Suchergebnisse

Intro -- Geleitwort -- Table of Contents -- Index of Figures -- Index of Tables -- List of Abbreviations -- 1 Introduction -- 1.1 Relevance of Topic -- 1.2 Objective and Course of Research -- 2 Understanding Social Innovation -- 2.1 The Conceptualization of Social Innovation -- 2.1.1 Social Innovation in the Literature -- 2.1.2 A Definition of Social Innovation -- 2.1.3 Differentiation of Social Innovation from other Innovation Concepts -- 2.2 Diffusion of Social Innovation -- 2.2.1 Diffusion in Social Innovation Literature -- 2.2.2 Diffusion in Systemic Innovation Literature -- 2.3 Critical Review of Social Innovation -- 3 Understanding Shared Value -- 3.1 Historic Antecedents of the Shared Value Concept -- 3.2 Definition and Building Blocks of the Shared Value Concept -- 3.3 Critical Review of the Shared Value Concept -- 3.4 Shared Value as Basic Social Invention -- 4 Development of Research Design and Methodology -- 4.1 Development of the Research Design -- 4.2 Methodology -- 4.2.1 The Expert Interview as Research Methodology -- 4.2.2 Development of the Interview Guideline -- 4.2.3 Procedure of Interview Analysis -- 5 Findings of the Empirical Study -- 5.1 Findings on Social Innovation -- 5.1.1 The Understanding of Social Innovation -- 5.1.2 The Diffusion of the Basic Social Invention Shared Value -- 5.2 Findings on Shared Value -- 5.2.1 Reconceiving Products and Markets -- 5.2.2 Redefining productivity in the value chain -- 5.2.3 Enabling Local Cluster Development -- 5.2.4 Success Factors and Obstacles -- 5.3 Discussion of Findings -- 5.3.1 Discussion of the Findings on Social Innovation -- 5.3.2 Discussion of Findings on Shared Value -- 6 Conclusion -- Bibliography -- Annex -- Annex 1: Interview Guideline -- Annex 2: Table of Codes for Qualitative Analysis.

Much has been written about equal opportunity issues but little has been published about how organisations might provide more structure and support to ensure women's progress to the most senior business levels. This book looks at the career experiences of a group of women managers and consider what helps, and what still hinders their progress.

Objective: to describe and interpret Leo Almacen growth at Sincelejo City, from 1960 to 2019. Method: This research is qualitative, historical, and analytical type, and uses first-hand sources, mainly, under techniques such as an unstructured interview. Results: Sincelejo City established Leo Store, is one of the traditional stores of the city. The sir Leonel González Anaya has been the manager and administrator of this store for always. This firm has developed strategies to stay in the market, but external and internal context factors have impacted its activity. In more than fifty years of existence, it has had moments of success, but the periods of the crisis have been long extensive. Discussions: Leonel González Anaya was an entrepreneur and a pioneer, not just a capitalist. Leo Store development had a period of uncertainty and risk, and the company's continuity depends on a second-generation not educated for its management. Conclusion: The company has been successful, but in the 21st century, the crises have been almost permanent due to economic factors, high competition, government plans, and internal factors such as its conservative management, among other ones. Their strategies sought to remain in the market, but they became a status quo. ; Objetivo: Describir e interpretar el desarrollo de la empresa Almacén Leo de la ciudad de Sincelejo, desde 1960 hasta 2019. Método: la investigación fue cualitativa, analítica e histórica. Las fuentes fueron primarias y para la recolección de la información se utilizó principalmente la entrevista no estructurada. Resultados: En Sincelejo se estableció el Almacén Leo, siendo uno de los almacenes tradicionales de la ciudad. El empresario Leonel González Anaya fue su gestor y administrador de forma ininterrumpida. La empresa desarrolló estrategias para mantenerse en el mercado, pero factores externos e internos impactaron su actividad. Tuvo momentos de éxito, pero los períodos de crisis fueron extensos. Discusiones: Leonel González Anaya fue un empresario y un pionero, no solamente un capitalista. El almacén afrontó riesgos e incertidumbre y la continuidad de la empresa depende de una segunda generación no educada para sugerencia. Conclusiones: La empresa ha tenido éxitos, pero en el siglo XXI, las crisis han sido casipermanentes por factores económicos, la alta competencia, los planes gubernamentales, y por factoresinternos como sugerencia conservadora, entre otros. Sus estrategias buscaron mantenerse en el mercado, pero se convirtieron en status quo.

