Impacts of Rapid Economic Development in Dubai and Abu Dhabi

The rapid rates of economic development and urbanization in Dubai and Abu Dhabi have attracted international attention in the last two decades. The two cities have attained recognition as major hubs for tourism, investment and market for various goods and services.Advertising We will write a custom research paper sample on Impacts of Rapid Economic Development in Dubai and Abu Dhabi specifically for you for only $16.05 $11/page Learn More Their growth in industry and real estate sectors has attracted foreign populations from various parts of the world. Despite this, the two cities face major social and environmental challenges. In this section, some of the major environmental challenges will be outlined. Environmental impacts The process of providing clean and safe water for domestic and industrial use has emerged as the main problem facing Dubai and Abu Dhabi (Kassler 2009). Specifically, Dubai’s situation seems to be worse than that of Abu Dhabi . Dubai’s location on the Persian Gulf provides access to a large mass of water, but lack of desalination plants makes it difficult to purify the seawater (Murad, Al Nuaimi Al Hammadi 2010). The presence of high population and industries makes it difficult to use the seawater because some heated sludge and domestic wastes enter the sea (Saunders, Al Zahed Paterson 2007). This requires a lot of energy to desalinate the seawater, but the competition with industries for electric power has made it difficult to provide adequate and continuous supply of desalinated water (Fox, Mourtada-Sabbah Al Mutawa 2012). For instance, studies have shown that Dubai desalinates about three billion bottles of water per day, but the backup is minimal. Dubai receives about four days of water every weak, which means that the industries and population spend three days without water every week (Kassler 2009). In addition, the rapid growth of population and industries Dubai and Abu Dhabi have caused massive accumulation of waste. In case of Dubai, the location close to the Gulf means that much of the waste is deposited into the sea (Al-Katheeri 2008). Studies have shown that this phenomenon has caused an increase in the Gulf’s salinity levels from 32,000 parts per trillion in 1980 to about 47,000 parts per trillion in 2010 (UNEP 2011).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Social and economic problems The influx of foreign population in Dubai and Abu Dhabi and the development of these cities into international tourist centres have affected the social system. For instance, foreign workers have taken the largest share of employment opportunities in all industries. Secondly, most firms working in the cities are foreign, which means that they are there to exploit the economic opportunities. In addition, locals have fewer opportunities to start their firms because the competition is too high and the regulations seem to favour large corporations. Noteworthy, these firms are foreign corporate, especially those from developed world such as the US, Europe and South East Asia. Thirdly, the influx of tourists and foreigners in the two cities, especially in Dubai, has a social impact. For instance, Dubai has set aside areas for recreation that are not affected by Islamic culture and traditions. These include areas set aside for alcohol consumption and nightclubs. The Islamic culture and law in the UAE prohibits such behaviour, but the two Emirates have been forced to bend their laws slightly â€Å"to accommodate† tourism for the sake of economic growth and development. As more tourist destinations open up in the two cities, there is some probability that the foreign cultures and behaviours will affect the local culture. References Al-Katheeri, ES, 2008, â€Å"Towards the establishment of water management in Abu Dhabi Emirate. Water Resource s Management†, vol. 22, no. 2, pp. 205-215. Fox, JW, Mourtada-Sabbah, N Al Mutawa, M 2012, Globalization and the Gulf, Routledge, London. Kassler, P, 2009, Environmental issues for the Gulf: oil, water and sustainable development, Royal Institute of International Affairs Middle East Programme in association with Division of Research and Studies, Crown Prince Court, Abu DhabiAdvertising We will write a custom research paper sample on Impacts of Rapid Economic Development in Dubai and Abu Dhabi specifically for you for only $16.05 $11/page Learn More Murad, AA., Al Nuaimi, H Al Hammadi, M, 2010, â€Å"Comprehensive assessment of water resources in the United Arab Emirates (UAE)†, Water Resources Management, vol. 21, no. 9, pp. 1449-1463. Saunders, JE, Al Zahed, KM Paterson, DM, 2007, â€Å"The impact of organic pollution on the macrobenthic fauna of Dubai Creek (UAE),† Marine Pollution Bulletin vol. 54, no. 1, pp. 1715-1723. UNEP, 2 011, The state of the marine environment: regional assessments, UNEP/GPA, Nairobi This research paper on Impacts of Rapid Economic Development in Dubai and Abu Dhabi was written and submitted by user Amel1a to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

