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What is the relationship between the national culture and the commitment to organisational culture? Examining the correlation between organisational culture, innovation, creativity and the likelihood of the successful implementation of ideas? Is managerial behaviour imperative in the development of trust and belongingness for the facilitation of information sharing in the organisation? An examination of employee perception of women’s adoption of stereotypically male leadership styles in traditionally male dominated organisational positions in the 21 century 2.3.10.
The aim of this guide is to assist in selecting business & management dissertation topics and to provide practical advice on how to go about writing a dissertation.
Business dissertations incorporate numerous topics covering various aspects of business studies.
A case study of the Chrysler and Daimler Benz merger 2.5.10.
Can firm strategy be adapted to contextual external environment while simultaneously remaining internally consistent? An investigation into how push and pull factors combined to motivate Tesco to adapt an internationalisation strategy 2.6.2.
In difficult economic times how can leadership redefine organisational processes and leverage institutional and outside knowledge more effectively? Can the success of 3M be attributed to a leadership philosophy to create an organisation equipped with the capabilities to continuously innovate, learn and renew? The changing nature of leadership: Why humility and courage are two frequently cited words in relation to leadership in the 21 century? Goal setting: Are people more likely to perform relative to a goal if it is consistent with personal values and standards or will bring recognition or improved reputation? An investigation into managerial measurement indicators for employee job satisfaction and the ability of the organisation to meet employee needs 2.3.3.
What are the advantages and disadvantages of management tendency to attract and recruit people based on characteristics similar to established organisational patterns of behaviour or culture? The correlation between organisational culture and firm performance: Does firm focus on building strong organisational culture outperform comparative firms lacking these characteristics? An examination of ethical behaviour, the counter-norms and accepted practices developed by organisations: The reasons why individuals knowingly commit unethical actions 2.3.6.How does organisational approach to innovation and corporate entrepreneurship training interventions impact employee performance? The impact of entrepreneurial characteristics on firm performance: Uncovering the characteristics of strategic entrepreneurship on the performance of Nigerian SMEs 2.8.7.The exploration and exploitation of knowledge management and intrapreneurship and the linkage with competitive dynamics. An assessment of leadership role in fostering organisational cultural components for enhancing innovation in the Malaysian public sector 2.8.9.A case study of social enterprise development in South Africa 2.8.4.An explanation of organisational drivers of innovation and entrepreneurship: Exploring entrepreneurial innovation in the Chinese private sector 2.8.5.An examination of the origin and nature of the management strategy influencing people to regularly communicate through networking sites. Does the strategic difference between and e Bay amount to the handling of physical goods with accepted ownership and “virtual” products without accepted ownership? Is adaptive thinking the starting point of effective management strategy formulation for harmonious co-alignment between the corporation and the operating environment? Are “resource-based” strategies dependent on the governance structure within which a firm can leverage its resources? Is the ability to take a holistic perspective of the organisation and its environment the primary ingredient of strategic thinking and formulation? Analysing hyper-competitiveness in contemporary business environments: Does hyper-competitiveness render determining systematic strategic direction for enterprises impossible? Assessing considerations of stakeholder objectives in the strategic business process and how this varies between different cultures 2.5.9.Can planned, opportunistic or forced decisions really be considered as strategy?The case of AOL customer services outsource to India 2.6.10.Identifying the drivers of Chinese business leader’s strategy for expansion into Africa.Should corporations place greater emphasis on corporate diplomacy and increase negotiation skills investment for executives operating in the current volatile business environment? An examination of the significance of corporate value chain structure and core business activity on management decision to adopt an International framework Agreement? An assessment of FDI flows in difficult economic times: Why have FDI flows to developing and transitional economies remained more resilient than to developed economies? Does geographical proximity of the host to the domestic country of investors reduce informational and managerial uncertainty? An examination of the methods employed by countries to enhance international competitiveness for FDI: A case study of Sub-Saharan Africa 2.4.10.How does the characteristic of the organisation’s host country providing FDI impact the probability of the recipient country benefiting or losing from FDI opportunities? An assessment of regional strategic management in the fast food restaurant industry: The global operations of Mc Donalds in the US, Europe, Asia-Pacific, Middle East and Africa 2.5.2.