Discussion on Plagiarism Essay Example | Topics and Well Written Essays - 500 words

Conversation on Plagiarism - Essay Example Composed works are property over which the first author has each privilege of practicing his territory. That being stated, there are times when it is hard to advise which words are restrictive to a creator and which are definitely not. There are numerous figures of speech, idioms, and regular articulations that, since they are utilized frequently and in easygoing way, it turns out to be about difficult to tell where the expression or proclamation started. Here and there a clever catchphrase just takes off so quick that its beginnings are darkened before they could be recognized. In some cases, without planning to, we reverberation others’ contemplations since they had inspired an emotional response from our own. On account of Ben Domenech, in any case, there can be no intrigue. Despite the fact that he contended by method of reason that he was just 17 at the time he truly appropriated another’s work, there can be no uncertainty that even at that age the possibility of â€Å"copying† as â€Å"cheating† would have been all around instilled into his brain and still, small voice. All things considered, youngsters in their first grade realize that it isn't right to cheat, and that duplicating a classmate’s schoolwork or replies in a test and passing it on as one’s own is cheating. Kids 7 years old realize this isn't right, which is the reason they make a huge effort to hide it; what more young people of 17? Domenech can't hole up behind his age, only one year shy of adulthood; this isn't, all things considered, a profound good issue. It’s just cheating. Concerning Rebecca’s remark, she is right on the money in underscoring Domenech’s past as an author for the school paper. As a school columnist, it is practically sure that he had been given some type of formal guidance before he was acknowledged into the composing staff. All things considered, the school would have known that compositions in the official school organ reflected upon its notoriety and trustworthiness, and its scholars hence would be placed in the shaky situation of being the school’s mouthpiece. Domenech could subsequently

What is entrepreneurship Definitions and processes - Free Essay Example

What is entrepreneurship? Executive Summary Entrepreneurship has been defined as the process of creating value by bringing together a unique package of resources to exploit an opportunity (Stevenson, Roberts, and Grousbeck 1989). It results not only in the creation of new, growth oriented firms, but in the strategic renewal of existing firms (Morris and Kuratko 2001). The process includes the set of activities necessary to identify an opportunity, define a business concept, assess and acquire the necessary resources, and then manage and harvest the venture. This piece discusses some of the problems caused by researchersà ¢Ã¢â€š ¬Ã¢â€ž ¢ inability to agree on a definition of entrepreneurship. It also attempts to characterise the entrepreneurial process, and discusses further problems attempting to produce a general model of entrepreneurship. Finally, it reviews the concept of entrepreneurial marketing as a better understood theory, which can be more rigorously applied to ma rketing contexts than the other theories of entrepreneurship. Introduction All researchers recognize the importance of definitions, but entrepreneurship scholars have been embroiled in a never ending debate over the definition of an entrepreneur (Bygrave and Hofer, 1991). In the absence of a universally accepted definition of an entrepreneur, every researcher has been forced to state clearly what is meant when the term is used, and this has created similar problems, and a similar range of outcomes, in trying to define entrepreneurship. Indeed, since scholars have been unable to agree on a definition of an à ¢Ã¢â€š ¬Ã…“entrepreneurà ¢Ã¢â€š ¬Ã‚  since Schumpeter (1950) first stated the importance of entrepreneurship, it would be safe to say that this work will not find a comprehensive definition either. Instead, this piece will look at the importance of entrepreneurship in several different contexts. Various observers have suggested that entrepreneurship is the principal agent of change operating from within an economic system (Timmons 2000). Such change comes in the form of new combinations of resources, or innovations, which eventually displace existing products and processes. Schumpeter (1950) used the term à ¢Ã¢â€š ¬Ã…“creative destructionà ¢Ã¢â€š ¬Ã‚  to describe the continual disruption of economic equilibrium brought on by entrepreneurial activity. An entrepreneurial perspective is reflected in Sony founder Akio Moritos conclusion that à ¢Ã¢â€š ¬Ã…“the nature of business is to make your own product obsoleteà ¢Ã¢â€š ¬Ã‚  (Morris and Sexton 1996). Entrepreneurship has also been viewed as an organisational orientation exhibiting three underlying dimensions: innovativeness, calculated risk-taking, and proactiveness (Covin and Slevin 1994). Innovativeness refers to the seeking of creative, unusual, or novel solutions to problems and needs. Calculated risk-taking involves the willingness to commit significant resources to opportunities t hat have a reasonable chance of costly