A Brief History of the Clarinet

A Brief History of the Clarinet Most musical instruments evolve into their present form so gradually over many centuries that it is hard to pinpoint a date they were invented. This is not the case with the clarinet, a tube-shaped single-reed instrument with a bell-shaped end.  Although the clarinet has seen a series of improvements over the last few hundred years, its invention in around 1690 by Johann Christoph Denner, of Nuremburg, Germany, produced an instrument very similar to the one we know today. The Invention Although Denner based the clarinet  on an earlier instrument called the chalumeau, his new instrument made such important changes that it really could not be called an evolution. With the help of his son, Jacob, Denner added two finger keys to a chalumeau- which at the time looked much like a modern day recorder, though with a single-reed mouthpiece. The addition of two keys might sound like a small improvement, but it made an enormous difference by increasing the musical range of the instrument more than two octaves. Denner also created a better mouthpiece and improved the bell shape at the end of the instrument.   The name of the new instrument was coined shortly thereafter, and although there are different theories about the name, most likely it was named because its sound from a distance was somewhat similar to an early form of trumpet. (Clarinetto is an Italian word for little trumpet.)   The new clarinet with its improved range and interesting sound quickly replaced the chalumeau in orchestral arrangements. Mozart (d. 1791) wrote several pieces for the clarinet, and by the time of Beethovens prime years (1800 to 1820), the clarinet was a standard instrument in all orchestras.   Further Improvements Over time, the clarinet saw the addition of additional keys that improved the range and airtight pads that improved its playability. In 1812, Iwan Muller created a new type of keypad covered in leather or fish bladder skin. This was a great improvement over felt pads, which leaked air. With this improvement, makers found it possible to increase the number of holes and keys on the instrument.   In 1843, the clarinet was further improved when Klose adapted the Boehm flute key system to the clarinet. The Boehm  system added a series of rings and axles that made fingering easier which greatly helped, given the wide tonal range of the instrument.   The Clarinet Today The soprano clarinet is one of the most versatile instruments in modern musical performance, and parts for it are included in classical orchestra pieces, orchestra band compositions, and jazz pieces. It is made in several different keys, including B-flat, E-flat, and A, and it is not uncommon for large orchestras to have all three. It is even sometimes heard in rock music. Sly and the Family Stone, the Beatles, Pink Floyd, Aerosmith, Tom Waits, and Radiohead are some of the acts that have included the clarinet in recordings.   The modern clarinet entered its most famous period during the big-band jazz era of the 1940s. Eventually, the mellower sound and easier fingering of the saxophone replaced the clarinet in some compositions, but even today, a great many jazz bands feature at least one clarinet. The clarinet has also helped to inspire the invention of other instruments, such as the flutophone. Famous Clarinet Players Some clarinet players are names many of us know, either as professionals or well-known amateurs. Among the names you might recognize:   Benny GoodmanArty ShawWoody HermanBob WilburWoody Allen

