scholarly journals Merger, Akusisi dan Konsolidasi dalam Perspektif Hukum Persaingan Usaha

2011 ◽  
Vol 2 (1) ◽  
pp. 423
Author(s):  
Paulus Aluk Fajar Dwi Santo
Keyword(s):  
Competitive Advantage ◽  
Capital Markets ◽  
Business Strategy ◽  
Research Method ◽  
Accurate Information ◽  
Policy Makers ◽  
Business World ◽  
Fair Competition ◽  
Empirical Approaches ◽  
Legal Consequences

Mergers, acquisitions and consolidation is a business strategy that is commonly used in the business world to be able to build competitive advantage company, which in time can enhance shareholder value while maximizing the prosperity of the company owners or shareholders. To achieve the above objective normative, policy-makers need a plan and steps of strategic and accurate information to avoid the risk of failure. However, the strategy of merger, acquisition and consolidation of certain potentially inhibit fair competition conditions, thus becoming one of the objects that need to be regulated in Law no. 5 Year 1999 concerning Prohibition of Monopolistic Practices and Unfair Business Competition. Market impact of mergers, acquisitions and consolidation is important for analysis because it can have significant legal consequences for businesses, so that the research method used is the juridical normative and empirical approaches. In practice of mergers, acquisitions and consolidation intersect with regulation in other sectors, especially banking and capital markets. That is, there should be equality of perception and interpretation among the institutions that issued the policy.

scholarly journals O PROFISSIONAL DE RECURSOS HUMANOS E AS SUAS COMPETÊNCIAS ESTRATÉGICAS PARA O NEGÓCIO.

Revista Foco ◽  
2017 ◽  
Vol 10 (2) ◽  
pp. 297
Author(s):  
Ediane Gomes Eduardo ◽  
Alberto Alvarães
Keyword(s):  
Human Resources ◽  
Competitive Advantage ◽  
Business Strategy ◽  
Research Method ◽  
Theoretical Foundation ◽  
Agents Of Change ◽  
Support Area ◽  
Recursos Humanos ◽  
Definition Of ◽  
Do So

É possível constatar a complexidade de abordamos o tema de estratégia se atrelarmos este a outro tema: competências. Os profissionais que atuam com o RH, fundamentais por serem agentes de mudanças, poderiam ser vistos além de uma área de apoio? A partir deste questionamento fora realizada a fundamentação teórica, no qual o intuito foi identificar autores que pudessem contribuir com a proposta do artigo que seria o de identificar as competências que tornariam o profissional e sua atuação na empresa como algo estratégico. Para tanto, utilizou-se compreensões acerca do tema defendidos por autores como Villas Boas e Andrade (2009) e Godoy (2008) que transitam por ideias acerca de competências e ainda Andrade e Amboni (2011) que relata vantagem competitiva e sua relação com estratégia. Como método de pesquisa foi utilizado o teste de evocação de palavras, apresentado por Vergara (2008) como metodologia, do qual participaram 100 pessoas, posteriormente divididos em dois grupos, nos quais 50 eram profissionais que atuam com RH (perfil1) e outros 50 que eram gestores de áreas afins (perfil 2). Como resultado, foi possível identificar que existe uma maior necessidade de clareza sobre estratégia e cultura organizacional para as áreas, para que posteriormente as competências individuais possam ser potencializadas e transformadas em competências organizacionais, pois assim tornam-se vantagem competitiva.  It is possible to notice a relevant complexity of the strategy theme if we link it to another one: competencies. Can professionals who work within the Human Resources (HR) area, central professionals for being considered agents of change, be seen more than professionals in a support area? Based on this questioning, this research, in which the goal was to identify which competencies of the professionals who work in the HR sector can take them to a strategic profile going beyond professionals from a simple area of support,  was carried out. In order to do so, we used a theoretical foundation based on Villas Boas and Andrade (2009) and Godoy (2008), who move through ideas about competencies, and also Andrade and Amboni (2011), that deal with the topic of competitive advantage and its relationship with business strategy. As a research method, the word evocation test, presented by Vergara (2008) as a methodology, was used, in which 100 individuals, later divided into two groups, in which 50 were professionals working directly in the area of HR (profile 1) and 50 others were managers of related areas (profile 2), participated. In result, it was possible to identify that there is, in the foreground, a greater need for clarity on the strategy theme and a clear definition of the organizational culture of the organizational areas, so that, in the background, individual competencies can be transformed into organizational competences, multiplying the competitive advantage of the companies.

scholarly journals Strategic Architecture for School of Business, Bogor Agricultural University

2015 ◽  
Vol 6 (1) ◽  
pp. 40
Author(s):  
Agustina Widi Palupiningrum
Keyword(s):  
Competitive Advantage ◽  
External Environment ◽  
First Year ◽  
Environment Analysis ◽  
Policy Makers ◽  
Business World ◽  
Descriptive Research ◽  
Sustained Competitive Advantage ◽  
Internal And External Factors ◽  
Focus Strategies

