Research Methods for International Business Order Instructions: Subject: Research Methods for International Business.
Research Methods for International Business
Chosen business: Leisure Spa.
Background: It is a group essay, I need to do only my parts. As part of the growth strategy at the University, there are plans to increase the number of businesses operating on campus. The university’s objective is to ‘Internationalise Business Services on Campus’.(We have chosen a Leisure Spa.) Because of the increase of international students who now study and live on campus, there is a need for a diverse range of products and services to be provided. But, what could they be and why?
My Parts are:
Literature Review – Provides the background of literature influencing your research. Conclude with how the review has informed your research (e.g. things you will be building on, gaps you will be filling etc.).
AND
Discussion- Discuss your findings/{results} and relate it to the literature discussed in the literature review. {results-a part of other student}.
**My parts means that I don’t need to do any other part, roof example, I don’t need introduction, conclusion, methodology etc.. Only Literature Review AND Discussion.
I will send you our questionnaire results tomorrow. They might be needed.
+my group mate found some information which I will apply in comments.
At least 6 number of sources. maybe more.
Use follow criteria when writing an essay.
Credit will be given for:
? The rational/background/literature for the project
? The quality of the questions and presentation and formatting of the questionnaire
? The discussion
Research Methods for International Business Sample Answer
Leisure Spa
Literature Review
According to (Burt, 2012), the element of meditation is considered an effective approach aimed at helping individuals in the reduction of stress, depression and the alleviation of anxiety (pp.18). This, therefore, determines the rationale behind the inclusion of leisure activities that are directed towards the reduction of stress levels among students, a factor that has been noted to improve their moods thus contributing to the well-being of individuals including their health.
Considering the similarities and differences that result during meditation and leisure activities engagement among students determines the fact that the outcomes of meditation and leisure may lead to an improved state of mind and quality of a student’s learning process and period (Herman, & Tătar, 2015.pp.117). This, therefore, determines the rationale behind the development of a leisure spa within the institution. The primary aim of this project is the reduction of stress levels that result from workloads experienced by the students and restoring their emotional balance and quality of life.
According to foreign scholars, Leisure spas are essential in offering international massages, spa therapies and body rituals that are considered to be rejuvenating treatments methods to stress and depression. Through the usage of warm herbal herbs and other oils during the process of treatment, the body of an individual is bound to feel relaxed over to distress (Herman, & Tătar, 2015, pp.118). Our plan to develop a Leisure Spa, therefore, remains an oasis of the outside world that will allow the students to gain tranquility and silence, comfort and beauty during their learning period at considerable changes that will be manageable for the students.
In consideration of the psychological health changes and mental issues that are increasing among the campus students, it was determined that close to 34% of the students have an impaired concentration, 40% with memory disturbances, and 65% of the rest of the population depicting sleepless nights as a result of depression (Jones, 2016, pp.24). Sleep disorders and depression as a result of the heavy workloads were considered major challenges to the international students. The development of a Leisure Spa remains an essential business approach that would meet the needs of these students. The students will be in a position to access that facility during particular periods. The students will be required to register and pay the required amounts in advance to access the facility.
It is essential to note the development of a Leisure Spa within our institution of learning remains one of the keep projects within the institution aimed at enhancing the process of education among the campus students, especially those from different international countries. The development of the Leisure Spa is considered in accordance with the local characters that will require the element of high quality and innovation in its contraction (McClelland, & Giles, 2016, pp.47). In this case, the Leisure Spa will be effective in enhancing international business services within the campus.
Discussion
It is important to note that the literature review depicts several gaps, the stress levels among the students as depicted in Table 1:1.
Table 1:1Psychologcal Health Challenges of the Students
It is therefore essential to note that the differences in the psychological health challenges experienced by these students provide a business opportunity to develop a Leisure Spa that will ensure the students get an opportunity to relax and relieve their stress levels (Miller, & Washington, 2010,pp.319 ). The institution will ensure that the students are provided with access to the facility during their learning period in order to enhance their mental state of wellbeing.
This literature review, therefore, informed our research since it has enabled us to understand the population of students in need of these services in order to develop an effective business strategy that meets their needs and achieves the business objective of the institution (Miller, & Washington, 2010, pp.320). This project will, therefore, consider the student’s needs and ensure appropriate rejuvenating and reflexive treatment methods are developed in order to meet the needs of the international students.
Through this literature review, appropriate measures in developing, the similarities and differences that result during meditation and leisure activities engagement among students determine the fact that the outcomes of meditation and leisure may lead to an improved state of mind and quality of students learning process and period (Vázquez-Illa Navarro, 2014,pp.52). The development of this Leisure Spa will, therefore, employ the customer-focused theory to meet the student’s needs.
Products and services that meet the needs of students will be developed to ensure that the services provided to these students in copying up with their educational needs. It is essential to note the development of a Leisure Spa within our institution of learning remains one of the keep projects within the institution aimed at enhancing the process of education among the campus students, especially those from different international countries (Weiss, 2011.pp.382). According to foreign scholars, Leisure spas are essential in offering international massages, spa therapies and body rituals that are considered to be rejuvenating treatments methods to stress and depression. The development of the Leisure Spa is considered in accordance with the local characters that will require the element of high quality and innovation in its contraction. The Leisure Spa will be effective in enhancing international business services within the campus.
Research Methods for International Business References
Herman, G. V., & Tătar, C. 2015. Trends and Prospects in the Evolution and Dynamics of the Felix – 1 Mai Spas Tourist System. Annals Of The University Of Oradea, Geography Series / Analele Universitatii Din Oradea, Seria Geografie, 25(1), 116-126. Available From: http://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=108616796&site=ehost-live (2 May 2016)
Weiss, Z. 2011. Leisure, Pleasure, and Healing: Spa Culture and Medicine in the Ancient Eastern Mediterranean. Journal For The Study Of Judaism: In The Persian Hellenistic & Roman Period, 40(3), 382-384. doi:10.1163/157006309X443602. Available From: http://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=43640123&site=ehost-live (2 May 2016)
The concept of SCM (Supply Chain Management) has been in practice for centuries, holding a significant position in market business development. Companies involved with supply chain management usually emerge as the principal market developer and players. Supply chain management has integrated major business activities into a series of process that include the obtaining of raw materials, transportation, production and allocation and distribution (Lavastre, Gunasekaran and Spalanzani, 2014, p. 3382). How well and effective supply chain management has played in the development of companies can be traced to the development of the global market economy. It is through the effective management of supply chain that an integrated system of business operation has been attained globally. Companies can obtain products, distribute and supply all over the world. Hence, it can be observed that supply chain management is the backbone of business operation in helping companies achieves organizational objectives.