failure, but also creative attempts to mitigate, leverage or share the various risks. Finally, proactiveness is making things happen through whatever means are necessary. The more innovative, risk taking, and proactive the activities of the firm, the more entrepreneurial the firm can be said to be, thus entrepreneurship is not an either-or determination, but a question of degree. Lumpkin and Dess (1996) noted that a firms entrepreneurial orientation can be characterized by various combinations of these underlying dimensions. A growing body of evidence suggests the more successful firms over time are the ones that engage in higher levels of entrepreneurial activity. A positive relationship between entrepreneurial orientation and a number of measures of organizational performance has been substantiated in the work of Covin and Slevin (1994), Morris and Sexton (1996), and others. Indeed, entrepreneurial orientation is a longer-term perspective that often entails intermediate failures. Stevenson et al. (1989) argue that the need for entrepreneurship is greatest when firms face diminishing opportunity streams, as well as rapid changes in technology, consumer needs, social values, and political roles. The same is true when firms are confronted with short decision windows, unpredictable resource needs, lack of long-term control over the environment, increased resource specialization, rapid resource obsolescence, and employee demands for independence. Entrepreneurial Events and the Entrepreneurial Process An Entrepreneurial Event involves the creation of a new organization to pursue an opportunity (Bygrave and Hofer, 1991). The Entrepreneurial Process involves all the functions, activities, and actions associated with the perceiving of opportunities and the creation of organizations to pursue them. Consider the examples of the entrepreneurship shown by easyJet, one of Europes leading low-cost airlines. When the European Union liberalised air travel in the 1990s, a host of new entrants flocked in, with over 80 new airlines entering the market in 1995 and 1996 alone (Sull, 2004). The liberalisation and creation of new firms were all entrepreneurial events. When he founded easyJet, Stelios Haji-Ioannou was betting that European consumers would flock to low-price airlines and that he could quickly build a brand that would allow easyJet to capture a significant percentage of new customers. He focused his attention on a series of low-cost experiments in marketing, advertising and public relations to attract customers and build brand awareness. His entrepreneurial process around the low cost model meant that, whilst 17 of the 56 airlines that entered the market in 1995, for example, went bankrupt in their first year because they ran out of money (Sull, 2004), easyJetà ¢Ã¢â€š ¬Ã¢â€ž ¢s low cost approach meant it was able to survive long enough to attain profitability. As such, based on these definition s and this example, it is then possible to define an entrepreneur as follows: an entrepreneur is someone who perceives an opportunity and creates an organization to pursue it. Note that this definition is deliberately vague because, as discussed above, a rigid definition of an entrepreneur is only possible under rigid circumstances. Hopefully, in the second part of this report, the interview data will identify the specific entrepreneurial event, and enable a stronger definition of entrepreneurship in that context. In a similar fashion, for now it may be useful to shift focus from à ¢Ã¢â€š ¬Ã…“the characteristics and functions of the entrepreneurà ¢Ã¢â€š ¬Ã‚  and the myriad definitions of what constitutes an entrepreneur, and to focus, instead, on the nature and characteristics of the à ¢Ã¢â€š ¬Ã…“entrepreneurial processà ¢Ã¢â€š ¬Ã‚ . The entrepreneurial process is at the heart of defining entrepreneurship as, if researchers could develop a model or theory to explain ent repreneurial processes, they would have the key that unlocks the mystery of entrepreneurship. Such a model or theory must be deterministic, in the sense that a given set of antecedents results in a single, specific outcome (Bygrave and Hofer, 1991). Unfortunately, such a model doesnà ¢Ã¢â€š ¬Ã¢â€ž ¢t exist, as if it did it would be able to predict the exact outcome of every decision taken in the economy, thus enabling perfect controlled economic growth. However, despite the inability of researchers to define the entrepreneurial process, some of the important characteristics of the entrepreneurial process have been defined. The process is always initiated by an act of human volition, involving both a change of state and a discontinuity. It occurs at the level of the individual firm and is a holistic and dynamic process, which is entirely unique to the situation. Finally, it involves numerous antecedent variables, and its outcomes are extremely sensitive to the initial conditions of these variables (Morris and Kuratko, 2001). Taken together, these characteristics create a set of parameters and criteria that will have to be met by any model of entrepreneurship. The Impossibility of Modelling Entrepreneurship The characteristics of the entrepreneurial process are extremely, but it is important to recognise that first and foremost, the essence of entrepreneurship is the entrepreneur (Gartner, 1988). So any attempt to model entrepreneurship must recognize the importance of choice and free will, ruling out mathematical approaches, because of the randomness inherent in conscious human action (Shane and Venkataraman, 2000). The act of becoming an entrepreneur involves changing the external environment from a state without the entrepreneurial venture, to another with the venture in place, representing a basic discontinuity in the competitive structure of the industry involved. Sometimes it even involves the creation of the industry itself; resulting in both th e venture, and the industry of which it is a part, evolving rapidly over a short space of time. Regardless of the state of the industry at the time, entrepreneurship is inherently unique, since no other industry or competitive situation will be exactly like it or evolve in exactly the same way. However, the example of Sir Richard Branson, the billionaire entrepreneur and founder of the Virgin Group, an empire of 200 companies in industries as diverse as air and rail travel, mobile phones, finance, insurance, beverages, hotel, Internet, and modeling ventures, spanning 30 countries, shows that a successful entrepreneurial style can span several industries His latest entrepreneurial activities included lobbying the Canadian government to speed up number portability for mobile phones and pushing his solution to high oil prices by building a $2 billion oil refinery and taking Virgin into the field of oil exploration: an industry which no one believed could be made à ¢Ã¢â€š ¬Ã‹Å"entre preneurialà ¢Ã¢â€š ¬Ã¢â€ž ¢ (Business Week Online, 2005). However, the entire entrepreneurial process is incredibly sensitive to a multitude of antecedent variables: the number, strength, and positioning of competitors; the resources, positioning, and strategy of the venture; the size, growth, and needs of current and future customers, etc. In total, these specifications are more than enough to make it impossible for anyone to produce a conclusive model of entrepreneurship through social sciences; and yet truly successful entrepreneurs, like Branson, are able to read, influence and control these variables in a multitude of industries. Despite this, any theory of entrepreneurship must be rooted in the social sciences, such as anthropology, psychology, sociology, economics, and politics, because these are the sciences that describe the key variables that underlie the process of venture creation (Stevenson et al, 1989). Entrepreneurial Marketing The term à ¢Ã¢â€š ¬Ã…“entre preneurial marketingà ¢Ã¢â€š ¬Ã‚  has been used in various ways, and often somewhat loosely (Kotler 2001). It has been most frequently associated with marketing activities in firms which are small and resource constrained, and therefore must rely on creative and often unsophisticated marketing tactics that make heavy use of personal networks. Alternatively, the term has been employed to describe the unplanned, non-linear, visionary marketing actions of the entrepreneur. Leading universities, including Stanford and Harvard in the USA, have built entrepreneurial marketing courses around the act of market creation by high growth, high-technology firms (Shane and Venkataraman, 2000). Entrepreneurial marketing as a theory is of particular relevance to people working purely in the marketing industry, as they will need to have the most dynamic and unique strategies available to them in order to succeed in the modern, competitive context. Indeed, Kotler (2001) suggests that effective m arketing today requires different strategies at different stages and makes a distinction between à ¢Ã¢â€š ¬Ã…“entrepreneurial marketingà ¢Ã¢â€š ¬Ã‚  or guerrilla, grassroots marketing in the early stages of company development, and à ¢Ã¢â€š ¬Ã…“intrapreneurial marketingà ¢Ã¢â€š ¬Ã‚  or creative, non-formulaic marketing in the later stages. In spite of these various uses of the term, as with the rest of entrepreneurial theory, a consistent definition has not been agreed upon, nor have the underlying components been rigorously specified. Entrepreneurial marketing is often proposed as an integrative construct for conceptualizing marketing in an era of change, complexity, chaos, contradiction, and diminishing resources, and one that will manifest itself differently as companies age and grow (Morris, Schindehutte and LaForge, 2002). It fuses key aspects of recent developments in marketing thought and practice with those in the entrepreneurship area into one theoretical model. Entrepreneurial marketing is defined, again loosely, as à ¢Ã¢â€š ¬Ã…“the proactive identification and exploitation of opportunities for acquiring and retaining profitable customers through innovative approaches to risk management, resource leveraging and value creationà ¢Ã¢â€š ¬Ã‚  (Morris, Schindehutte and LaForge, 2002). Entrepreneurial marketing represents an opportunistic perspective wherein the marketer proactively seeks novel ways to create value for desired customers and build customer equity. The marketer is not constrained by resources currently controlled, and product/market innovation represents the core marketing responsibility and the key means to sustainable competitive advantage. However, while many researchers have attempted to distinguish entrepreneurial