Based on the experiences of some of today's most successful men and women, this book contains practical lessons that can help you learn from their personal and professional missteps. The author sat down for exclusive and revealing interviews with each and every person profiled. He shares their stories to provide valuable insights into how to turn a bad business situation into a success.--[book cover].

"I highly recommend that you look at your organization through the lens of The Four Intelligences of the Business Mind. If you do so, your business will improve in unexpected ways."?Mark Waldman, Executive MBA Faculty, Loyola Marymount University "The Four Intelligences of the Business Mind uses a revolutionary four-quadrant-based approach to teach you how to retrain your brain to optimize and transform your business. Valeh Nazemoff has written an excellent book with a commonsense approach and clear guidance."?Shaun Khalfan, Chief of Cyber Infrastructure, Department of the Navy A new pragmatic synthesis of organizational psychology, business analytics, and multiple intelligences theory, The Four Intelligences of the Business Mind lays out a scheme of four discrete but interlocking types of intelligence essential to business success. These intelligences are scalable and transferable from the individual leader to the organizational ecosystem. This short book teaches executives first to analyze and train their own brains in these four intelligences; then to transform their organizations by applying their sharpened quadruplex intelligence to their business analyses and decisions; and finally to train and incentivize their companies to map onto a collective organizational scale the mental transformation modeled by the "mastermind" leader. The four essential business intelligences identified by IT executive and organizational psychologist Valeh Nazemoff are financial intelligence, customer intelligence, data intelligence, and mastermind intelligence. Financial intelligence informs your ability to reinvest and regrow your business boldly but prudently in the light of predictive, risk, and business analytics. Customer intelligence informs your ability to rethink your approaches to attracting and keeping customers using customer, web, mobile, social, big data, and behavioral analytics. Data intelligence informs your ability to reinvent and recreate information in automated graphical representations to enable rapid decision-making using visual, cloud, web, and operational analytics, AI, and distance collaboration platforms. Finally, mastermind intelligence involves your ability through leadership and team exercises to impart to your employees and organization the same transformative honing and integration of business intelligences as you have undergone yourself. "Practical, relevant, insightful, engaging, and a pleasant read, The Four Intelligences of the Business Mind puts human decision making into a whole new light, revealing practical steps that will allow you to reinvent your business and customer relationships!"?James Brady, PhD, FHIMSS, Chief Information Officer, Kaiser Permanente Orange County "An invaluable book that shows you how to harness the inevitable transformations in business by understanding your mind better."?Alan Komet, Vice President, Global Sales Operations, FalconStor Software, Inc. "A must-read book for every business person."?Chuck Corjay, Ret. Chairman, AFCEA International "Valeh Nazemoff has written an intelligent, thoughtful book full of insight and practical advice. The Four Intelligences of the Business Mind reframes the way our minds work, and in doing so transforms how we drive business forward. This book is a must-read!"?Joe DiStefano, Senior Vice President and Market Executive, Cardinal Bank

Anne Kathrin Adam conducts several empirical analyses to gain insights into the characteristics of institutional goals and strategy as well as the relationship between goals, strategy, and factors of success of business schools. The author gives an overview of the content of mission statements, strategic profiles of 521 U.S. AACSB-accredited business schools, and the importance of various factors of influence on selected dimensions of market success. Her findings stress the importance of setting a clear strategic focus. Contents The Market for Higher Education Assessing Institutional Success in Higher Education Mission Statements in Higher Education Strategic Groups in Higher Business Education Evaluating Success in Higher Business Education Target Groups Researchers and students in the field of business studies with a focus on management, controlling, and marketing of higher education as well as strategic management The Author Dr. Anne Kathrin Adam holds a doctoral degree from Johannes Gutenberg-University, Mainz, Germany. She is now a member of the management of the IBA, University of Cooperative Education, Darmstadt, Germany.

