Conversely, portfolio analysis is conducted at market level by evaluating the performance of a portfolio of stocks. Additionally, the purpose of portfolio analysis is to improve investments whereas SWOT analysis is used to enhance the performance of a business. Moreover, SWOT analysis are obtained through both quantitative and qualitative data and relies heavily on assumptions. On the other hand, portfolio analysis is strictly based on quantitative (financial and economic) data. Finally, SWOT analysis is mainly useful for generating strategic ideas for business growth and is used by most firms whereas portfolio analysis is only useful to businesses that own stock and have their own investments in other firms.
Research approach can be categorized into quantitative and qualitative research (Yates, 2004; Creswell, 2009). For this study, both quantitative and qualitative approaches were adopted. The adoption of each of the approaches in any research process come along with their limitations; therefore biases inherent in any of the methods could nullify or neutralize the biases of other methods (Hurmerinta – Peltomaki & Nummela, 2006). Usually, quantitative research conducts a deductive approach to the relationship between theory and research which focus on testing of theory (Bryman & Bell, 2011; Yin, 2008). Conversely, qualitative research emphasizes the words rather than quantification with data.
I believe that the primary objective of all business organizations is to achieve considerable competitive advantage in face of competitors. Grant (2010) attributes the role of resources and capabilities as the pillar for strategy to two variables. Firstly, instability of firms’ industry environments, therefore resources and capabilities are seen as a securer factor in formulating strategy. Secondly, competitive advantage is the main source of profitability rather than industry attractiveness. Grant (2010) also mention that Competitive advantage can be the result of cost advantage which depends on the process technology , size of plants and access to low-cost inputs, while differentiation advantage comes from the brand, product technology and
Seaward organization arrangement gets down to business as a standout amongst the most reasonable activities that can control maturing business people to monstrous advantages. The way that consolidating such an organization is entirely simple means the eagerness. You simply need to search through the conceivable countries that can be your base and support the sort of business you have at the top of the priority
This type of structure combines the departments seen in functional structures with project teams. In this employees work across other projects and teams as well as within their own department. The matrix brings together employees by function as well as
The combination of resources and capabilities are significant because if one firm has the knowledge of an opportunity and implements a strategy, others witness and implement the same strategy. Without a solid understanding of how important combining the resources and capabilities of a firm, the group of competitors soon have the same idea, resources, and purpose which takes away the competitive advantage one had previously. Barney, J. (1991). Firm resources and sustained competitive advantage.
The teams are made up of employees from different departments but are from the same hierarchical level. They are from the different work areas but they are with the same objective of achieving the common goals. It is an effective way and means of allowing the members of different departments of the same organization or among the different organizations. This type of teams helps in exchange of ideas and views among the members of the different departments. This improves the working conditions, with the exchange of new ideas.
Both of these models focuses on the improvement of the managerial effectiveness by providing tools and suggesting organizational structures. Bureaucratic management is mostly use in government associated organizations, while on the other hand scientific management is an aspect of manufacturing operations. In Bureaucratic management there is the existence of hierarchy specialization and also it includes formal processes. Specialization are groups of individuals who work in a specific areas which may include but not limited to finance and manufacturing. In bureaucratic management, the term hierarchy refers to layers of management and formal processes which are used to refer on how companies are organized.
Case in point, dynamic sites, bookkeeping data frameworks, finance frameworks and stock administration frameworks depend on inward databases as a compartment to store and deal with their information. Numerous product improve-ment firms today are creating and delivering DBMS frameworks that cost between zero dollars if there should arise an occurrence of free and open-source DBMSs, and a huge number of dollars in the event of exclusive DBMSs. Specifically, every DBMS is por-trayed by an arrangement of assorted utili-tarian and non-practical components and specs each having their favorable circum-stances and detriments. One of which is exe-cution which decides how quick a DBMS can process and execute inquiries. Paper displays a near study from an execution viewpoint between five distinctive DBMSs accessible today available.
Freeman (1984) in his book Strategic Management, states that the stakeholder approach provided the foundation for the stakeholder theory which was later used by other researcher. The basic proposition of the stakeholder approach is that the firm’s success is dependent upon the successful management of all the relationships that a firm has with its stakeholders. Jensen and Meckling (1976) argued that when viewed as such, the conventional view that the success of the firm is dependent solely upon maximizing shareholders’ wealth is not appropriate because the entity is perceived to be a nexus of explicit and implicit contracts between the firm and its various stakeholders. Clarkson (1995) in his study on corporate social performance concluded that it was unavoidable to distinguish between stakeholder and social issues that is, issue that concern more stakeholder groups. These issues may not necessarily be but quite possibly, be the same concern of the society.