In the past several years the world has experienced an increasing economic volatility, as observed in the economic recession, customer demand, fuel and commodity pricing and the rapid movement of raw material (Sandberg & Abrahamsson, 2010, 57). This significantly continue to affect business objectives and daily operation. Companies must respond to conditions of reduced labor pool, stagflation, deflation, energy consumption and sustainability in attaining their organizational goals (Hamister, 2012, p.427). However, effective strategic supply chain management together with well-defined tools and plans will help alleviate the pressure that business organization is experiencing today and bring a change in market development globally.
Importance of Effective Supply Chain Management
Boost Customer Service
One of the primary objectives and core contribution of any business organization is to focus on how their clients are well attended and offering comfortable service to their clients (Milliken, 2012, 4). It is a business goal to attract most customers to the company as this triggers sales and general incomes for a company. This is only attained through a consistency working environment and service oriented toward clients. Supply chain management is the right tool in ensuring that companies achieve their objective of securing a stable and safe flow of customers throughout the year.
Customers are usually motivated by the effort a company put in providing service, care and attending to their needs and demands. Clearly, Supply chain management is an effective component of business performance. They ensure right product assortment, quality and quantity are delivered to the customer when they are needed and where. The supply logistic plays a major role in product allocation at different point of customers demand. SCM helps a company identify markets that are in high demand for their products and then respond promptly (Seuring & Gold, 2012, 555). Additionally, the system ensures that the clients receive quality service and streamline every business operation towards the satisfactory of the customers. A happy client is a good indicator of a prosperous business organization. Companies invest in their customers through boosting the efficiency of their supply chain management to satisfy the clients demand adequately and needs.
Inventory control and Visibility
The Enterprise Resource Planning is one of the pervasive tools for Supply Chain Management. ERP is responsible for controlling the flow of raw materials, from one point of production to the next throughout production. Its primary target is bringing a balance in the inventory control, inventory visibility and work order management, purchasing among many others. The Supply chain management through the ERP tool systematically coordinates the manufacturing operation, record keeping in the inventories efficiency (Kanungo, 2012, p. 2-3). It helps an organization to keep their complex facilities running smoothly, with any organization that has a well-defined inventory system. SCM is responsible for maintaining an efficient system, which in return bring low inventory cost and offers consistency in timely availability of products and services. This attracts more customer, investment and increases business operation and profits. Thus, SCM is considered an important ally of inventory management in improving productivity in attaining organization objectives.
Inventories determine the value of a company and are regarded as a valuable asset to any organization. Every business must establish a standard inventory turnaround that is equally optimum for the management and operation of the firm. The inventory turnaround dictates the company prosperity, and this is attained through having a well established strategic supply chain management system. In this case, Enterprise resource planning is responsible for the management, storage, and interpretation of the inventory and product in a company (Groznik, & Trkman, 2012, p.1101). It plays a significant role in the integrated view of business processes and activity. SCM through this tool is able to identify and track business activities, resources and raw material allocation, and the general production capacity of an organization. Through adopting a well-structured Supply Chain Management system, a company is capable of facilitating information flow and management connection both internal and external.
Capital Efficiency and Reduced Time-To-Market
The primary objective of business is to subsidize production cost and maximizes the output. This is significantly attained through the help of Supply Chain Management. Most companies that invest in supply chain management concentrate on demand forecasting, correct order management, and market allocation. This assists the company in avoiding waste and risk associated with distribution and supply of products as well as production. Supply chain management assists in identifying the right place to invest and the process through which the company can require resources and distribute their product without experiencing massive losses (Richey, et al., 2011, p. 365).
Demand prediction in SCM is effective in assisting a company maintains upfront in a competitive environment. Capital and cost of operation are equally controlled when the company forecast demand and provide a correct order management. Supply Chain Management responsively address customers request based on time management, product mix, flexibility, and quality (Arlbjørn, Freytag & de Haas, 2011, 277). This makes a company stays independent in a competitive market and reduce the cost of operation and management. The power of capital efficient and time management as expressed in SCM is substantial in the development of a company towards goal orientation. Every company with a well-structured supply chain system maintains a low cost of operation through saving time and avoiding product waste.
Improve Marketing and Sales Competitiveness
The main aim of business is to make a profit through marketing and sales. Every business operation must strategize on their marketing and sales to counter the competitive pressure from other business companies. In this light, the implication of Supply Chain Management has been effective in designing companies marketing and sales. Moreover, an integrated supply chain helps companies to position themselves as major products suppliers improving their marketing position within a competitive environment (Kirovska, Josifovska and Kiselicki, 2016, p. 7). Since marketing has become a highly competitive entity; companies that adopt the most significant SCM system especially with the emergence of new players, tend to flourish in their sales and production. A well-developed supply logistic dictates the position of a company in terms of its marketing and sales. SCM helps a company to enhance customer satisfaction through offering quality, reliable, timely service and products. This intern improves the competitive pricing and company performance resulting in a generous profit for the enterprise.
Nevertheless, supply chain management is responsible for integrating different marketing and sales activities such as production, distribution, pricing and advertisement to boost business marketing position. SCM developed marketing evaluation to identify significant targeting regions and customers demand (Luthra, Garg & Haleem, 2013, 930). It also helps in developing a marketing comparison strategy among various factors that influence production, distribution, and consumption in marketing and sales. This helps in sales prediction to avoid risk and loss that a company can possibly incur during operation.
How organization compete with supply chain
Eliminating Redundant Steps in business operations
Companies have adopted strategies in enhancing the efficiency of supply chain management throughout their business operation. One of the processes through which companies manage to establish competition in supply chain management is through eliminating redundant and unproductive steps in the business process (Choi, 2012, n.p). This includes saving salary cost to help workers avoid unnecessary procedures. Additionally, prevent overproduction of commodities and distribution to market in supply management of products helps in eliminating redundant business process. Supply chain management is essential in controlling cost and pricing. Hence, companies must adjust their quality, marketing strategy to ensure standard income profits.