If you discovered a new market comprising 53% of the world's population, would you act to invest in it' There are 1.3 billion people around the world who identify as having a disability. When you include friends and family, the disability market touches 53% of all consumers. It is the world's largest emerging market. Unleash Different illustrates how companies like Google, PepsiCo, and Nordstrom are attracting people with disabilities as customers and as employees. Replacing "nice to do" with "return on investment" allows market forces to take over and the world's leading brands to do what they do best: serve a market segment'in this case, the disability market. Business managers will come to understand -how taking a charity-oriented approach to people with disabilities has failed, -what action is required to capitalize on the world's biggest emerging market, and -how their organizations can grow revenue and cut costs by attracting people with disabilities as customers and talent. Rich gives the reader a peek into how he rose from a Canadian school for "crippled children" to manage $6 billion for one of Wall Street's leading firms. He makes it easy to relate to the business goal of serving disability'because he has actually done it.

Business schools have long enticed students into their MBA programs with the promise that, after a short stint spent studying the ins and outs of the business world, they will be able to step right into the upper echelons of management or launch a business that soon has them flitting about the world in a private jet. "Sounds great," you say. "Sign me up!" Not so fast. Sure, business school might prove a necessary prerequisite for those aiming to gain employment at a large financial institution, land a job with a consultancy, or accelerate their journey to managerial superstardom at a Fortune 500 company. But for aspiring entrepreneurs and established business owners alike, the truth of the matter is this: The ability to get a business off the ground and running successfully is not the byproduct of toiling away in a classroom, learning esoteric subjects like the economics of competition. Rather, all it takes to start and run a truly successful business are a few sensible, time-proven techniques that have been needlessly forgotten in business innovators' haste to reinvent the wheel. That's why, in The Street Smart MBA, Steve Babitsky and James J. Mangraviti, Jr., encourage you to ditch class or, better yet, ditch school altogether and go back to the business basics with a series of ten simple steps that will do more for your company than the letters M, B, and A ever will. There are no forays into game theory in The Street Smart MBA, no parables, and no intellectualizing. Instead what you will find is a practical, easy-to-understand, step-by-step business strategy guide that encourages you to revive a handful of basic yet essential practices that many business owners have lost sight of, such as: Building a brand that is so synonymous with quality that you'll be able to maximize your company's profits in no time; Turning your company's products and services into profits by finding your company a niche, working with deadlines, and honoring your company's image above all else; Dealing with customer complaints head-on so that you can turn gripes into opportunities; Doing favors, mentoring, and sending gifts, in order to grow your business network; And much more. With its emphasis on ten simple yet time-honored principles that lead to business success, The Street Smart MBA is all the business education that entrepreneurs with great ideas and business owners with the drive to succeed will ever need.

The industry of the German drive technology is dominated by SME's, and must supply its products to customers around the world. In addition, this industrial segment is challenged by competitors from many other countries, and from customers with a variety of different needs. Therefore, there are two questions that arose for SME's. Firstly, 'what is the best strategy to take an advantage in the competition', and secondly, 'how does the strategies can be used in the most efficient way.' The structure, the essential needs and the boundary conditions will be derived from the analysis of the industrial segment. In addition, a suitable strategy that should take an advantage in the worldwide competition will be analysed and discussed. In the end, the author develops an innovative management process and a toolbox for SME's to make this strategy applicable to a company. Biographische Informationen Thomas Kamps, Dr.-Ing., was born in Marl in 1971. He graduated in mechanical engineering at the University of Duisburg-Essen. Afterwards, he started to work at the department of product engineering. In 2006, he obtained a doctor's degree in Mechanical Engineering, and in 2011, he added a master's degree in Business Administration. During the last decade, he has been responsible for R&D activities at technical products and thereby, he worked in leading positions for different companies.