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Qeis Kamran - One of the best experts on this subject based on the ideXlab platform.

  • Conceptualizing Complexity as the Sixth Competitive Force that Shapes Strategy in Complex and Turbulent Environments
    2014
    Co-Authors: Qeis Kamran
    Abstract:

    Only a good model of regulator can give an adequate response in a complex environment and situation, which requires a complex response and organizational structure to maintain stability. In the next part the reader learns about the sixth Competitive Force that combines diverse sets of problems and phenomenon and makes the strategist understand and cope with the Force of complexity via pro-control steering of organizational and environmental success potentials.The author has constructed the Sixth Force Model based on the proven Theorem of Conant-Ashby. This work is a contribution to the field of strategic management by the power of the sciences of cybernetics, bionics and complexity.

  • Complexity the Sixth Competitive Force that Shapes Strategy: A Cybernetics Approach to “Porter’s Five Forces Model” in Turbulent and Complex Environments
    2013
    Co-Authors: Qeis Kamran
    Abstract:

    Complexity is the “Sixth Competitive Force” that shapes strategy in turbulent environments. This work delivers a response to the vital challenges that have shaken the pillars of the most powerful institutions of our time. Not only have the crises disrupted diverse industries, but above all they have paid a visit to challenge the most powerful Doyen of strategy, namely Michael Porter’s cofounded consultancy firm “The Monitor Group”. Thus, the strategic challenges of the future will be fought beyond the boundaries of industry-in views and mere economic dimensions of organizations realities. Masquerading deep rooted systemic flaws as other crises as they actually are, prescribing linear remedies to the dynamics of the upcoming waves of the future, and designing strategies based on the data of the past, whereupon the contemporary organizations are navigated, is as asking the driver to drive forward based on the rearview-mirror. Admitted, this is a bit exaggerated example should give the reader the notion that the essential issues, which the current work addresses are from a holistic perspective. The work examines the Porterian doctrine since the inception of the field of Competitive advantage by the Nester among strategists Michael Porter. The author’s analysis and observations reveal that the Porterian mindset is although correct views, namely the economics lens and the industry-in lens, whereupon organizational realities can be observed and coped with, but they represent a partial view and therefore are not suited adequately to the strategic foresight and the strategic tools and models needed to steer the organizations in the century of complexity. In addition, the author examines another vital strategic dogma, namely the Chandlerian doctrine of “structure follows strategy” (Chandler, 1962), however as the reader will be able to observe, the author is able to establish an enhancement and new view of the structure vs. strategy debate and to the Chandlers observations. The author claims that “structure is strategy”, thus it is within the dimensions of structure the cognitive processes are constructed, and so do human beings. The author’s main work is based on giving Competitive strategy a fundamental scientific pillar with the power of the sciences of cybernetics and its ancestor sciences, namely the sciences of bionic and complexity. The work establishes the notion that strategy via the lenses of cybernetics can cope with the turbulences of the future and thereby the strategist is able to design a viable strategy, thus strategy’s first dimension is the organizations’ survivability and profits, which are the results of good strategy come second.

  • complexity the sixth Competitive Force that shapes strategy a cybernetics approach to porter s five Forces model in turbulent and complex environments
    2013
    Co-Authors: Qeis Kamran
    Abstract:

    Complexity is the “Sixth Competitive Force” that shapes strategy in turbulent environments. This work delivers a response to the vital challenges that have shaken the pillars of the most powerful institutions of our time. Not only have the crises disrupted diverse industries, but above all they have paid a visit to challenge the most powerful Doyen of strategy, namely Michael Porter’s cofounded consultancy firm “The Monitor Group”. Thus, the strategic challenges of the future will be fought beyond the boundaries of industry-in views and mere economic dimensions of organizations realities. Masquerading deep rooted systemic flaws as other crises as they actually are, prescribing linear remedies to the dynamics of the upcoming waves of the future, and designing strategies based on the data of the past, whereupon the contemporary organizations are navigated, is as asking the driver to drive forward based on the rearview-mirror. Admitted, this is a bit exaggerated example should give the reader the notion that the essential issues, which the current work addresses are from a holistic perspective. The work examines the Porterian doctrine since the inception of the field of Competitive advantage by the Nester among strategists Michael Porter. The author’s analysis and observations reveal that the Porterian mindset is although correct views, namely the economics lens and the industry-in lens, whereupon organizational realities can be observed and coped with, but they represent a partial view and therefore are not suited adequately to the strategic foresight and the strategic tools and models needed to steer the organizations in the century of complexity. In addition, the author examines another vital strategic dogma, namely the Chandlerian doctrine of “structure follows strategy” (Chandler, 1962), however as the reader will be able to observe, the author is able to establish an enhancement and new view of the structure vs. strategy debate and to the Chandlers observations. The author claims that “structure is strategy”, thus it is within the dimensions of structure the cognitive processes are constructed, and so do human beings. The author’s main work is based on giving Competitive strategy a fundamental scientific pillar with the power of the sciences of cybernetics and its ancestor sciences, namely the sciences of bionic and complexity. The work establishes the notion that strategy via the lenses of cybernetics can cope with the turbulences of the future and thereby the strategist is able to design a viable strategy, thus strategy’s first dimension is the organizations’ survivability and profits, which are the results of good strategy come second.