Supply Chain Management assist in the reduction of labor cost and lost sales. Most companies have advanced in their method of production and inventory to ensure less loss is accounted during marketing and stock inventory. Strategies like FIFO and VIVO are some of the inventory tools that are being adopted to enable competitiveness in supply chain management is maintained (Simpson, et al., 2015, 88).
Technology Advancement
Another process that companies have riveted towards competing with the supply chain is through the advancement in technology. Modern innovation in the business organization has created a tremendous impact on how business operates their supply chain management. It is through technology that global marketing and supply chain management has been attained. Companies are able to conduct production distribution, supply, production, and marketing at a global platform. Further, it has increases the target consumers for companies broadening the scale of the supply chain. International organizations operate through the global market to conduct their supply management system (Sharma, 2013, 287).
E-commerce, electronic communication, and internet marketing are all attributes of modernized technology in the supply chain management sector. Companies have advanced the way they supply, distribute and product their product to the consumer without incurring extra costs. Relatively, the incorporation of technology in SCM has widened the scope of business operation for companies further increasing their organization objectives. Technology has simplified how SCM is operated and managed, increasing the use among companies. As a result, the level of competition among companies has increased. Communication tools and planning tool are the chief informational technology advancement that has brought upscale competition in the supply chain management sector.
Value Added Process
Product flexibility, quality, and the general production system also plays a critical part in influencing the process of the supply chain. This influences the competition in cost, distribution, production and supply of commodities to consumers (Kuei, Christian and Chinho, 2010, p. 4458). Additionally, value added process dictate how customer are attracted to products produced by a company. The product flexibility can shift the demand either positively or negatively; same can be accounted for quality and the production system. The value added process is an issue affecting the supply chain management of business (Seth, Goyal & Kiran, 2015, 248). This causes the existence of competition between an organization operation and its supply chain.
Sustainability and Social Responsibility
The external environment is essential in analyzing the factors that ripple competition among business organization and SCM system. The supply chain network is frequently quantified by the social environment or a company. This is determined by the economic, social and environmental issue surrounding the environment. The organization must establish a strong relation with those involved in the logistic networks who are the clients. Aspects of social ethics, culture, and tradition plays a significant role in the supply chain (Ashby, Leat, & Hudson-Smith, 2012, 497). These factors define the business operation and its supply chain management. The external surrounding is responsible for defining the consumer trends and demand in the market; it also influences the distribution, supply and production of the product to the target market. The company must, therefore, comply with their social surrounding and sustainability to effectively conduct supply chain management (Beske & Seuring, 2014, 320).
Social Policies and Regulation
The government also contributes on how organizations compete with their supply chain. Supply chain management laws and regulation are imposed to help control the flow of good and service in any logistic network. This affects the process through which companies operate their supplies, distribution and production of goods. The tax efficiency can influence the globalization of supply chain management among different government operation system. Same applies to international and local policies and regulation in business operations.
Conclusion
Supply chain management has a strategic place in promoting company success and companies must therefore work towards streamlining their supply chains to deliver optimal value. This is particularly important, based on the current trends in the economy that have rendered companies susceptible to unforeseen financial impacts. Effective supply chain management plays the imperative role of boosting customer experience, inventory control, visibility, capital efficiency, marketing and sales competitiveness. In order to sustain this, companies must compete with their supply chain and thus ensure that they provide the best value. This can be done through eliminating redundant business operations, technology advancement, process value addition, promoting sustainability and participating in corporate social responsibility. Adhering to social policy and regulations can enhance a company’s ability to compete with the supply chain.
References
Arlbjørn, J.S., Freytag, P.V. & de Haas, H. 2011, “Service supply chain management”, International Journal of Physical Distribution & Logistics Management, vol. 41, no. 3, pp. 277-295.
Ashby, A., Leat, M., & Hudson-Smith, M. 2012. Making connections: A review of supply chain management and sustainability literature. Supply Chain Management, 17(5), 497-516. doi:http://dx.doi.org/10.1108/13598541211258573
Chae, B, Olson, D, & Sheu, C 2014, ‘The impact of supply chain analytics on operational performance: a resource-based view’, International Journal Of Production Research, 52, 16, pp. 4695-4710, Business Source Complete, EBSCOhost, viewed 19 April 2016. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=7&sid=aaeacbc0-639c-47a8-a0be-b74cdd38d404%40sessionmgr4005&hid=4103
Choi, D. 2012, Supply chain governance mechanisms, green supply chain management, and organizational performance, The University of Nebraska – Lincoln.
Kanungo, S 2012, ‘IMPROVED SUPPLY CHAIN MANAGEMENT USING INTEGRATED ERP SYSTEMS’, Global Management Review, 7, 1, pp. 1-4, Business Source Complete, EBSCOhost, viewed 19 April 2016. Retrieved from eds.a.ebscohost.com/ehost/detail/detail?vid=10&sid=aaeacbc0-639c-47a8-a0be-b74cdd38d404%40sessionmgr4005&hid=4103&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#AN=103541254&db=bth
Kirovska, Z, Josifovska, A, & Kiselicki, M 2016, ‘Efficient Management Of Supply Chain In Achieving A Significant Competitive Advantage In The Market’, Journal Of Sustainable Development (1857-8519), 5, 14, pp. 5-22, Business Source Complete, EBSCOhost, viewed 19 April 2016. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=8&sid=aaeacbc0-639c-47a8-a0be-b74cdd38d404%40sessionmgr4005&hid=4103
Kuei, C., Christian N. M., & Chinho L 2011, “Developing global supply chain quality management systems.” International Journal of Production Research 49, no. 15 (August 2011): 4457-4481. Business Source Complete, EBSCOhost (accessed April 19, 2016). Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=4&sid=aaeacbc0-639c-47a8-a0be-b74cdd38d404%40sessionmgr4005&hid=4103
Lavastre, O, Gunasekaran, A, & Spalanzani, A 2014, ‘Effect of firm characteristics, supplier relationships and techniques used on Supply Chain Risk Management (SCRM): an empirical investigation on French industrial firms’, International Journal Of Production Research, 52, 11, pp. 3381-3403, Business Source Complete, EBSCOhost, viewed 19 April 2016. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=aaeacbc0-639c-47a8-a0be-b74cdd38d404%40sessionmgr4005&vid=13&hid=4103
Luthra, S., Garg, D. & Haleem, A. 2013, “Identifying and ranking of strategies to implement green supply chain management in Indian manufacturing industry using Analytical Hierarchy Process”, Journal of Industrial Engineering and Management, vol. 6, no. 4, pp. 930.