<p class="Default">This study aims to analyze the internal and external factors that influence the development of SB-IPB, analyze SB-IPB strategic foresight and designing SB-IPB strategic architecture. This research is a descriptive research in the form of a case study. Respondents in this study are experts from inside and outside of IPB who are policy makers, alumni users, competitors, and alumni. Based on the internal environment analysis, it is found that SB-IPB internal resource advantages will still have the quality of competitive parity, the curriculum will have a temporary competitive advantage, and the reputation will have a sustained competitive advantage. In the external environment analysis, it is indicated that changes in the external environment provides great opportunities to the development of SB-IPB. Important issues that affect the development of SB-IPB in the future will be institutional change, change of mindset in the curriculum, internationalization, and changes in the business world. Five focus strategies will be compiled in 2015 until 2019, they are: development and strengthening of the institution and the curriculum in the first year, strengthening in networking and benchmarking in the second year, internationalization in the third year, and strengthening SB-IPB excellence in the fourth year to achieve its goal to be a first class business school in the fifth year. </p>

FROM BUSINESS STRATEGY AND SOCIAL CAPITAL PERSPECTIVE TO TRAVEL AGENCIES’ COMPETITIVE ADVANTAGE

2018 ◽  
Vol 2018 ◽  
pp. 310-310
Author(s):  
Chih-Hsing Liu ◽  
◽  
Jeou-Shyan Horng ◽  
Sheng-Fang Chou ◽  
Yung-Chuan Huang ◽  
...  
Keyword(s):  
Social Capital ◽  
Competitive Advantage ◽  
Business Strategy ◽  
Travel Agencies ◽  
Social Capital Perspective

scholarly journals The role of uniqueness in destination branding: the case of historical Portsmouth harbor

2015 ◽  
Vol 10 (2) ◽  
pp. 198-213 ◽  
Author(s):  
Alexandros Apostolakis ◽  
Shabbar Jaffry ◽  
Faye Sizeland ◽  
Adam Cox
Keyword(s):  
Competitive Advantage ◽  
Design Methodology ◽  
Regional Level ◽  
Destination Branding ◽  
Policy Makers ◽  
Content Type ◽  
City Brand ◽  
High Profile ◽  
Local Resources

Purpose – The purpose of this paper is to examine the potential for utilizing a unique resource, such as the Historic Portsmouth Harbor, in order to differentiate the local brand. Design/methodology/approach – The objective of the paper is to examine the role of unique local resources and attractions as a source of competitive advantage through destination branding. Findings – The main findings of the paper indicate that policy makers and destination managers should more proactively utilize the unique elements of the Historic Portsmouth Harbor “brand,” as opposed to the commonplace “waterfront city” brand. This could be achieved by staging events of international significance or through a bid for gaining world heritage status. In addition to that, the paper argues that in order for this branding initiative to have a higher impact, a prominent high profile individual should be appointed. This individual could act as a leader or “brand ambassador” in order to attract stakeholder interest and participation. Originality/value – The paper could be of value to destination managers and marketing organizations in a local, sub-regional and regional level.

scholarly journals Overcoming the Limits of Evidence on Effective Multisectoral Nutrition Policy

2016 ◽  
Vol 37 (4_suppl) ◽  
pp. S183-S184 ◽  
Author(s):  
Madhu Kumar Marasini ◽  
Ssansa Mugenyi
Keyword(s):  
Prime Minister ◽  
Nutrition Policy ◽  
Accurate Information ◽  
Policy Cycle ◽  
Planning Commission ◽  
Policy Makers ◽  
Human Resource Capacity ◽  
National Planning ◽  
Reporting Systems ◽  
Resource Capacity

The multisectoral approach has evolved as a popular instrument to attain nutrition goals and targets. But as policy makers, we need timely, relevant, and accurate information in order to effectively support these plans. This commentary comes from the members of the nutrition secretariats at the National Planning Commission in Nepal and the Office of the Prime Minister in Uganda on availability and use of evidence and the nutrition policy cycle. As has been highlighted in this supplement, some of the challenges we have faced include tracking nutrition spending and limited human resource capacity. It will be important for countries, including our own, to take steps to ensure that all sectors with responsibility for nutrition issues adequately prioritize nutrition—as evidenced by budgets and targets—and coordinate efforts for the most efficient use of funds. Countries will also need to consider the importance of transparency and accountability at all levels, as well as planning and reporting systems to ensure better cooperation and stronger partnerships. Going forward, we call on all those working in the field of nutrition to focus on developing evidence that is useful for decision-making and that can facilitate monitoring of practical measures of governance and financing by national- and district-level stakeholders.

scholarly journals Competitive Advantage Based on Human Capital and its Impact on Organizational Sustainability: Applied Study in Jordanian Telecommunications Sector

