its structure and behavior over the next decade? Second, what are some long-term trends in the world economy that promise to shape its structure and behavior over the next quarter-century or more? Third, what are some implications of these intermediate and long-term trends for international business strategy? Clearly, answers to these questions are speculative. Furthermore, I belong to a crowd that has much to be modest about concerning its ability to anticipate the world economy, as was amply demonstrated by the monetary and energy "shocks" of the 1970s. With that disclaimer in mind, here are my thoughts about some intermediate and long-term futures of the international economy and the implications of those futures for international business.
14 citations
01 Dec 1984
Dissertation•
01 Jan 1984