Globalisation, e-strategies and performance: How can organisations develop a successful social media strategy in the international business environment? Examining entry strategies of foreign companies in the Indian Android smartphone market. Determinants of multinational corporations’ choice of entry modes and formation of alliances: The Sri Lankan experience 2.6.5.
How can banks enhance international connectivity with business customers: A study of HSBC? An investigation of multinational corporations’ determinants of FDI in transitional economies. An exploration of the relationship between internationalisation and SME performance: The export behaviour and performance of SMEs in the German context 2.6.8.
A study of firm resources, capabilities and internal firm conditions in strategic decisions to organise entrepreneurship for enhanced performance 2.8.3.
An examination of social entrepreneurship and CSR as contributors to solving community problems.
An examination of the origin and nature of the management strategy influencing people to regularly communicate through networking sites. Does the strategic difference between and e Bay amount to the handling of physical goods with accepted ownership and “virtual” products without accepted ownership? Is adaptive thinking the starting point of effective management strategy formulation for harmonious co-alignment between the corporation and the operating environment? Are “resource-based” strategies dependent on the governance structure within which a firm can leverage its resources? Is the ability to take a holistic perspective of the organisation and its environment the primary ingredient of strategic thinking and formulation? Analysing hyper-competitiveness in contemporary business environments: Does hyper-competitiveness render determining systematic strategic direction for enterprises impossible? Assessing considerations of stakeholder objectives in the strategic business process and how this varies between different cultures 2.5.9.
Can planned, opportunistic or forced decisions really be considered as strategy?
A case study of social enterprise development in South Africa 2.8.4.
An explanation of organisational drivers of innovation and entrepreneurship: Exploring entrepreneurial innovation in the Chinese private sector 2.8.5.
Is reputation-building the paramount reason why business leaders integrate CSR into their overall business strategies? Assessing the effects of evolving consumer expectations of corporate philanthropy on the shareholder and stakeholder primacy models of CSR 2.1.4.
An assessment of the implications of societal perceptions of corporate influence in determining governmental decision-making processes. Can Governments effectively prevent the formulation of monopolies and curb unfair practices of large corporations. An assessment of Obama’s health care reforms: Are intentions to drive down healthcare costs for corporations and government, whilst protecting the profits of insurance companies a viable strategy? In practice does the public good transcend the rights of individuals and firms to seek profit without regard to societal consequences? Is CSR is too vague and indeterminate for the corporation to truly fulfil the criteria it demands and make an effectual contribution to the community of its operations? Creating shared value: How can corporate policies and practices enhance company competitiveness and simultaneously advance community social and economic conditions? Does government maintenance of a high level of integrity and transparency correlate with creating an auspicious environment for private sector growth and investment? Do organisations need to concentrate on distinguishing leadership from management in order to achieve effective overall corporate strategies? An evaluation of the Latern model as an integrated, systematic approach to organisational and successful leadership development 2.2.3.