IndustrialDynamicsandMarket CompetitorAnalysisinaGlobalContext KeyConcepts Dynamics Industry Competition GlobalisationKnowledge Analysis Internet OverviewoftheBlock TheoriesofIndustrialDynamismandIndustryAnalysisTheoriesofCompetitionandImplicationsforStrategiesofInternationalFirmsInternationalMarketKnowledgeTheInternet TheConceptofIndustrialDynamics IndustrialOrganisation IO EconomicsTheS C PmodelPorter sFiveForcesTheoriesofCompetitionPerfectcompetitionIndependenceandcompetitiverivalryResource AdvantageTheoryCompetitiveDynamicsCompetitionisevolutionaryFirmstrategiesaredisequilibriumprovoking cf Schumpeter screativedestruction ThePlayers ThefocalindustryCustomers industry industriesSuppliers industry industriesTheenvironmentastheplayingfield TheRoleofICTinChangingtheRulesoftheGame ICTengineeredcompetitors newentrantsICTasastrategictoolICTaschainfacilitatorsUpstreamDownstream Migatronic TheRollingCase TestingTheory PracticefitCharacteristicsofMigatronic sindustryNatureanddegreeofcompetitivedynamicsAppropriatnessoftheS C PmodelStrategicOrientationofMigatronicKnowledgeAcquisitionandManagementPossibleroleofICTAlternativebusinessdevelopmentstrategiesforMigatronic SomeKeyConcept Theories DynamicCompetitionDynamicEfficiencyCompetence basedtheoryResource basetheoryAlternativeapproachestobusinessknowledgemanagement EastandWest ICTandInternationalBusinessManagement Competence basedTheory TheConceptofCoreCompetenceDynamicsofFirmcompetenceCreatingcompetenceLeveragingcompetenceRenewingcompetenceTheconceptoforganisationalcapabilities StrategicImplicationsoftheCompetence basedTheory EnvironmentalscanningIdentifyingopportunitiesandthreatsAchievingstrategicfitManagementForesightProactivestrategies TeachingMethods LecturesReadingAssignmentsWorkshopMiniproject InternationalMarketAnalysis AimsandApproaches AimsInsightintoalternativeapproachestointernationalmarketknowledgegenerationanddisseminationAwarenessofproblemsandsolutionstomarketanalysisImproveskillsinundertakingmarketanalysisApproacheslecturesanddiscussionsExercisesSeminar jointlearning MarketAnalysisandOrganisationalViewoftheEnvironment ObjectivelyanalyzableCannotbeinfluencedRoutineanalysis formaldata interpretationwithintraditionalboundariesPassiveresponsesCanbeinfluencedDiscovering formalsearch surveysetc ActivedetectionandresponsebehaviourSelfconstructed NotobjectivelyanalyzableCannotbeinfluencedInterpretationbasedoninformaldata hunches rumourResponsesguidedbychance opportunitiesCanbeinfluencedEnacting experimentation testing coercion innovation learningbydoing AssumptionsUnderlyingKnowledgeAcquisition ThewesternperspectiveKnowledgeisacquired notcreatedRationalismExistenceofabsolutetruththatcanbededucedfromlogical rationalreasoningEmpiricismKnowledgeisbestderivedfromempiricalsensoryexperience evidence inductiveapproachtoknowledgeacquisition Attemptsatsynthesis ImplicationsforMarketKnowledgeAcquisition ObjectiveviewofthemarketenvironmentAnalyticalsyntheticapproachtomarketanalysisSelectivefocuson relevant knowledgeSeparationofanalystfromtheuserofknowledgeEmphasisonexplicitknowledgeCodificationinmodelsandreports Theasianperspective OnenessofpersonandtheenvironmentOnenessofbodyandmindImplicationsCreationofknowledgethroughinteractionEnactmentoftheenvironmentHolistic non fragmentary viewofknowledgeEmphasisontacitknowledgeHolisticcommitmenttobreakawayfromthepastCreatingandmanagingchange ThreeTypesofProductiveOrganisationalLearning Singlelooplearning negativefeedback firstorderlearning Instrumentallearning learningtodothesamethingbetter efficiencyDoesnotchallengetheunderlyingassumptionsoftasksChangeonlyactionparametersUnderlyingassumptionsThereisarightanswerInvestigationswillrevealthisanswerAnswercanbesuccessfullyappliedtothegivensituation DoublelooplearningLearningtodothingsdifferently effectivenessUnderlyingassumptionsTherearemanyrightanswersEmployeeshavethecreativecapacitytofindtherightanswersLearningwhiledoingMultipleLoopLearning Learningtolearn Combiningsingleanddoublelooplearning TypesofMarketingIntelligence OffensiveMarketIntelligenceMarketopportunityanalysisDefensiveMarketIntelligenceMarketmonitoringtoavoidsurprisesInformationoncurrentandpotentialcompetitors eg verticalintegrationofcustomers MarketIntelligenceforInternalManagementPerfomanceappraisaltoolInformationonperformanceoftheindustryandkeycompetitors TheEmicandEticDebate Emic Inside Out ProsKnowledgeofcompanyobjective decisionmakingprocedures cultureAssesstocompanydatabaseanddatapreferencesGreatercommitmentConsRoutinisedbehaviour single looplearning Etic Outside In ProsGreaterchancesfornovelideas triggeringorganisationalchangeConsIrrelevantdata maybecostlytocollectDatamaybecollectedtolegitimisetopmanagementdecision StudyingtheCompany Espousedtheoriesvs Theories in useOrganisationalmindsetCorerigiditiesandroutinizedbehaviourResearcher ManagementRelationshipTheissueoftrustHiddenagendaofTopManagement RespondentSelection RespondentsasrepresentativeofanorganizationSpeakfortheorganisationorunitRespondentsasprivateind