  • complexity the 6th Competitive Force that shapes management strategy a cybernetic approach to porter s five Forces that shapes industry strategy in turbulent and complex environments
    2012
    Co-Authors: Qeis Kamran
    Abstract:

    The core pillars of the job of the strategist have shifted. This changed has not occurred because of the foresightedness or farsightedness of the strategist’s shaping our business’ wisdom and fundamentals, but because of the lack of the strategist’s understanding of doing his job. The job of the strategists must be reinvented and redefined. The cracks, which are being more and more visible in the world of business’ functioning’s are threatening our cardhouses, we so dearly cherish as stable business’ structures from the meta layer but moreover from its very core structure. Its high time that a long due revision has to be made to our fundamentals of strategic thinking and mindset, then the occurring crises, which we are asked to accept as a business as usual endeavor and occurrence, is ought not to be found in the dictionary of the grand organizational strategist. The purpose of the paper is to embark on a journey in Competitive strategy and revisit Porter’s five Forces strategy model. The author will introduce a cybernetic approach to Porter’s model and coin the 6th Force that shapes management strategy.

Cao Lian-zhong - One of the best experts on this subject based on the ideXlab platform.

  • Research On Tertiary Cord Competitive Force from the Perspectire of Knowlege Management
    Journal of Shanxi Normal University, 2006
    Co-Authors: Cao Lian-zhong
    Abstract:

    Coral Competitive Force as a comprehensive strength to ensure the sustainable development and main tain permanent Competitive advantage determines the future existence and development of a university.From the perspective of knowledge management,the coral Competitive Force of a university mainly consists of coral system of knowledge and skills,coral products,resources and culture.It is characteristic of disparity,overflowing,creativity and user-friendliness.In order to cultivate the competive Force,it is imperative to form knowledge-management point of view,constrcut learning models,improve the ability to manage knowledge and better the information system of knowledge management at universities.

L I Guofang - One of the best experts on this subject based on the ideXlab platform.

  • study on ways to improve female undergraduates employment Competitive Force
    Journal of Shenyang College of Education, 2009
    Co-Authors: L I Guofang
    Abstract:

    Based on female undergraduates themselves,effective ways to promote employment Competitive Force are elaborated and analyzed.It is pointed out that female undergraduates should establish self-esteem,self-confidence,self-reliance and self-improvement ideas and maintain good psychological states;pay attention to the career planning of four-year university;form correct concepts of choosing occupation and master the employment market information;well know themselves and make the best of their advantages and enhance their own cultivation of quality and ability to win in the employment market.

Li Guo-fang - One of the best experts on this subject based on the ideXlab platform.

  • Study on Ways to Improve Female Undergraduates’Employment Competitive Force
    Journal of Shenyang College of Education, 2009
    Co-Authors: Li Guo-fang
    Abstract:

    Based on female undergraduates themselves,effective ways to promote employment Competitive Force are elaborated and analyzed.It is pointed out that female undergraduates should establish self-esteem,self-confidence,self-reliance and self-improvement ideas and maintain good psychological states;pay attention to the career planning of four-year university;form correct concepts of choosing occupation and master the employment market information;well know themselves and make the best of their advantages and enhance their own cultivation of quality and ability to win in the employment market.

Lei Jun - One of the best experts on this subject based on the ideXlab platform.