Strategic Management - Article Reviews (4)

Review Set 1 Review and Critique of the interest Articles: How to Thrive in peeved Markets by Donald Sull (2009) Are Managers ancient? by Thomas M. Hout (1999) What is Strategy? by Michael E. Porter (2000) Knowledge-Worker productivity: The Biggest Challenge by Peter F. Drucker (1999) Strategic Management Professor Smith Eugene Bogart 01/26/2012 Article review and critique: How to Thrive in Turbulent Markets by Donald Sull (2009) Synopsis: In the term How to Thrive in Turbulent Markets by Donald Sull (2009), the author discusses the similarities between the duties required by direction and the matchups between boxers. Managers and the complex market in which they do business are compared to the uncertainty of a boxing match. A few examples touched upon by the article include the dot com bubble burst, the terrorist attacks, and concern about global warming. All of these issues came as a surprise to our economy, just as a left-hand(a) hook from Muhammad Ali might surprise an opponent. The article also states that a company must have operational agility, much uniform their example of a Brazilian brewing company, who kept be low in anticipation of market competition.

The article keep by saying a company must be standardized a boxer and be able to seduce a punch that is to be able to withstand a loss or setback and still have the persona to prevail. The report also gives details about how to have two economical agility and absorption as a company. Likes: I enjoyed this article because the ways the author uses to compare boxing and management seem very understandable. For a company to float like a butterfly, sting like a bee, the article tells us that a companys ability to consistently target and capture business opportunities more quickly than its rivals do (pg. 80). The article also makes this connection towards corporate absorptions. In score for a company to take a licking and keep on ticking... If you want to get a full essay, order it on our website: Ordercustompaper.com

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