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Mission
Statements-A Hide and Seek Game:
What
do they Hide within? What do they Seek?
--
Arun
Saxena
It
was Stephen Covey's book in 1989 that brought to the people's
attention the importance of "mission statement"
for individuals, families, and organizations. American businesses
soon thereafter started decorating their brochures and boardroom
walls with grandiose mission statements of global aspirations.
Mission statement has now become an important part of the
strategy-making exercise and managements are taking pains
to craft an effective statement. This paper surveys the
literature on mission statement, synthesizes various viewpoints
about the components of an "ideal" mission statement,
and investigates whether mission statement of Indian firms
incorporate these components. Content analysis of "mission
statements" of a sample of 92 Indian organizationsbanks,
software services firms and pharmaceutical firms has been
done using nine desired components suggested in literature.
The paper compares the mission statements of the three industries
and tries to establish relative importance of the components
to these industries. Finally, the paper raises some questions
on the quality and content of mission statements of Indian
organizations.
©
2006 IUP . All Rights Reserved.
Strategic
Management Theories: A Revisit
-- M S Balaji
The
discipline of modern strategic management, as it originated
in the 1950s and 1960s, was concerned with the formulation
of an organization's short-term and long-term planning goals.
Today, with the global economy growing everyday, strategic
management has taken on a new meaning, making it both a
management technique and a philosophy. This paper reviews
the development pathway of strategic management theories,
identifies the rules of evolution of strategic management,
and predicts the future trends of strategic management ideologies.
©
2006 IUP . All Rights Reserved.
International
Strategic Alliances: Their Role in Industrial Globalisation
-- Nam-Hoon Kang and Kentaro
Sakai
This
paper reviews recent trends in international strategic alliances,
which have grown more than five-fold between 1989 and 1999
paralleling the increase in cross-border Mergers and Acquisitions
(M&As). The paper covers frequency, type, purpose and
geographical patterns of international alliances during
the 1990s as an important aspect of industrial globalisation
and analyses sectoral trends in industries such as telecommunications,
pharmaceuticals, automobiles and airlines. While international
alliances provide firms with strategic flexibility, enabling
them to respond to changing market conditions, they can
also be effective paths for achieving global scale in enterprise
operations along with M&As and greenfield investment.
Driving forces behind international strategic alliances
include cost economising in production and R&D, strengthening
market presence, and accessing intangible assets. The paper
presents the recent and comprehensive data available on
strategic alliances and provides a preliminary consideration
of policy issues. It also complements previous OECD analyses
of trends in foreign direct investment and of cross-border
mergers and acquisitions (OECD, 2000a).
©
2000 OECD. This working paper had earlier appeared in the
OECD Directorate for Science, Technology and Industry (www.oecd.org).
Reprinted with permission.
Case
Study
Ping
Fu: Inspiring Entrepreneurship
-- Soorya
Tejomoortula and Rajiv Fernando
©
2006 ICMR. All
Rights Reserved. For accessing and procuring this case study,
log on to www.icmrindia.org or www.ecch.com |