The Rise of Fascism and Japanese Imperialism Essay

The Rise of Fascism and Japanese Imperialism - Essay Example The three primary factors were: Japanese militant imperialism, the failure of the League of Nations, and Nazi Germany’s inability to abide by their own treaties. America tried to avoid being directly involved with the military, by assuring its military neutrality at several conferences and through arms deals. Despite America’s proposed neutrality, it did certainly favor its old allies from the days of the First World War, and oppose the spread of fascism. It thus attempted to aid its allies through arms deals such as the lend-lease act, which would provide American made military machinery of various sorts to the British for free in the short term, supposedly expecting repayment in the long term (Brinkley 243). America thus tried to avoid getting directly involved with the conflict while still providing its allies with the materials necessary to win it themselves. America’s attempts to avoid conflict were foiled by several factors, the most notable of which was Ja panese imperialism. The United States and Japan both had significant pacific colonies, with the United States holding Hawaii and the Philippines while Japan had a series of pacific islands. This brought the two nations into conflict, and all but assured that Japan’s imperial aims would eventually come up against American land claims. This conflict led to the proximate cause of America entering the Second World War, the Japanese attack on Pearl Harbor. Because of the alliance between Japan and Germany, the attack had to be considered an act of both parties, and the United States was thus directly thrust into the Second World War. Though Japanese imperialism was a proximate cause that directly led to the United States entering the conflict, there were several other factors that would have all but guaranteed that the United States would have eventually had to get involved regardless. One of these was Germany’s lack of honesty and integrity when dealing at peace conference s, especially the Munich conference. At this conference, a European line in the sand was drawn, indicating that Germany’s actions up to that point, such as annexing Austria or Czechoslovakia would be accepted (in part because those, especially Austria, were already in Germany’s sphere of influence and at least partly culturally German). Germany’s technically illegal expansion of its army was also legitimized, in large part because allies had begun to realize how unreasonably harsh their victory conditions after WWI were. The conference also indicated, however, that Germany would not continue future territorial expansions such as invading France or Poland. Germany agreed to this plan, then relatively quickly afterwards, built up their military and invaded Poland. This indicated that Germany’s peace promises could not be trusted, which means that the United States would never feel assured of its safety. The failure of the League of Nations also guaranteed a n eventually entry into the conflict by the United States. The League of Nations was a group proposed by Woodrow Wilson at the close of the First World War as a mechanism to stop future wars: it would be a place both for diplomatic discussions and have military power to engage in defense actions, forcing an armed truce amongst all

Database Systems Concepts Essay Example | Topics and Well Written Essays - 750 words - 1

Database Systems Concepts - Essay Example An operating system should aim for two things: It should manage input and output devices, and it should control, supervise and empower (which each have separate sub-goals and are sometimes in conflict) users as well as administrators and people connected on the network to use the hardware to run software. Efficiency helps these goals because it reduces lag in input and output and because it reduces the overhead of the OS thus allowing people to run more programs and run them with less slowdown and issues. However, it is unquestionable that DOS would be far more efficient than Windows 7. Assume for a moment that a DOS-like text-only input with no or few visual input systems could run every element of modern software. Most consumers would still prefer not to spend their time mucking about in command prompts unless it's absolutely necessary. Similarly, Linux users often get better machine-specific functionality by compiling their own kernel, but for most users, â€Å"good enough† is better because an OS like Windows designed to run on the lowest common denominator takes more of their time. Very few people like to struggle with computers: They want to quickly install the OS and get to work on what they're doing. Their time is valuable either to them or to their organization, and so it's actually inefficient to waste their time with OS â€Å"efficiency†. User friendliness is one of the keys to the success of Macintosh. Many experienced PS users smart at Macs because they feel that they are being too constrained, but they are often lifetime computer users. Many people don't have the temperament or interest. â€Å"Efficiency† in the form of less graphical displays and overhead is wasteful for these customers because that overhead gives them a better, more pleasurable and more efficient experience. Power consumption is another area where OS overhead could be acceptable. Controlling for power does cost computational time, but it also saves customers money. On laptops in particular, having power management tools, which are an additional process running and thus introduce inefficiencies and bloat as well as risks of system failure in terms of power consumption software errors, are worth it because they allow users more time with their laptops. Allocational tools can also introduce temporary overhead, but if customers are intending to run dozens of programs, as most are, having smart allocation is an investment that pays off. In fact, many OS tools are basically investments with short-term inefficiencies that lead to long-term computational efficiency. Drivers with video cards, for example, clearly cost some degree of computational time and lead to bloat (and anyone who has struggled with failing drivers or Direct X compatibility issues knows that errors in these arenas can be catastrophic), but they allow the usage of additional RAM devoted to graphical elements which is necessary to run most modern games or modeling software. O ne of the more controversial elements of system overhead is security. In essence, many OS designs don't trust their end user to be safe. Firewalls with highly restrictive settings, anti-viruses that are hard to get rid of, built in anti-spyware, permissions management systems... these improve security, with some risk of exploitation (since every security measure can also be a security loophole), for the lowest common denominator user with little skill