marketing, in reality a continuum exists from a more responsive, risk avoidant, control-oriented approach to one that is highly entrepreneurial. Hence, a spectrum of marketing approaches exists, with the diff erences lying in the concepts of à ¢Ã¢â€š ¬Ã‹Å"frequencyà ¢Ã¢â€š ¬Ã¢â€ž ¢ and à ¢Ã¢â€š ¬Ã‹Å"degreeà ¢Ã¢â€š ¬Ã¢â€ž ¢ (Kotler, 2001) For instance, while both approaches to marketing might exhibit an element of innovation or resource leveraging, entrepreneurial marketing implies innovation or leveraging efforts that are more frequent and that represent greater departures from current norms or standards (Morris, Schindehutte and LaForge, 2002). A companys position on this spectrum is context specific, reflecting the firms particular circumstances and environment. The context for entrepreneurial marketing is more fragmented, dynamic, hostile and/or emerging markets where the marketer must act as innovator and change agent. Indeed, it is fair to conclude that an entrepreneur starting a new venture in the field of marketing would be forced to market said venture using entrepreneurial marketing This conclusion is consistent with empirical evidence suggesting entrepreneurial actions b ecome especially relevant under conditions of environmental turbulence (Davis, Morris and Allen 1992). Alternatively, the context for traditional marketing is more stable or established markets, where the marketer has a known brand, and is principally concerned with the efficiency and effectiveness of the marketing mix. These differences also suggest that an entrepreneurial marketing approach requires changes not only in behaviour, but in the underlying attitudes held by those responsible for marketing activities. Engaging in actions that are innovative, entail risks, or are more proactive implies that managers understand and have a positive affect towards such behaviours, and that they develop skills sets to support these activities ((Morris, Schindehutte and LaForge, 2002). Thus, entrepreneurial marketing is more than simply an examination of the role of marketing in entrepreneurship or the role of entrepreneurship in marketing. It entails a shift from the use of the word à ¢Ã ¢â€š ¬Ã…“entrepreneurialà ¢Ã¢â€š ¬Ã‚  as an adjective (Lodish et al. 2001), or as the marketing efforts of an entrepreneurial company, to entrepreneurial marketing as a central concept that integrates the two disciplines of marketing and entrepreneurship. It represents an alternative approach to marketing under certain conditions. Conclusion Despite prolonged efforts, over a number of years, researchers have been unable to provide a rigorous definition of entrepreneurs or entrepreneurship. This is part of the allure of entrepreneurs, and helps explain why so many successful entrepreneurs, such as Bill Gates and Richard Branson, are admired and held up as role models. However, despite this inability to define entrepreneurship, several academics have identified characteristics of the entrepreneurial process which, combined with knowledge of the entrepreneurial event, can help define individual examples of entrepreneurship, although even these characteristics are of limited u se in attempts to model the process. The concept of entrepreneurial marketing is also of great use in defining the role of entrepreneurship in marketing, and new marketing organisations, and, when combined with knowledge of the individual entrepreneurial process and event, should facilitate a description of the entrepreneurship encountered in this case. References: Andrews, K. R. (1971) The concept of corporate strategy. Homewood, IL: Dow Jones-Irwin. Business Week Online (2005) Richard Branson, Oil Tycoon? 20th September 2005. Bygrave, W. D. and Hofer, C. W. (1991) Theorising about Entrepreneurship. Entrepreneurship Theory and Practice; Vol. 16, Issue 2, p. 13. Chandler, A. D. Jr. (1962) Strategy and structure: Chapters in the history of American industrial enterprise. Cambridge, MA: MIT Press. Covin, J. G. and Slevin, O. P. (1994) Corporate Entrepreneurship in High and Low Technology Industries: A Comparison of Strategic Variables, Strategy Patterns and Performance in Global Markets. Journal of Euro-Marketing, Vol. 3, Issue 3, p. 99. Davis, D. Morris, M. and Allen. J. (1991) Perceived Environmental Turbulence and its Effect on Selected Entrepreneurship, Marketing and Organizational Characteristics in Industrial Firms Journal of Academy of Marketing Science, Vol. 19, Spring Issue, p. 43. Gartner, W. B. (1988) à ¢Ã¢â€š ¬Ã…“Who is the Entrepreneur?