Milliken, A.L. 2012, “The Importance of Change Management in Supply Chain”, The Journal of Business Forecasting, vol. 31, no. 2, pp. 4-7,9.
Richey, R. G., Hilton, C. B., Harvey, M. G., Beitelspacher, L. S., Tokman, M., & Moeller, M. (2011). Aligning operant resources for global performance: An assessment of supply chain human resource management. Journal of Management and Organization, 17(3), 364-382. Retrieved from http://search.proquest.com/docview/871907441?accountid=45049
Sandberg, E., & Abrahamsson, M. (2010). The role of top management in supply chain management practices. International Journal of Retail & Distribution Management, 38(1), 57-69. doi:http://dx.doi.org/10.1108/09590551011016331
Seuring, S. & Gold, S. 2012, “Conducting content-analysis based literature reviews in supply chain management”, Supply Chain Management, vol. 17, no. 5, pp. 544-555.retrived from
Sharma, M.M. 2013, “A Study on the Concept of Green Supply Chain Management”, Journal of Supply Chain Management Systems, vol. 2, no. 1, pp. 1-7 Gould, J.E., Macharis, C. & Haasis, H. 2010, “Emergence of security in supply chain management literature”, Journal of Transportation Security, vol. 3, no. 4, pp. 287-302.retrived from http://search.proquest.com/business/docview/807496072/6DCAF347FBA34C2EPQ/11?accountid=45049
Nesspresso InternationalBusiness Marketing Read the case study and answer the questions in the best way possible and carry out a lot of additional research to answer the questions and do the essay,
Nesspresso International Business Marketing
with at least 15 references that are up to date’
also, Research, critically analyze, discuss and synthesize the dynamics and key aspects of the international business environment and their effect on marketing performance; The Nespresso coffee-capsule system has been derided as an expensive and environmentally unsound device that clutters up the kitchen counter. Nestle SA says you should get a second one. After an initial push into France and the U.K., it’s targeting eight additional countries by the end of this year.
Identify and discuss a subject that could be used later as a dissertation subject. relevant academic literature discussing essential concepts theories or
models chosen topic should be then reviewed. critically compare 3 research methodologies in 3 existing academic articles that answer the research question.
the comparative review should highlight weaknesses and strengths of each design including aspects of validity and reliability and trustworthiness of the
research outcomes. In the last chapter the student will then make a motivated selection of one design that could be used for a undergraduate dissertation
work. the motivation should take into account the limitations of student research.
We can write this or a similar paper for you! Simply fill the order form!
Business on National Cultural Differences Answer the following question:
Business on National Cultural Differences
“Hofstede, Hall, and Trompenaars see the world as composed of national cultures with ‘distinctive values, languages, management styles, and ways of doing
business’(Holden,2016: 226). How useful do you think this approach is for today’s interconnected and fluid business world?”
This question relates to the material we have been covering for the first half of the module and the resources that come from your main textbook
(French,2015) and the resources on the study material site and e-readings. All of us global minds have been confronted with cultural differences at some point. They often lead to amusing misunderstandings, but can also have a serious impact on your career.
Business Finance and Capital Structure of Cash Flow
Compose writing in which argue that aspects should be taken consideration and that checks should take when considering issuance of debt as an alternative
obtaining capital for a business and that the effect on the capital structure. Business people use the term structure in quite a few different ways. The terms “governance,” “business,” and “legal,” are all associated with their own “structures” for instance. These refer to aspects of the company set up and operation. For comparing the firm’s debt to its equities, financial structure is, therefore, more sensitive than the capital structure to short-term liabilities.
A) Select a firm/organization of your choice and prepare a report outlining the corporate social responsibility activities the firm/organization is
involved in. Evaluate the motivations for these activities drawing upon the company/organizations non-market and market environment.
B) Critically assess the ways in which the firm/organizations CSR contributes to its sustainable competitive advantage and provide policy recommendations to the Board of Directors. (This should be in reference to the firm, industry and systemic level factors) Corporate social responsibility (CSR) has many advantages that can apply to any business, regardless of its size or sector.
Benefits of corporate social investment for businesses
The potential benefits of CSR to companies include:
better brand recognition
positive business reputation
increased sales and customer loyalty
operational costs savings
better financial performance
greater ability to attract talent and retain staff
organizational growth
easier access to capital
Organization- Tullow Oil
Acquiring Business Communication Skills As an intern at the Career Development Centre of the University you have been asked to write a formal report called “Acquiring Business Communication Skills
Acquiring Business Communication Skills
Necessary for Business Graduates”. This report is intended to explore and emphasise the value of business communication skills that the students of their
Business School will need to develop before they graduate in order to increase their career opportunities. This report is prepared primarily for the students
of WBS, and also for the Career Development Centre advisers and for members of staff.
Acquiring Business Communication Skills Paper Requirements
To prepare this report you are required to focus on the following:
• Identify and evaluate types of general communication skills
• Identify and evaluate types (or categories) of business communication skills
• Give examples of how communication skills can be used in business environment with references to reliable and relevant sources
• Give recommendations to the undergraduate students of WBS on how they can develop different business communication skills whilst they are studying
different modules of their course
You are required to use the following sources of information:
Conrad, D. and Newberry, R. (2016). Identification and Instruction of Communication Skills for Graduate Business Education. Journal of Education for
Business. Vol. 87, Issue 2, 2016.
Gallagher, K. (2017). Skills Development for Business and Management Students. Study and Employability. Chapter 4. Oxford: Oxford University Press.
In addition to a minimum of the above mentioned literature sources it is expected that students will also consult other reliable sources resulting in at
least five different academic sources (e.g. academic journal articles and books) for their work. A minimum of eight relevant academic sources is expected to
be referenced in the report for any coursework with a first grade mark. . You may use graphs and clipart as appropriate. Word count: 1500 +/- 10%. The word
count excludes the Title page, Executive Summary, Contents Page, Reference list at the end of the report and any Appendices.
Module 3 – SLP
CONGRUENCE MODEL OF ORGANIZATIONAL BEHAVIOR
The Module 3 SLP requires that you enter the same pricing data into the simulation as you did in SLP2. In SLP3 however, you will face new entrants into the industry (new competition).
