Lessons learned from Huawei Technologies

2019 ◽  
Vol 35 (6) ◽  
pp. 24-26
Keyword(s):  
Case Studies ◽  
Business School ◽  
Design Methodology ◽  
Reading Time ◽  
Good Deal ◽  
Lessons Learned ◽  
Content Type ◽  
Pertinent Information ◽  
The Right ◽  
Practical Implications

Purpose The purpose of this paper is to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context. Findings There has always been a good deal of talk among business school professors and industry leaders alike regarding the right time to collaborate. It is, of course, an interesting topic and one that probably has no right answer given the myriad of variables and inability of humans to actually look into the future. When this discussion takes place, it centers around what factors should be considered – Is the firm contemplating collaboration on an upswing or a downswing? Does it have a diversified offer or is it leveraged against only one product? Is it global or looking to expand into new markets? All factors, all relevant. But somehow, they fail to get the root of the matter. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Sending all the right signals: can locally sensitive employer branding address the global integration-local responsiveness problem?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Employee Voice ◽  
Global Integration ◽  
Employer Branding ◽  
Content Type ◽  
Pertinent Information ◽  
The Right ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The study uses two case studies to explore the integration-responsiveness problem in multi-national enterprises and finds that locally sensitive employer branding and facilitating employee voice can help mitigate global-local tensions in religiously sensitive environments. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

To risk or not to risk

2016 ◽  
Vol 32 (8) ◽  
pp. 12-14
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Stressful Event ◽  
Content Type ◽  
Private Lives ◽  
Pertinent Information ◽  
The Right ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings It is said that the most stressful event in our lives is moving house. The risk of the whole project falling through; the sheer scale of planning and coordination required; the emotional highs and lows of the success or failure in finding the right home to move to. Certainly, there are few activities that adults go through that guarantee such a levels of anxiety. And if this is the case for our private lives, then what is the equivalent of our business lives? Implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Creating the right climate: how servant leadership can drive employee creativity

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Servant Leadership ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Employee Creativity ◽  
Content Type ◽  
Study Find ◽  
Pertinent Information ◽  
The Right ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The authors of the study find that servant leadership encourages employee creativity by supporting the development of a climate of creativity, which sets the right conditions for employees to engage in creative behaviors. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Model behavior

2019 ◽  
Vol 35 (3) ◽  
pp. 4-6
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Strategic Plan ◽  
Content Type ◽  
Pertinent Information ◽  
To Come ◽  
The Right ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings One of the essential aspects of strategy that many executives struggle to come to terms with is the ethereal nature of it as a pursuit. Unlike logistics or finance, it has a wispy, intangible nature that refuses to be nailed down for a minute. Just as one executive thinks they have the right strategic plan, then the market will change, the environment will change, or any of the thousands of things that the strategy depended on will shift, leaving the firm high and dry, still looking for that killer app that will lead to competitive advantage. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The right market strategy

2020 ◽  
Vol 36 (11) ◽  
pp. 39-41
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Market Strategy ◽  
Content Type ◽  
Pertinent Information ◽  
The Right ◽  
Market Strategies ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Market strategies are key to understand for all firms looking to gain competitive advantage. Understanding the focus and orientation of a firm is a major factor in adopting the correct market strategy. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Learning the PR trade

2016 ◽  
Vol 32 (7) ◽  
pp. 29-31
Keyword(s):  
Case Studies ◽  
Business Education ◽  
Business School ◽  
Design Methodology ◽  
Reading Time ◽  
Business Schools ◽  
Cutting Edge ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Change in business education is effortlessly elusive. No matter how often the great and the good of either the business or business school worlds lament the lack of adequate teaching through Masters of Business Administrations and other programmes, very rarely does anything seem to change. Managers are still put though their paces at business schools; they still read the same “seminal” books and case studies; they still get their blue riband qualification; they still receive a hefty increase in salary after graduation. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organisations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Developing the right brand image

2018 ◽  
Vol 34 (9) ◽  
pp. 35-36
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Brand Image ◽  
Low Cost ◽  
Content Type ◽  
Customer Base ◽  
Pertinent Information ◽  
The Right ◽  
Practical Implications

Purpose Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Developing a feeling of authenticity about products amongst the target customer base is an essential goal for marketers even in terms of low cost items. Consumers derive information from a broad range of marketing communications and consistency is a key element for success. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Getting across cross-functional teams

2019 ◽  
Vol 27 (2) ◽  
pp. 31-33
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Good Deal ◽  
Content Type ◽  
Special Unit ◽  
Fundamental Challenge ◽  
Pertinent Information ◽  
Functional Teams ◽  
Practical Implications

Purpose The purpose of the paper is to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings When is a team not a team? This sounds like the start of a bad joke, but despite its seemingly whimsical nature, it actually poses a fundamental challenge to some of the most successful modern management dynamics that have been used. For example, there is a good deal of pejorative talk about a “silo mentality.” Who reading this would put their hands up in a meeting of their bosses, if asked if they worked in a silo? And yet working as part of a close-knit group of people, who trust each other implicitly and have each others’ back, would be regarded by many as a huge plus point. And if you worked as part of a secret organization, skunkworks or other special unit, working in a silo would be positively encouraged. Practical implications This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The real deal

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
The Real ◽  
Team Player ◽  
Pertinent Information ◽  
The Right ◽  
Good Leader ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context. Findings What makes a good leader? There are few questions in management that have been looked at in so many different ways, and yet there seems to be little consensus as to what the answer is. Ask any leader or aspiring leader this question, and there will be as many different answers as there are being questioned. Some will favor the “team player” approach, that any leader is only as good as the team they assemble; others will suggest it is about fearlessness; some may even think it is related to a mystic ability to make the right decisions at the right time. One thing is for the sure – few people will agree on the same definition. Practical implications This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Forward thinkers will win the organizational-strategy game

2015 ◽  
Vol 31 (10) ◽  
pp. 24-26
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Organizational Strategy ◽  
Content Type ◽  
Pertinent Information ◽  
Strategy Game ◽  
The Right ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – This paper takes a fresh look at organizational strategy by considering a set of principles which, when applied in combination, will set companies apart from those who opt for earlier strategy approaches. Strategists need, for example, to be organizationally inclusive, drawing on people with the right all-round experience and knowledge as well as making the most of the small windows offered for competitive advantage. No project should outstay its welcome if it doesn’t work. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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