à ¢Ã¢â€š ¬Ã‚  is the Wrong Question. American Journal of Small Business; Vol. 12, Issue 4, p. 11. Kotler, P. (2001) A Framework for Marketing Management. Englewood Cliffs, N.J.: Prentice Hall. Lodish, L. Morgan, H. L. and Kallianpur, A. (2001) Entrepreneurial Marketing: Lessons from Whartonà ¢Ã¢â€š ¬Ã¢â€ž ¢s Pioneering MBA Course New York: John Wiley and Sons. Lumpkin, G. T and Dess, G. G. (1996) Enriching the entrepreneurial orientation construct-a reply to Entrepreneurial Orientation or Pioneer Advantage. The Academy of Management Review, Vol. 21, Issue 3, p. 114. Morris, M. H. Schindehutte, M. LaForge, R. W. (2002) Entrepreneurial Marketing: A Construct for Integrating Emerging Entrepreneurship and Marketing Perspectives. Journal of Marketing Theory Practice; Vol. 10, Issue 4, p. 1. Morris, M. H. and Kuratko, D. (2001) Corporate Entrepreneurship: Entrepreneurial Development Inside Organizations. Dallas: Harcourt Publishers. Morris, M. H. and Sexton, D. L. (1996) The Concept of Entrepreneurial Intensity: Implications for Firm Performance. Journal of Business Research, Vol. 36, Issue 1, p. 5. Schumpeter, J. (1950) Capitalism, Socialism, and Democracy New York: Harper and Row. Shane, S. and Venkataraman, S. (2000) The Promise of Entrepreneurship as a Field of Research. Academy of Management Review. Vol. 25, Issue 1, p. 217. Stevenson, H. H. Roberts, M. J. and Grousbeck, H. I. (1989) Business Ventures and the Entrepreneur. Homewood, IL: Richard D Irwin Publishing. Sull, D. N. (2004) Disciplined Entrepreneurship. MIT Sloan Management Review, Vol. 46, Issue 1, p. 71. Timmons, J. (2000) New Venture Creation: Entrepreneurship in the 21st Century Homewood, IL: Richard D. Irwin Publishing.

In Rescuing Sohrab, Amir Could Find Redmeption for Both...

Through the course of the novel, the quest for redemption remains a key motive for both Amir and Baba. In rescuing Sohrab, this quest is near completion, but in fact will never be entire in the case of Baba, having taken the truth about his betrayal with him to his grave. With the rescue of Sohrab from the clutches of the tyrannical Assef, Amir does find close to redemption, but not for his father, only himself. True redemption is when one atones for his own sins; Baba will remain restless in his grave. Sohrab, the son of Hassan, serves as a means of salvation for the ‘tortured soul’ that is Amir. Having attempted to neglect his past, he has learnt â€Å"the past claws its way out†, leaving him an ‘insomniac’ whilst residing in America. The†¦show more content†¦The callous act of betraying his devoted friend, having slept with his wife, and in turn creating the illegitimate Hassan. But it is through this we see the powerful character that is Baba. â€Å"†¦good, real good, was born out of your father’s remorse† Rahim Khan describes; we see the power of redemption when remorse is genuine and sincere. His impact visible at his funeral where streams of people Amir ‘’barely knew’’ tell him how Baba found them a job, helped built them a house or that he was ‘like a brother to them’. Baba uses his wealth, skills and influences to make a difference in the lives of many. He works for three years through the obstacles of corruption, building approvals, tradesmen and escalating costs to build the much needed orphanage. He completes all this of his own will, truly wishing to redeem himself. Despite having betrayed Ali, he ensures both Ali and Hassan’s lives are as full and secure as possible. Treating Amir and Hassan almost equal and even crying at Ali’s departure, displaying his true affection for the one he regrettably betrayed. The Kite runner shows that redemption is only possible when one takes responsibility for ones action through positive, altruistic and courageous deeds. Baba committed many acts of philanthropy, but fails to inform the people around him and those affected of his sins, which leads us to deem that he did not achieve true redemption. True redemption is when a person atones for his â€Å"own† sins,

The Stages Of The Stage Essay - 1351 Words

The second stage in is called the Preoperational stage this stage varies from the ages of two to seven. In this stage children are able to think symbolically (site WebMD), for example, their language becomes more advanced and sophisticated. This is also the stage where they begin to play make believe and development their cognitive memory, sadly their thoughts are not really logical but are mainly based on instinct. Advanced concepts are still pretty hard for them to grasp such as time, or being able to compare things to one another. The third stage is the Concrete Operational stage the ages for this stage vary from ages seven to eleven. Piaget believed that the concrete stage is one of the major points in the child’s development, this is the beginning of operational thought (McLeod, 2015). This is also where the child’s thoughts are less egocentric and they become aware that their own feelings and thoughts are original and may not be shared among others (site webMd), t his is the area where the child begins to work things out in the head compared to trying to work things out physically. This is also where they begin to comprehend numbers, they can also solve issues by thinking logically, however thy still cannot figure out advanced concepts. The last stage begins at the age of eleven and older, this stage is called the Formal Operational stage. In this final stage the child as able to think in advanced concepts and abstract ideas, this is also where they gain the abilityShow MoreRelatedThe Stages Of The Dilation Stage1655 Words   |  7 PagesStage 1 Description This stage is commonly known as the â€Å"dilation† stage. It starts with mild contractions marking the onset of labor, and is completed when the cervix reaches full dilation. 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Collaborate with Your Competitors and Win Essay Example For Students

