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.
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.
Change management, project management and intervention: A study of Banco Santander internationalisation banking ventures 2.7.8.
An assessment of the lifecycle management framework adopted by BAE Systems as a core business process approach for project management 2.7.9.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?An examination of the critical capabilities for outsourcing and offshoring information systems projects 2.8.1.An exploration of the synergies between entrepreneurship and innovation on organisational development in the E-commerce industry: A case study of 2.8.2.Typically, writing a business dissertation involves questions such as how to report the features of the design and how to adequately report research results.Consequently, the latter part of the guide serves as a handy reference source to navigate the writer through the process. Measuring and evaluating whether or not there is a causal relationship between corporate social responsibility and corporate financial performance 2.1.2.In difficult economic times how can leadership redefine organisational processes and leverage institutional and outside knowledge more effectively? Can the success of 3M be attributed to a leadership philosophy to create an organisation equipped with the capabilities to continuously innovate, learn and renew? The changing nature of leadership: Why humility and courage are two frequently cited words in relation to leadership in the 21 century? Goal setting: Are people more likely to perform relative to a goal if it is consistent with personal values and standards or will bring recognition or improved reputation? An investigation into managerial measurement indicators for employee job satisfaction and the ability of the organisation to meet employee needs 2.3.3.What are the advantages and disadvantages of management tendency to attract and recruit people based on characteristics similar to established organisational patterns of behaviour or culture? The correlation between organisational culture and firm performance: Does firm focus on building strong organisational culture outperform comparative firms lacking these characteristics? An examination of ethical behaviour, the counter-norms and accepted practices developed by organisations: The reasons why individuals knowingly commit unethical actions 2.3.6.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.