S/B/347. Metaphors and their implications on Organisational Life

The paper examines the use of metaphors in organisational context providing definitions of metaphor, and arguing the impact of seeing organisational life as a 'machine', an 'organism', and a 'culture'. The author's personal experience of encountering 'organisational' metaphors is discussed.

C/B/951. Perspective on Corporate Strategy

The paper provides critical analysis of the journal article by C. Markides, 'What is strategy and how do you know if you have one?' Summarising the author's idea of strategy, discussing the elements of organisational environment and their importance in implementing a successful strategy, and analysing how a company can make itself unique in the competitive environment.

C/B/952. Corporate sustainability

The paper examines the concept of sustainability reviewing its academic definitions and addressing sustainability issues. The example of the food and drink industry is used with the focus on the Nestle UK. Dimensions and drivers of corporate sustainability are identified; Friedman's concept of corporation and grounded theory framework are discussed touching on the issues of risk, partnership, regulations, etc.

C/B/923. Why the four main approaches to strategy such as classical, evolutionary, processual, and systemic, all suffer from shortcomings?

The paper examines the shortcomings of the four strategies, i.e., classical, evolutionary, processual and systemic strategy. Each of the strategies is critically reviewed in the historical context.

C/B/832. Approaches to developing corporate strategy and the modern business world

The paper presents a critical evaluation of different approaches to developing a corporate strategy in the dynamic business environment. The theories examined include the Prescriptive or 'Design' school of thought, Mintzberg's Emergent or 'Process' approach and a more recent view of Logical Incrementalism advocated by Quinn. Conclusions are made as to whether one method can be demonstrated as the 'best' method of strategy development for today's businesses.

C/B/833. Critically evaluate the statement that traditional strategy tools do not work in a more turbulent environment

The paper examines the need to develop new strategic tools to maintain the firm's competitive advantage. Traditional strategy tools are evaluated against the conditions of environmental turbulence and the blurring boundaries of today's business operations.

C/B/834. Traditional strategy development tools in modern turbulent business environment

The paper examines the concept of economic turbulence arguing whether the application of traditional strategy tools fits modern business environments. Recommendations on strategic planning are suggested describing the tools needed for turbulent environment and showing the ineffectiveness of the traditional tools.

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