Congruence Model of Organizational Behaviour
Forio Simulation: https://forio.com/simulation/solar-test/index.htm#page=market_research
At the landing page, click on “Play as an INDIVIDUAL.” Then, choose a Screen ID and click “Submit.”
Congruence Model of Organizational Behaviour Assignment
Go to the “Settings” page, and change the following:
1) Entry for New Competitors – On
2) Be sure to SAVE your change!
Now, input the SLP3 decisions:
1) Decision 1: For Years 2008-2012
a) Pricing – Manual
b) Module Price – $0.13
c) Revenue to Process Improvement – 5%
d) Years to Advance – 5 years
2) Decision 2: For Years 2013-2017
a) Pricing – Manual
b) Module Price – $0.11
c) Revenue to Process Improvement – 5%
d) Years to Advance – 5 years
3) Decision 3: For Years 2018-2022
a) Pricing – Manual
b) Module Price – $0.09
c) Revenue to Process Improvement – 5%
d) Years to Advance – 5 years
4) Decision 4: For Years 2023-2025
a) Pricing – Manual
b) Module Price – $0.08
c) Revenue to Process Improvement – 5%
d) Years to Advance – To end
Leave the process improvement percentage at 5%. Note that you will now need to monitor the market share and financial performance of new entrants entering the Solar Power industry (see the “Settings” page for definition of this concept).
Run the simulation once, keeping track of your pricing decisions and the outcome of each decision made (note market share of new entrants, profitability, etc).
Keys to the Assignment
The key aspects of this assignment that should be covered and taken into account in preparing your 5-6 page paper include:
1. Include discussion and analysis of key metrics at the end of each decision point (e.g., among other data, be sure to include total market share, revenue, cumulative profit, consumer net price, modular price, unit cost, etc.). As an MBA, it is your job to identify cause and effect!
2. For each decision point, be sure to include comparative tables that include what you believe to be the most important data. Don’t merely recite the data, however – instead, analyze it! As an MBA, what does it tell you?
3. Using Excel, provide a comparative analysis of key data to demonstrate the differences between SLP2 and SLP3 results. It is your responsibility to determine which data (and which comparisons) are most salient.
4. Explain the significance of new entrants into the PV industry. What is the impact that new competitors have on your company’s market share? Cumulative profitability? Cost to the consumer?
5. Make recommendations. What would you have done differently as it relates to pricing, process improvement, or other?
**** NOTE: The 5-6 page requirement includes written analysis and all supporting tables, figures, and graphics. However, it does not include Cover or Reference page. Be sure to adhere to the TUI Writing Guide for formatting of all papers. If you are unsure how to complete a financial analysis, please review the following sample report:
https://www2.uhv.edu/kuangy/acct6351/Sample%20Projects/sample%20project%20with%20pro%20forma%20%20analysis.pdf
Congruence Model of Organizational Behaviour Sample Answer
Introduction
When there is a new entrant into a market, this is often accompanied by changes in the variables that influence the business performance and an appropriate reaction is envisaged in order to maintain market position. This is attributable to the fact that the way in which the new entrant overcomes barriers to entry that exist in the market can guide in strategic approach to handle the new competition (Rainer & Turban, 2009). As the market changes, there is need to consider the new entrant’s strengths in order to devise an effective strategy with regards to cost reduction, pricing, and competition.
For instance, since the new entrant usually require the same materials as you require to offer the same products or services, in essence this translates to an entry of a new buyer in the market which often pushes the suppliers to increase their prices (Ireland, Hoskisson & Hitt, 2008). Also pricing strategy is imperative in tackling competition because the new entrant will often tend to sell their products or offer their services at reduced costs, which requires existing companies to leverage on other advantages such as location, low labor costs, or product design to compete on prices (Capon, 2008; Thompson, 2010). According to Ireland, Hoskisson & Hitt (2008) the manner in which the new entrant chooses to approach competition from other rivals in the market is crucial in determining how the new entrant affects business in the market as a whole. Thus, the need to strategically analyze the market competition after a new entrant is inevitable for a company to continue enjoying its position in the market by achieving competitive edge (Rainer & Turban, 2009).
Strategic management involves the analysis, formulating and implementing strategies devised for the creation or sustaining competitive advantages (Capon, 2008; Thompson, 2010). In the context of this project, analysis will be done from the perspective of the influence of new entrants into the market and monitor how the company is affected by the new competition arising from new entrants in the market. Congruence model ssimulations are used to monitor the effect of new entrants in terms of the company market share and profitability. SunPower limited is facing stiff competitive in the market but still managing to command a considerable market share in addition to making satisfactory extent of profits. Therefore, the congruence model will be used base on Forio Simulation to determine the influence of new entrants also known new competition with regards to the four strategy decisions taken.
1) Decision 1: For Years 2008-2012
a) Pricing – Manual
b) Module Price – $0.13
c) Revenue to Process Improvement – 5%
d) Years to Advance – 5 years
Maintaining the company’s module price at $0.13 between 2007 and 2012 is projected to give module price of $0.13 and unit direct cost of $0.10 for SunPower, while for others it gives module price of $0.15 and unit direct cost of $0.08.
In the same line, the annual revenue is $626.82M and annual net income is $35.85M for the company, while it is $14.60B and $3.65 for others respectively. The market share has also grown whereby the share is 4.85% and annual net income is 721.43 for the company, while it is 95.15% and 18.85K for others respectively as shown in figures and table 1 below.
Table 1
SunPower’s Simulation data after five years (2012)
Sun Power (You)
Other Solar
Market Share (%)
Consumer Net Price ($/kWh)
Module Price ($/kWh)
Unit Direct Cost ($/kWh)
Annual Revenue ($/Year)
Annual Net Income ($/Year)
Annual Shipments (MW/Yr)
Installed Base (MW)
Share of Installed Base (%)
Cumulative Profit ($)
Percent of Rev to Process Imprv (%)
Grid Power Price ($/kWh)
Industry Net Income ($/Yr)
Industry Subsidy ($/kWh)
New Entrants
2) Decision 2: For Years 2013-2017
a) Pricing – Manual
b) Module Price – $0.11
c) Revenue to Process Improvement – 5%
d) Years to Advance – 5 years
The module price between 2013 and 2017 is projected to give module price of $0.11, $0.13, and $0.11 for the company, other competitors and new entrants and unit direct cost of $0.08, $0.07, and $0.06 for SunPower, others and new entrants as shown in figures below.