Collaborate with Your Competitors and Win Essay Collaborate with your Competitors and Win Gary Hamel, Yves L. Doz, and C. K. Prahalad Summary This article discusses that collaboration between competitors can be a beneficial experience for all member companies. Three conditions are specified for creating a positive collaborative environment, first that the partners goals converge while their competitive goals diverge. If the two firms are working on similar technologies to support different core businesses, then there is a higher chance for successful collaboration and a lower chance for competitive disturbance. If, both companies are chasing a larger player in the industry, then both companies are motivated to work with each other to stand against the larger player. If both collaborators believe that they can learn key skills from the other collaborator without giving up too much proprietary information, then the chance of success for the joint venture is higher. The article describes how an organization can prepare defences to protect against negative technology transfer to the other firm. The authors discuss how Western culture is prone to sharing while Eastern cultures are more closed. The ability for technology transfer to occur differs based on the complexity and portability of an idea. If a firm has a better technology where its blueprint can be downloaded onto a disk and emailed to a competitor, then there is a high degree of risk for that firm. If one firms advantage is in its holistic process, then this is something that can be identified and studied but not easily replicated. The major findings are that the key to successful collaboration is in an organizations ability to learn. It must have the willingness to closely examine the functions of its partner and be able to circulate its learning’s throughout its organization to maximize gain. In this analysis we will be discussing various types of collaborations, the reasons why competitors should collaborate and not collaborate. How to create defences for excessive passage of knowledge amongst competitors and principles of successful collaborations? Table of Contents 1. The Meaning and types of Competitive Collaboration 2. Why Collaborate 3. General Argument 4. How to Build Secure Defenses 5. Winning through collaboration 6. Questions 7. References Collaboration with competitors Collaboration is a strategic coalition among two firms with the purpose of providing joint profit for each firm. Competitor collaboration is when two companies that are selling similar products and are each other’s competition come together to achieve a similar goal. Collaborating with your competitors with the right approach of give-and-take and without compromising each of the firm’s competitive position in the industry is highly successful. Sharing between companies is a clever strategy as long as there is clear understanding that the relationship is of give and take and both companies benefit equally without compromising their competitive position in the industry. A few examples of companies collaborating NUMMI (General Motors + Toyota) Sony Ericsson (Sony + Ericsson) Verizon Wireless (Verizon communications + Vodafone) XFL (NBC + World wrestling entertainment) Nokia Siemens Network (Nokia + Siemens AG) A few more†¦ JVC and Kenwood develop car audio and home audio products Siemens and Philips develop semi conductors Canon supplies photocopiers to Kodak There are four types of competitive collaborations 1. Joint Ventures A joint venture is an entity formed between two or more parties to undertake economic activity together. The parties agree to create a new entity by both contributing equity, and they then share in the revenues, expenses, and control of the enterprise. 2. Outsourcing Contracts Outsourcing is subcontracting a process, such as product design or manufacturing, to a third-party company. The decision to outsource is often made in the interest of lowering cost or making better use of time and energy costs. 3. Product Licensing business arrangement in which one company gives another company permission to manufacture its product for a specified payment 4. Strategic Alliance A strategic alliance is a cooperative strategy wherein allying firms pool their resources in order to pursue specific market opportunities The analysis of 15 mergers of three main types: four intra-European alliances, two European-Japanese alliances, and seven U. S. -Japanese alliances found that collaboration is often used by successful businesses. Alliances between Asian companies and Western rivals seem to work against the Western partner. Collaboration is competition in a different form. Companies have to enter collaborations knowing that competition still exists. They must have clear strategic objectives, and understand how their partners’ objectives will affect their success. Harmony is not the most important measure of success. Most winning alliances do not always have win-win circumstances. As competitive competencies expand, disagreement will happen between the associates over who has the right to the rewards of the partnership. Cooperation has limits. Organizations must protect against competitive compromise. Red Badge Of Courage Essay About WomenPartnerships run smoothly when one partner is intent on learning and the other is intent on avoidance, or when one partner is willing to grow dependent on the other. Such sort of arrangement is