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Show moreIt has been well documented that over 50% of all mergers and acquisitions (M and A) fail. Despite a multitude of studies by M and A researchers, failure rates have not significantly changed for several decades. As such, the complex behavior of mergers, acquisitions, and their failure remains largely unexplained. Some researchers believe that the emerging field of complexity science may be the key to unlocking the secrets of M and A success. Complexity science, as applied to organizations, asserts that the simple interactions between managers can result in the complex behavior of the management team, specifically in its ability to address organizational change. In fact, companies that consistently beat the odds, such as Cisco and GE Capital, focus on developing high performance M and A management teams. The purpose of the proposed study is to explore the correlation between manager interactions and management team behavior toward organizational change in successfully merged or acquired firms.
Doctorate of Management Programs
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Show moreExisting literature on financial reporting practices within the first wave of regulation- the Interstate Commerce Commission may have its historical roots in the work of Charles Francis Adams Jr., and his fellow Commissioners contained within the financial reporting requirements established through state regulation in the Annual Reports of the Board of Railroad Commissioners in The Commonwealth of Massachusetts 1870 - 1913. In addition, the regulatory environment and the scope of railway activities found within the afore-mentioned reports may throw light on the question of what forces converted the simply recording technology of the Italian merchants of the fourteenth and fifteenth centuries into the highly-developed sophisticated field of accounting of the twentieth century. The approach of this initial study is narrative as it is to systematically explore and analyze the content within the Annual Reports of the Massachusetts Railway Commission from 1870 to 1913; these reports may represent a major historical root of today’s practice of corporate financial reporting. In accounting, as in other fields, knowledge of the past provides a prologue to understanding contemporary matters.
Doctorate of Management Programs
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Show moreBusiness strategists seek to create a sustainable competitive advantage so that their organizations thrive. Yet in industry after industry the corporate graveyards are lined with companies that once led an industry and were subsequently ousted by smaller, nimbler competitors or new entrants. The long list of failed organizations underscores the challenge to the notion of sustainability. Clearly competitive advantage is subject to constant erosion, and companies seeking a sustainable competitive advantage may be chasing an illusory goal. To thrive, companies must learn to adapt their skills, resources and experience and transform them into renewable competitive advantages that are commensurate with the demands of their changing market environment. Strategic renewal is an ongoing journey in which organizations break free from the constraints inherent in their current trajectory (Volberda, Baden-Fuller, and van den Bosch, 2001). The organizational transformations inherent in such a strategic renewal journey are best understood by examining theories in strategy, learning, and intentional change. Striving to connect these multi-disciplinary perspectives is one potential contribution from this research. Discerning if relentless addiction to learning can continually renew an organization’s competitive advantage is a vital question for business leaders and inspires this research.
Doctorate of Management Programs
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Show moreGlobal mindset and openness to change by upper echelon healthcare executives are positioned in this research proposal as prerequisites for competitive responses to a paradigmatic shift in the provision of healthcare worldwide. The proposal addresses a gap in the health care management literature evidenced by a deficit of empirical research pertaining to the relationships among global trade, health and health services and responds to a call for more, and more specific, cross-cultural studies that provide practical implications for international management. Motivated by prior research indicating the pivotal role of top manager’s world views and attitudes on institutional responses to globalization, the paper outlines a prospective qualitative inquiry into the understandings of healthcare executives in four countries (the U.S. and three Asian markets) relative to cross-border trade as a threat or opportunity and their interpretations of institutional global capacities and global potential as reflected in strategy, mission and identity.
Doctorate of Management Programs
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