In the same line, the annual revenues are $1.78B, 25.90B and 3.12B for SunPower, others and new entrants respectively whereas annual net incomes are $124.99M, 7.91B and 877.18M SunPower, others and new entrants respectively. On the other hand, the market shares are 7.42%, 80.94% and 11.64% for SunPower, others and new entrants respectively whereas installed bases are 2.46K, 41.30K and 2.64K SunPower, others and new entrants respectively as shown in figures and table 2 below.
Table 2
SunPower Simulation Data for Years 2013-2017
Sun Power (You)
Other Solar
New Firms
Market Share (%)
Consumer Net Price ($/kWh)
Module Price ($/kWh)
Unit Direct Cost ($/kWh)
Annual Revenue ($/Year)
Annual Net Income ($/Year)
Annual Shipments (MW/Yr)
Installed Base (MW)
Share of Installed Base (%)
Cumulative Profit ($)
Percent of Rev to Process Imprv (%)
Grid Power Price ($/kWh)
Industry Net Income ($/Yr)
Industry Subsidy ($/kWh)
New Entrants
3) Decision 3: For Years 2018-2022
a) Pricing – Manual
b) Module Price – $0.09
c) Revenue to Process Improvement – 5%
d) Years to Advance – 5 years
Sterman (2011) reiterates that in most technology-oriented companies there is greater competition and among the most significant sources of positive externality is increasing return due to costs increase and product attractiveness is associated with the scale of production. The module price between 2018 and 2022 is projected to give module price of $0.09, $0.11, and $0.10 for the company, other competitors and new entrants and unit direct cost of $0.05, $0.06, and $0.06 for SunPower, others and new entrants as shown in figures below.
In the same line, the annual revenues are $34.02B, 81.55B and 15.12B for SunPower, others and new entrants respectively whereas annual net incomes are $8.23B, 26.39B and 4.08B SunPower, others and new entrants respectively. On the other hand, the market shares are 33.30%, 55.15% and 11.56% for SunPower, others and new entrants respectively whereas installed bases are 30.20K, 113.84K and 15.99K SunPower, others and new entrants respectively as shown in figures and table 3 below.
Table 3
SunPower Simulation Data for Years 2018-2022
Sun Power (You)
Other Solar
New Firms
Market Share (%)
Consumer Net Price ($/kWh)
Module Price ($/kWh)
Unit Direct Cost ($/kWh)
Annual Revenue ($/Year)
Annual Net Income ($/Year)
Annual Shipments (MW/Yr)
Installed Base (MW)
Share of Installed Base (%)
Cumulative Profit ($)
Percent of Rev to Process Imprv (%)
Grid Power Price ($/kWh)
Industry Net Income ($/Yr)
Industry Subsidy ($/kWh)
New Entrants
4) Decision 4: For Years 2023-2025
a) Pricing – Manual
b) Module Price – $0.08
c) Revenue to Process Improvement – 5%
d) Years to Advance – To end
According to Thompson (2010) pricing is one of the fundamental strategic decisions that SunPower can take to achieve competitive edge in the company considering that perfect elasticity is rare in real world. As a result, pricing strategy influences both the consumers’ decisions to purchase as well as signalling the competitive advantage to competitors of an entity.
The module price between 2023 and 2025 is projected to give module price of $0.08, $0.09, and $0.09 for the company, other competitors and new entrants and unit direct cost of $0.03, $0.05, and $0.05 for SunPower, others and new entrants as shown in figures below.
In the same line, the annual revenues are $157.60B, 168.91B and 42.87B for SunPower, others and new entrants respectively whereas annual net incomes are $66.52B, 54.90B and 10.80B SunPower, others and new entrants respectively. On the other hand, the market shares are 48.61%, 39.58% and 11.81% for SunPower, others and new entrants respectively whereas installed bases are 172.80K, 252.68K and 51.80K SunPower, others and new entrants respectively as shown in figures and table 4 below.
Table 4
SunPower Simulation Data Years 2023-2025
Sun Power (You)
Other Solar
New Firms
Market Share (%)
Consumer Net Price ($/kWh)
Module Price ($/kWh)
Unit Direct Cost ($/kWh)
Annual Revenue ($/Year)
Annual Net Income ($/Year)
Annual Shipments (MW/Yr)
Installed Base (MW)
Share of Installed Base (%)
Cumulative Profit ($)
Percent of Rev to Process Imprv (%)
Grid Power Price ($/kWh)
Industry Net Income ($/Yr)
Industry Subsidy ($/kWh)
New Entrants
6
Congruence Model of Organizational Behaviour Conclusion
It is evident that globalization force and technological changes in companies are imperative in ensuring that they achieve competitive advantages. In the present competition which is imperfect for solar products and technology sector, Sun Power has the ability to gain profit from its customers, upon signalling to its competitors about its willingness to focus on margin rather than market share. This implies that, SunPower should continue with its business strategy decisions, which have proven to mitigate the threat of new entrants and made it to continue thriving despite the new competition.
Congruence Model of Organizational Behaviour References
Capon, C. (2008). Understanding strategic management (2nd ed.). New York, NY: FT Prentice Hall.
Falletta, S. V. (2015). Organizational Diagnostic Models: A Review & Synthesis. New York, NY: Leader sphere, Inc.
Gregory, B. T., Armenakis, A. A., Moates, K., Albritton, M., & Harris, S. G. (2007). Achieving scientific rigor in organizational diagnosis: An application of the diagnostic funnel. Consulting Psychology Journal: Practice & Research, 59(2), 79-90. Retrieved from http://organized-change-consultancy.wikispaces.com/file/view/Diagnostic%20Funnel.pdf/113982643/Diagnostic%20Funnel.pdf
Ireland, R. D., Hoskisson, R., & Hitt, M. (2008). Understanding business strategy: Concepts and cases. New York, NY: Cengage Learning.
Jobber, D. (2007). Competition and marketing. In D. Jobber, Principles and Practice of Marketing (pp. 774-777). Mc Graw-Hill.
Lynch, R. (2008). Strategic management (6 ed.). New York, NY: FT Prentice Hall.
Nadler, D. A., & Tushman, M. L. (1980). A Model for Diagnosing Organizational Behavior. Organizational Dynamics, 9(2), 35-51. Retrieved on March 7, 2016 from EBSCO.