2017 ◽  
Vol 7 (1) ◽  
pp. 64 ◽  
Author(s):  
Abdul Azeez Badir Alnidawi ◽  
Abdul Sattar Husien Alshemery ◽  
Manal Abdulrahman
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Capital Investment ◽  
Organizational Sustainability ◽  
Business Organizations ◽  
Continuous Change ◽  
Business World ◽  
The Creation ◽  
The Impact ◽  
Telecommunications Companies

The current situation facing business organizations is characterized by diverse work environments with continuous change and development. Todays organizations seek to keep pace with this continuous development and operate to maintain their current business through the ability to effectively respond to change, and to create competitive advantage based on the existence of qualified human capital that contribute to the creation of organizational sustainability in the business sector. Talented human capital, with special skills, has the potential to create confidence and integration among the staff and top management, leading to organizational growth and continuation (Kurucz, 2013). The emergence of a set of challenges in the knowledge economy has had a clear reflection on business organizations which have begun to search for new mechanisms to compete and insure their existence in the business world. Hence, the importance of the concept of competitive advantage, based on human capital, as a necessary requirement to deal with the challenges faced by local, regional or international organizations (Global Institute, 2011). Where competitive advantage based on human capital is the main generator of new ideas, development of old ideas, and contribution to aid in organizational abilities to expand their current market share as well as maximizing value. Competitive advantage based on talented human capital allows organizations to be able to seize new opportunities and achieve permanence and future continuity (Thomas, 2014). This study aimed to look at the impact of competitive advantage through intellectual capital investment as one of the elements in the creation of organizational sustainability in the Jordanian Telecommunications Companies sector. Simple and Multiple regression was used for data analysis and testing the hypotheses of this research .This study has reached a set of results that previous studies reinforced in this area such as: Competitive advantage based on a distinct capital is the optimum method that should be used in telecommunications companies since it contributes to the optimal investment of human capital. This leads to optimum organizational sustainability for companies in various fields and also contributes to the achievement of a company’s mission and vision of the future. 

scholarly journals Competitiveness of the Sugarcane Cluster in Goianesia-GO, Brazil

2016 ◽  
Vol 10 (11) ◽  
pp. 255
Author(s):  
Jhon Sebastian Castiblanco ◽  
Alcido Elenor Wander
Keyword(s):  
Research And Development ◽  
Competitive Advantage ◽  
Firm Strategy ◽  
Cane Sugar ◽  
Policy Makers ◽  
Adoption Of Technology ◽  
Physical Constraints ◽  
Key Factor ◽  
A Company

The present study aims to analyze the competitiveness of the chain of sugarcane cluster that is located in Goianesia (Goiás state, Brazil) and in nearby municipalities like Barro Alto, Santa Rita and Vila Propicio. It was used Michael Porter’s Diamond of Competitiveness, which lets to study the competitiveness of a company, cluster or country, by four factors: demand conditions, factor conditions, context for firm strategy and rivalry and related and supporting industries. To build the Diamond of Competitiveness was used secondary and primary information, where the latter was collected by interviewing the key actors inside and outside the Jalles Machado, central company of the cluster analyzed. In terms of results they were found several interesting aspects that affect (positively and negatively) competitiveness of the cluster. It was identified, for instance, how investment in research and development, as well as the adoption of technology, are key for the central company of the cluster to facing the physical constraints of the Goianesian soil, and how this contribute to the cluster competitiveness against other actors that are in better conditions. In addition, the cooperation between cluster’s stakeholders - which makes the central company and its partners identify together the cluster's weaknesses and work on a solution- was identified as a key factor in creating competitive advantage. The paper presents the factors that affect both positively and negatively the competitiveness of Goianésia’s cane sugar cluster, leaving available the necessary inputs for policy makers drawing strategies for improving the competitiveness of this cluster.

NGOs management: a roadmap to effective practices

2018 ◽  
Vol 9 (4) ◽  
pp. 372-387 ◽  
Author(s):  
Mohammed Aboramadan
Keyword(s):  
Conceptual Framework ◽  
Design Methodology ◽  
Private Companies ◽  
Policy Makers ◽  
Business World ◽  
Content Type ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
One Year ◽  
Management Functions

Purpose From one year to another, more researchers join in the ever-growing field of interest of non-governmental organizations (NGOs). Nevertheless, the literature on NGOs management is not as rich as what has been developed for private companies and bodies in the business world. The purpose of this paper is to propose a framework for managing NGOs effectively. Design/methodology/approach Reviewing the literature on NGOs management from different areas, the paper proposes a conceptual framework. Findings The paper provides a conceptual framework on how different management functions are involved in a mutual framework for managing NGOs. Research limitations/implications The author needs to empirically test the suggested framework using qualitative and qualitative techniques. Originality/value The author’s perspective on NGOs management is a subject of great interest for different NGOs stakeholders including: donors, communities, volunteers, managers and policy-makers.

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