similar to that of outsourcing, wherein a large company gives a smaller company the information necessary to develop a defined item for the parent company. Examples of this include Siemens buying computers from Fujitsu, or Apple buying laser printer engines from Canon. Japanese firms emerge from cooperation stronger than their Western counterpart because the focus on learning. NEC enters partnerships to learn about areas in which they lack competence. NEC is the only company in the world that is a leader in telecommunications, computers, and semiconductor markets. Western companies, by contrast, typically enter collaborations to ignore short term investment related to entering a new market or business. Western firms are least bothered about learning a new business or technology. Western firms seek a â€Å"comfortable† relationship, forgetting that the merger may not last. Japanese companies always see joint ventures as a way to progress in areas where they are weak. Mergers fail when doubt and disagreement spoils the relationship. Japanese firms tend to collaborate for very dissimilar reasons than their Western counterparts. Western firms typically have a technology to transfer, whereas Asian companies most often have ability, like manufacturing expertise. There has been very little collaboration between Korean and Japanese companies, since both countries seek to improve their weaknesses without revealing much to the partner. A collaboration in which one side avoids investment and the other side seeks to learn work out the best. Asian companies protect proprietary information from being shared with a partner. Western firms hardly ever limit the extent of information to be passed to the partner due to lack of communications. Top management and lawyers put together cooperative agreements, but technology transfer takes place within the organization. Asian companies often supply manufacturing skill to a coalition, which tends to be a nontransferable ability. Manufacturing skills often result from a complex web of employee training, workforce involvement, mixing with suppliers, statistical process controls, value engineering and design for manufacture. Western firms tend to supply a distinct, separate technology that is more easily learned and mastered by Asian partner. Common aspects of successful collaborations * In order for a strategic alliance and collaboration to be successful is for both parties to be able to transfer something distinctive to the other party: basic research, product development skills, manufacturing capacity, access to distribution. * The strategies of the collated companies unite as their competitive goals depart. * In most winning collaborative situations the collaborated firms are relatively small compared to the industry leaders. Every alliance partner is generally certain in its capability to intake knowledge from the other, while at the same time defending against competitive compromise. As a result we understood that the key principles of a Successful collaboration are * Clear Strategic objectives and deep understanding of partner’s objectives. Successful collaborators enter alliances with clea r strategic objectives and understand their partners’ objectives. * Harmony is not important measure for success. Occasional conflict may be the best evidence of successful collaboration. * Understand that co-operation has limits. Must defend against competitive compromise, with on and off-limits knowledge clearly identified and monitored by all employees. * Learning from the partner is the objective (goal). Successful companies view each alliance as a window into their partners’ broad capabilities and build skills in areas outside the formal agreement ; diffuse this knowledge into their own company. Questions * What advantages do competitors get when they collaborate? * In what scenarios strategic alliance can work against a partner? And how can it be prevented? * What are the 4 key factors of a successful collaboration of competitors? References *

How to Write Essays and Not Be Embarrassed

How to Write Essays and Not Be EmbarrassedCritical response essay topics have been available for years but only in the last few years has it become popular. It was really a hobby of mine, back in the 80's when I was in college, to post an essay on my desk, one that were not necessarily related to my course of study but to an open access journal. Since then this process of posting to such journals and posting your essay has become more popular.Now the Internet is the source of the critical response essay topics for colleges and universities and since then the trend has grown even more. Now students are not just sending out their essays, they are creating their own web sites where they sell or buy the essays they have written. This gives them a chance to learn about the Internet and how it works, which is essential for a college student to gain knowledge about the world of business, communications and the academic.When it comes to the critical response essay topics it can be a little b it overwhelming but there are certain tips you can follow in order to make sure that your essay is worthy of being chosen by the school of your choice. Of course the first tip is to know the topic well. Know what your school considers as being