Rainer, R. K., & Turban, E. (2009). Introduction to Information Systems (2nd ed.). Hoboken, NJ: Wiley.
Rothaermel, F. T. (2012). Strategic management: Concepts and cases. New York, NY: McGraw-Hill/Irwin.
Sterman, J. (2010a). Eclipsing the competition: The solar PV industry simulation. Retrieved from http://forio.com/simulation/solar-test/index.htm#page=market_research
Sterman, J. (2011). Interactive web-based simulations for strategy and sustainability: The MIT sloan learning edge management flight simulators. MIT Sloan School of Management.
SunPower Corp. (2014). ETS supports clean energy with the installation of three SunPower solar systems: Expected to deliver $1.5 million in cost savings over 20 years. Retrieved from http://newsroom.sunpower.com/press-releases?item=122504
Thompson, J. A. (2010). Strategic management: Awareness & change (6th ed.). Cengage Learning .
Volberda, H. W., Morgan, R. E., Reinmoeller, P., Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2011). Strategic management: Competitiveness and globalisation (1st ed.). Cengage Learning.
Wyman, O. (2010). The Congruence Model A Roadmap for Understanding Organizational Performance. New York, NY: McGraw-Hill/Irwin.
International Business Strategy Subsidiary Case Order Instructions: Subject: International Business Strategy
International Business Strategy Subsidiary Case
Topic: Consider one successful foreign subsidiary case and investigate potential factors responsible for the successful results in an extension (1) institutional-based view and (2) resource-based view
Company and the essay should be UNIQUE/original !!
The term paper will be graded based on 8 key points: (1) demonstrated knowledge; (2) paper structure; (3) development & application of a conceptual framework; (4) in-depth interpretation & analysis of results; (5) clarity of arguments; (6) creativity/uniqueness/solid & thorough discussion; (7) clear implications of the study for scholars & practitioners; & (8) quality of references. ?
At least 13 references or more.
Structure of the essay:
Title
Abstract
Introduction
Background
Theory
Methodology
Evidence (The most valuable part)
Conclusion
International Business Strategy Subsidiary Case Sample Answer
Abstract
What are some of the factors that drive an organizations strategy in International Business in an institutional-based view and resource-based view? What are some of the factors that determine the success of these firms within the international boarders? These are some of the questions that this paper seeks to determine (Chan, pp. 625. 2005). Primarily, it is essential to consider that in conducting this study, the paper will employ two perspectives that are developed to address the intent of the study.
An institutional-based view points out to the fact that conditions within the institution have the capacity to determine the organizations performance and strategy to a larger extent. On the other hand, the resource based view exemplifies that the institutions specific differences can drive the organizations strategy and performance (Barrutia, & Echebarria, pp. 70. 2015) The study will lastly take a closer look at one of the foreign subsidiaries and determine the manner in which they have achieved success in their operations in line with the two concepts detailed.
Introduction
It is vital to consider the fact that the success of an organization wholly depends on an institutional based view. Institution in this case defines and describes the rules of the game. In carrying out business in the international markets, it is essential for organizations to cognition of the formal rules that include laws and the informal rules that determine the values that aid in governing the element of competition within the international market (Barrutia, & Echebarria, pp. 70. 2015). When organizations venture into foreign and international businesses within a different economy, it is essential to work within the institutional frameworks or in other words the formal and informal institutions that are developed within such economies with the aim of governing the individual and the organizations behavior in the country. Organizations that fail to undertake proper research into determining these elements within an international market are bound to fail in the process.
On the other hand, through a resource-based view, variables are constituted in the sense that while the institutional-based view primarily focuses on the externalities of the environment, the resource-based view takes a closer look at organizations internal resources and its capacity. This can be achieved through observations (Brotspies, & Sellani, pp. 5.2009). Considering the fact that there are some unattractive environments for businesses, organizations may either suffer or take an exit. This can be seen in an instance where the Soviet Union showed hostility towards the US during the period of the Cold War. During this period, PepsiCo carried out its business operations in this nation where most retailers had struggled in meeting up with the recession in this country, a factor that caused many organizations to drop out of this market.
Wal-Mart on the other hand has been viewed as raking in its profits every year with the company’s profits growing at a rate of 4% in 2013 and another 5%increase in 2014 (Brotspies, & Sellani, pp. 5.2009). This clearly raises an eyebrow in determining the manner in which these organizations thrive in highly un-attractive and hostile environments. However, it is essential to consider the fact that Wal-Mart and PepsiCo are likely to have certain unique and valuable firms-specific resources and capacities that may not be shared by their competitors in the same business environment.
Background
Wal-Mart Stores Inc. was developed in 1969, a factor that saw the organization engages in retail and wholesale operations in various forms in the world. The company is dedicated towards offering an assortment of merchandise and services that are fairly priced with its operations conducted in three primary segments that include Wal-Mart International, Wal-Mart US, and Sam’s Club respectively (Ghazzawi, Palladini, & Martinelli-Lee, pp. 13. 2014). Wal-Mart operates close to 50 stores in the United States, Puerto Rico and in Washington DC where it employs the digital retail system.
This company’s international segment is one that consists of operations that run in 26 other countries that are based outside the United States and that include other formats that are divided into the three primary categories (Ghazzawi, et.al.2014). Sam’s club under the umbrella of Wal-Mart consists of warehouse clubs that operates in 48 states both in the United States of America and other States.
Theory
Wal-Marts management team over the past years have been faced with the challenge of determining whether the companies same approach and strategy that was adopted can be utilized to maintain the company’s performance over the next decades. Over the last ten years, the company achieved a strong and constant growth in its sales and income. This is attributed to the fact that this company maintained a top position in the U.S retail industry and has turned out to be the largest retail entity in the world (Mårtensson, & Westerberg, pp. 5. 2016). Considering the maturity of the industry that is coupled with a powerful competition from other companies that are rivals to Wal-Mart, the company has been in a position of maintaining its performance. Taking a closer look at the company’s institutional view, it is essential to determine that through the Porters Five Forces gives a clear indication that competition between this company and its rivals remains one of the essential motivators in the industry that is driven by the aspect of price.