Critical paper , essay on a quote Example | Topics and Well Written Essays - 1250 words

Critical paper , on a quote - Essay Example (Adler, P. S. and Winograd, T. A, 55-67) Behrens seems to have influenced Kahn's design for th Ford Highland Park factory. In France, Auguste Choisy, Auguste Perret, and Tony Garnier revolted against th eclecticism of nineteenth-century architectural practice, proposing instead to apply classical geometry and clarity to th new building materials so as to achieve structural coherence. French architects were th world pioneers in th use of reinforced concrete made with cement--a new compound patented in 1824 and industrially produced after 1845. Othr similar ideas, trends, and suggestions to follow th new spirit of technology and engineering were also emerging elsewhere in Europe at this time. One could argue that it was not surprising that thse radical avant-garde modernists would engage in colorful rhetoric so as to liberate thmselves from th chains of tradition, bolster thir creativity, and attract attention, but thre was much more than creative thirst or rhetorical fluff in modernism. Th avant-garde modernists not only gl orified th beauty of industry and th mechanical in thir writings and architectural works but also endorsed and used th new scientific methods of labor management and organization originally developed in th United States at th turn of th century. Th similarities between th techniques used by th scientific managers and by th avant-garde modernists are stunning--and troubling. (Adler, P. S. and Winograd, T. A, 55-67) Explanation European modernism did not arrive at an entirely novel approach to architecture and design until th 1920s, with th Bauhaus in Germany, Constructivism in th Soviet Union, Rationalism in Italy, and Purism in France. It was at this point that European architects made thir revolutionary reinterpretation of scientific management in aesthtic terms. Walter Gropius, th founder of th Bauhaus school of art and architecture in Germany, was a firm believer in scientific management methods and became one of th most influential architects of th twentieth century. He wished to formulate a new thory of architecture and to develop "practical designs for present-day goods" that could be mass-produced. As director, Gropius managed to attract a dream team of artists to th school, including Mies van der Rohe, Kandinsky, and Klee, among othrs. He and his colleagues designed industrial and no industrial buildings, decorated interiors, and collaborated with many German manufacturing firms on product design. (Adler, P. S. and Winograd, T. A, 55-67) As a result of German influence, th Russian arts and crafts movement had been toying with th artistic possibilities of mass production since th turn of th century. While th Bolshevik Revolution spurred a myriad of competing avant-garde artistic movements, Constructivism quickly gained sway over its alternatives, absorbing such important artistic trends as Product ional Art, Projectionist, and Rationalism. Th First Working Group of Constructivists was created in 1921 within th Institute of Artistic Culture. Th institute's role was to study th practical aspects of artistic activity in production. Engineers lectured thre regularly. (Baber, 66-78) Th constructivists proposed th ideals of th "artist-constructor" and th