important and search for these topics in various publications and blogs online. Remember, the search engines are your best friend when it comes to finding critical essay topics.A general rule that works for any topic is if the subject is something that is generally present in the world and has been featured in newspapers, magazines, television and radio, you can expect that it will be covered in the essays you send out. The second tip is to find something that is a tad controversial and feature your opinions or the opinions of your fellow classmates. Use your skills in writing to draw attention to your idea.Another tip is to be honest and give your opinion on any subject. If you are a political conservative who knows that liberals hate you bec ause of it, you may want to avoid the topic altogether or at least find ways to make your views more tolerable to your school. Of course this will definitely affect the curriculum you will be studying so there is always room for compromise.Another tip in the selection of essay topics is to keep in mind that the more original you are the better. So many students feel that they should only write about themselves and this is not at all the case. In fact, I find that the essays my students submit are very original and can bring up their own questions about certain topics. So try to write about something interesting and different, it will make the essay more impressive.The final tip when it comes to the critical response essay topics is to be truthful. Write about anything that you think can be challenged by the reader and can actually be called factual, if you can't do this yourself, ask your friends or contact a friend who has a better writing skill and ask them to edit the essay for y ou. This will give your essay a solid foundation. Then add in some humor but make sure that you put in only what you can tolerate and make sure that you do not turn it into a political rant.Making essay topics is really fun but also requires a lot of thought and planning. Writing essays is not the easiest thing to do, but it is one of the most important. Make sure you learn how to do it right and you'll have the chance to graduate with honor and credibility.

Evaluating Essay Topics - How to Find the Best Subjects and Best Essay Topic

Evaluating Essay Topics - How to Find the Best Subjects and Best Essay TopicThere are several subject areas that can be examined with a result of a successful evaluation argument essay topic. The process of finding the best subjects and the best essay topic is important because it will help you find a topic that will work for your writing style. The different topics that you can write on include politics, literature, history, psychology, current events, sports, celebrities, families, education, pets, poetry, money, music, science, and so many more. The topics you can write on is what you need to think about and research before you start.You want to make sure that the subject is right for you. No matter how old you are or how much experience you have in writing, it is always important to know that you are not reading a subject that is too difficult for you. It is also important to know that you are not reading too old. You do not want to be reading a list of words and phrases that wer e discovered way back in time.When you have found the subject you want to write on, you can begin to learn what you can about it. For example, if you want to write about political issues, then look for books about politics and current events. Look for books that deal with the current state of the United States, as well as books that deal with current events around the world. This will help you find a book that you are familiar with and someone who can teach you about the subject.Once you have found the topic, it is time to learn about the writing styles that you can use for it. First, you can check out your local college to see what kind of faculty members they have. Do not worry about your writing abilities; just find someone who can help you get through the tough topics. As long as you have a good teacher, your subject matter should be easy for you to read and understand.A writing style is important because it will help you know what type of words and phrases to use when you are t rying to learn about the subject. First, try to find a book about the subject that is not overly complicated for you to learn. Second, try to make sure that the book is about a subject that has not been covered by other writers.Next, you can go through the topics that you have chosen and see if there are any that are on the same subject as your topic. For example, if you are looking at a subject in music, you can find a book on the subject. Reading more books and finding out information about the subject will help you find out how to write about it. Learning from other writers can also help you out, because there are many books written about the subject that they have left out.Last, you can find someone else's writing on the subject. If you want to write a book on a subject, you can look for a book about the subject that has already been written and may be a little hard to find. However, you will be able to see the writing style and know how to write on the subject. These are some t ips on evaluating essay topics.