The resource-based view determines that Wal-Mart has achieved success in the implementation of strategy that involves the inclusion of low-cost in its products through an approach that inculcates cost efficiency within the organizations corporate culture, operations and management system (Mårtensson, & Westerberg, pp. 5. 2016). The company has also been a pioneer in the adaptation of technology that is directed towards streamlining the organizations supply chain that is developed to respond and understand the demands of the consumers. Wal-Mart has additionally developed strength in guarding its position in the market that has opened opportunities for the expansion of its business. It is essential to consider that Wal-Mart also faces threats in the industry, with this making the entity vulnerable to weakening its corporation in different regions. The organization has a strong financial strength that is backed by an effective management and operational skill that allows it to enter into different markets.
Methodology
It is essential to consider the fact that Wal-Marts expansion in international markets has generated profits for its stakeholders, a factor that has put the organization in a competitive position (Parnell, & Lester, pp. 14. 2008). In considering the success factors that have supported this organization to gain a competitive edge in the market, there is a need of diagnosing the organizations institutional aspects that includes the external environmental factors and the firms internal resource capacity
External Environment
In considering the organizations external environment, it is essential to take consideration of Porters five-force model that provides the organizations approach. The factors that need to be considered include:
Potential of New Entrants
The potential of new entrants in this company’s market is considerably low since the discount retail industry remains a highly competitive environment that requires big plays that compete for the market shares. Additionally, it is essential to consider the fact that price remains one of the key aspects of competition that has placed this company in the competitive edge (Hörisch, Johnson, & Schaltegger, pp. 765. 2015). Wal-Mart has also established a stronger supply network that has seen the company achieve superiority in its logistical and distribution system that is weaved through technological support system with an established brand name with a deep financial resource. On the other hand, Wal-Mart has been in a position to achieve a competitive edge in the market and success since the organization has a cost advantage over its rivals.
Substitutes:
The threats of substitutes are considerably low since the consumers have a choice to make purchases from this store. This is attributed to the fact that some of the small stores do not offer a wide range of products (Hörisch, et.al.2015). Wal-Marts online purchasing has also offered advantage to the shoppers by offering a substitute means. This has however resulted in a challenge since the shipping costs and the delays in shipping may fail to meet the needs of the consumers.
Industries Competition
The competition that the organization faces in the market is considerably high since this industry is mature in nature, with a few large competitors who are determined to dominate that market (Hicks, pp. 56. 2008). Price structure is one of the advantages that this company has achieved since the company has a favorable price structure that has enabled it to stay competitive in different markets.
Bargaining Power of the Suppliers
The bargaining power of the suppliers is considered as low since most of the company’s suppliers supply the company with a wide range of products. This has placed Wal-Mart of a strong negotiation position with its supply system that gives the organization flexibility in storing a wide range of products that meet the consumer’s needs (Hicks, pp. 56. 2008). The company also has the capacity to operate its transport and logistical networks without relying on the vendors.
Bargaining Power of the Buyers
The bargaining power of the buyers is considered as moderate since the organization is in a position to switch costs for the buyers. In most of the markets that this company has ventured into, the buyers are price-sensitive and are driven to buy the company’s products since they are fairly priced (Hicks, pp. 56. 2008). Product differentiation in this industry has also been low, a factor that has given this company an advantage in the market.
On the other hand, it is essential to note that this organization has managed to neutralize some of the political challenges that come from environmentalists, labor unions and other interest groups, with this giving the organization an advantage that favors its growth. Some of the factors that have enabled this company to be successful include its ability to maintain low costs by having effective and efficient operation, it ability to make bulk purchases from the vendors who are in a position to enjoy the discounts and the payment of low wages (Lund, pp. 237.2014). Additionally, the company has been in a position to create a differentiation in its products by stocking its shelves with a wide range of products and the convenience in location that enables the shoppers to get the products they need.
Internal Resources and Capability
It is essential to consider the fact that this companies corporate strategy that is directed towards improving its business functions as a low cost leader reflects the rationale for its existence. The company’s strategy has been effective and has helped in the achievement of its success. This can be depicted in its continuous growth in sales and revenues that has increased its net profits considerably (Ziesemer, pp. 193. 2013). Its net sales has over the time been increasing, a factor that has aided in the development of a strong balance sheet that has an ample cash balance. On the other hand, the company has been in a position to make a return on its investments and equity. The growth of Wal-Mart has been impacted by the expansion of its products and services including its geographical positioning.
Evidence
Some of the key factors that have aided this organization to achieve success in the market include the inclusion of low price structures and the offering of a wide range of products within convenient locations. Its capacity to reduce its costs is aligned to the external environment that has been embedded in the managements systems and within the organizations culture (Ellickson, Misra, & Nair, pp. 750. 2012). An instance of this can be seen in the company’s strategy to invest and successfully adapt to the introduction of technology in its supply chain and logistical systems, a factor that has made it one of the best system in the world.
The company’s strong brand name and reputation for the inclusion of a wide range of products and low prices is another aspect that has enabled Wal-Mart to achieve success in the industry (Clulow, Barry, & Gerstman, pp. 19.2007). Through the integration of technology, the organization has been in a position to manage its logistical system, a factor that has enabled the entity to develop a good relationship with the suppliers.
International Business Strategy Subsidiary Case Conclusion
An institutional-based view points out to the fact that conditions within the institution have the capacity to determine the organizations performance and strategy to a larger extent. On the other hand, the resource-based view exemplifies that the institutions specific differences can drive the organizations strategy and performance. It is vital to consider the fact that the success of an organization wholly depends on an institutional based view. Institution in this case defines and describes the rules of the game. In carrying out business in the international markets, it is essential for organizations to cognition of the formal rules that include laws and the informal rules that determine the values that aid in governing the element of competition within the international market.
International Business Strategy Subsidiary Case References
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Hörisch, J, Johnson, M, & Schaltegger, S 2015, ‘Implementation of Sustainability Management and Company Size: A Knowledge-Based View’, Business Strategy & The Environment (John Wiley & Sons, Inc), 24, 8, pp. 765-779, GreenFILE, EBSCOhost, viewed 11 March 2016.
Lund, J 2014, ‘Towards a more balanced view on the potentials of locally-based monitoring’, Biodiversity & Conservation, 23, 1, pp. 237-239, GreenFILE, EBSCOhost, viewed 11 March 2016.
Mårtensson, K, & Westerberg, K 2016, ‘Corporate Environmental Strategies towards Sustainable Development’, Business Strategy & The Environment (John Wiley & Sons, Inc), 25, 1, pp. 1-9, GreenFILE, EBSCOhost, viewed 11 March 2016.
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