Jaydeep Pancholi - Academia.edu (original) (raw)
Uploads
Papers by Jaydeep Pancholi
Enterprise: Concepts and Issues, 2016
Risk, security and health Presents a system for crowd management which integrates security with t... more Risk, security and health Presents a system for crowd management which integrates security with the other concerns for the health and safety for crowds, looking at the theories and practices of the management processes involved. The behaviours of crowds in situations of terrorism or disaster are unpredictable and, whilst traditional planning is initially used, a fixed plan only works when the crowd is compliant. This text highlights the complexity, the decisions under uncertainty and the long tail risks in order to successfully plan and maintain optimum safety. Structured into four sections (Risk, Management, Security and Health) with templates, explanation points and case studies throughout, each of the sections is written by global experts.
Enterprise and its Business Environment, 2016
Competition is what keeps organizations and industries alive. Harvard Business School Professor, ... more Competition is what keeps organizations and industries alive. Harvard Business School Professor, Michael Porter, was keen to understand the drivers of success in commercial organizations. His research indicated that industry structure mattered more than individual firm behaviour and his Five Forces model (1979) offers his explanation of the sources of competition at industry level. The model is based on the theory of determining the competitive intensity and attractiveness of a market. The five forces within the model include: competitive rivalry, threat of new entry, supplier power, buyer power, and threat of substitution. The model has been widely used by firms to analyse the external environment and specific external forces like competition, government policies, and social and cultural forces (Vining, 2011). Furthermore, to overcome such fierce competition created by the Five Forces model, and to ensure successful survival, Porter (1985) also introduced competitive strategies to ...
Heriot-Watt University, 2019
The strategy process of a firm has been identified as an important area in the field of strategic... more The strategy process of a firm has been identified as an important area in the field of strategic management. It has been argued that understanding the process of how strategy is generated and executed is vital for the success of firms; particularly for Multinational Corporations (MNCs) who are expanding into new regions, having to adapt their strategy process to address local demands. This has led to a growing interest on how the strategy process changes within turbulent geographical regions, such as conflict zones. Sharing the same operational region, Non-Governmental Organisations (NGOs) have been recognised as influential institutions but have been rarely considered. Hence, there was a need to understand how firms account for institutional pressures in their strategy process within a conflict context. Drawing on institutional theory, this study explores external organisational influences on firm strategy. This thesis reviews the theoretical concept of legitimacy and power to understand how NGOs can pass the firm legitimacy filter and influence firm strategic decision-making. In connection, it was necessary to comprehend which actors within NGOs possess an influential ability, developing the notion of agency. To gain a comprehensive perspective of NGO influence on the strategy process, the research design was based on a multilevel method of analysis. Three research questions were aligned with a macro, meso and micro perspective. Empirical data was collected from twenty-one semi-constructed interviews with senior managers in MNCs and NGOs. The context of study was based in the Middle East and North Africa (MENA) economic zone. This thesis provides a contribution to strategy process literature and institutional theory. Firstly, this study extends the strategy process literature to conflict zones providing a contextualised conceptual framework. The main implications recognised were feasibility indicators and an institutional rank of importance. Secondly, theoretical contributions have been made to sources of legitimacy, institutional control and embedded agency. NGOs gain legitimacy from 'institutional value' or 'interception', ultimately enforcing power by 'disturbing the bottom-line'. NGOs would need to impact the firm's financial flow or business operations. Two types of actors within NGOs can influence strategy: a specialist authoritative partner or a prominent micro actor.
Enterprise: Concepts and Issues, 2016
Risk, security and health Presents a system for crowd management which integrates security with t... more Risk, security and health Presents a system for crowd management which integrates security with the other concerns for the health and safety for crowds, looking at the theories and practices of the management processes involved. The behaviours of crowds in situations of terrorism or disaster are unpredictable and, whilst traditional planning is initially used, a fixed plan only works when the crowd is compliant. This text highlights the complexity, the decisions under uncertainty and the long tail risks in order to successfully plan and maintain optimum safety. Structured into four sections (Risk, Management, Security and Health) with templates, explanation points and case studies throughout, each of the sections is written by global experts.
Enterprise and its Business Environment, 2016
Competition is what keeps organizations and industries alive. Harvard Business School Professor, ... more Competition is what keeps organizations and industries alive. Harvard Business School Professor, Michael Porter, was keen to understand the drivers of success in commercial organizations. His research indicated that industry structure mattered more than individual firm behaviour and his Five Forces model (1979) offers his explanation of the sources of competition at industry level. The model is based on the theory of determining the competitive intensity and attractiveness of a market. The five forces within the model include: competitive rivalry, threat of new entry, supplier power, buyer power, and threat of substitution. The model has been widely used by firms to analyse the external environment and specific external forces like competition, government policies, and social and cultural forces (Vining, 2011). Furthermore, to overcome such fierce competition created by the Five Forces model, and to ensure successful survival, Porter (1985) also introduced competitive strategies to ...
Heriot-Watt University, 2019
The strategy process of a firm has been identified as an important area in the field of strategic... more The strategy process of a firm has been identified as an important area in the field of strategic management. It has been argued that understanding the process of how strategy is generated and executed is vital for the success of firms; particularly for Multinational Corporations (MNCs) who are expanding into new regions, having to adapt their strategy process to address local demands. This has led to a growing interest on how the strategy process changes within turbulent geographical regions, such as conflict zones. Sharing the same operational region, Non-Governmental Organisations (NGOs) have been recognised as influential institutions but have been rarely considered. Hence, there was a need to understand how firms account for institutional pressures in their strategy process within a conflict context. Drawing on institutional theory, this study explores external organisational influences on firm strategy. This thesis reviews the theoretical concept of legitimacy and power to understand how NGOs can pass the firm legitimacy filter and influence firm strategic decision-making. In connection, it was necessary to comprehend which actors within NGOs possess an influential ability, developing the notion of agency. To gain a comprehensive perspective of NGO influence on the strategy process, the research design was based on a multilevel method of analysis. Three research questions were aligned with a macro, meso and micro perspective. Empirical data was collected from twenty-one semi-constructed interviews with senior managers in MNCs and NGOs. The context of study was based in the Middle East and North Africa (MENA) economic zone. This thesis provides a contribution to strategy process literature and institutional theory. Firstly, this study extends the strategy process literature to conflict zones providing a contextualised conceptual framework. The main implications recognised were feasibility indicators and an institutional rank of importance. Secondly, theoretical contributions have been made to sources of legitimacy, institutional control and embedded agency. NGOs gain legitimacy from 'institutional value' or 'interception', ultimately enforcing power by 'disturbing the bottom-line'. NGOs would need to impact the firm's financial flow or business operations. Two types of actors within NGOs can influence strategy: a specialist authoritative partner or a prominent micro actor.