The Resource Based View Analysis

The Resource Based View Analysis This report reviews empirical studies of the resource-based view (RBV) and examines the benefits and limitations of RBV as the best strategy route in the developing a firms strategy. By having a clear and focused strategic intent, it mobilises an organisation towards achieving the desire position. Through analysing its internal and external environment using the resource based view and Porters industry analysis respectively, firm would be able to achieve sustainable competitive advantage. The key to a resource based view is through an understanding the relationships between resources, capabilities, competitive advantage, and economic rent. The RBV identified characteristics of advantage-creating resources such as value, rarity, imitability and Organisation (Clulow et al, 2007; Barney, 1991). In contrast, porters industry analysis focuses on lower cost and product differentiation in achieving sustainable competitive advantage. Despite the conflicting issues, the resource based view has examined issues and new directions that will help to clarify the value and boundaries of the RBV by integrating with Porters industry analysis. Porters framework and the RBV of the firm basically perceived the primary role of strategy as achieving a unique competitive advantage (Hax A. C. and Wilde II D. L., 2003). Thus, both frameworks can complement each other as they emphasise in different dimensions of strategy (Hax A. C. and Wilde II D. L., 2003). (200 Words) Introduction The resource based view of the firm (RBV) is one of the contemporary strategic management concepts to develop a firms strategy. The primary objective of this report is to accept or reject the contention that resource-based view analysis (RBV) has a strong relationship with firms performance in achieving a sustainable competitive advantage. This report reviews the literature on competitive advantage and firm performance. It is divided into five main components. The first section summarizes the literature on competitive advantage from two viewpoints, the Resource Based View (RBV) and Porters Industry Analysis (IA). The second section discusses on the strengths of the RBV in reviews with the literature on strategic intent, threshold resources, capabilities, competitive advantage, core competencies, sustainable competitive advantage and VRIO. The third section illustrates Porters IA in reviews with cost, differentiation, and market focus. The fourth section deliberates the criticisms of the RBV and illustrates how researchers have or have not overcome some of these boundaries. The fifth section is a review of an integration of the RBV and Porters IA in the proposed model of core competencies, competitive advantage and firm performance (Chabert J. M., 1998) (185 Words) The Resource Based View of the Firm Thompson et Al (2010) point out that RBVÂ  [1]Â  uses a companys VRIOÂ  [2]Â  strengths and competitive capabilities to deliver value to customers in way that rivals find it difficult to match. The RBV emphasises the internal capabilities of the organisation in formulating strategy to achieve a SCAÂ  [3]Â  in its markets and industries (Henry, 2008). It holds that firms can earn sustainable abnormal returns if and only they have superior resources and those resources are protected by some form of isolating mechanism preventing their diffusion throughout industry (Value Based Management.net, 2011). The Resourced Based View Assumptions The RBV of firms is based on two main assumptions involved resource diversity and resource immobility (Barney, 1991; Mata et al, 1995). According to Mata et al. (1995), resource diversity concerns whether different firms possess bundles of different resources and capabilities; while resource immobility refers to a resource is difficult to obtain by competitors because it is inelastic in supply or costly. These two assumptions can be used to determine whether an organisation is able to create a SCA by providing a framework for determining whether a process or technology provides a real advantage over the marketplace (Brown, 2007). Thus, the RBV tends to focus on the types of resources and the characteristics of these resources that make them strategically important, the dynamic capability perspective which focuses on how these resources need to change over time to maintain their market relevance (Powell, 2007). The RBV as the best strategy route in developing a firms strategy Today managers are moving manufacturing offshore to lower costs of labour, rationalising product lines to capture global scale economies, instituting quality circles and just in time production, and adopting Japanese human resource practices. It was believed that the application of concepts like strategic fit (between resources and opportunities), generic strategies (low cost, differentiation and market focus) and the strategy hierarchy (goals, strategies, and tactics) have often aided the process of CAÂ  [4]Â  (Hamel and Prahalad 1989; Andrews, 1971). Most companies have approached competitor analysis that focuses on the existing resources like human, technical and financial of present competitors. Whereas, the only threat those companies aware are those with the resources to erode margins and market share in the future. There are few Japanese companies possessed RBV, manufacturing volume or technical competence of U.S. and European leaders. For instance, Canons first halting step s in reprographics business looked pitifully small compared with the $4 billion Xerox powerhouse (Hamel and Prahalad 1989). Strategic Intent Strategic intent envisions a desired leadership position and establishes the criterion the organisation will use to chart its progress where Komatsu set out to encircle Caterpillar. The concept emphasises an active management process that involved focusing the organisations attention on the essence of winning, motivating people by communicating the value of the target, leaving rooms for individual and team contributions, sustaining enthusiasms by providing new operational definitions as circumstances change and using intent consistently to guide resource allocations (Hamel and Prahalad, 1989). Strategic intent captures the essence of winning. For example, the Apollo program where landing a man on the moon ahead of the Soviets was as competitively focused as Komatsus drive against Caterpillar. It is stable over time, in order to challenge global leadership; one of the most critical tasks is to lengthen the organisations attention span. It provides consistency to short term action, which leaving a room for reinterpretation as new opportunities emerge (Hamel and Prahalad, 1989). A firm is said to have a CA when the firm can produce more economically and higher customer satisfaction, and thus enjoy superior performance relative to its competitors (Barney, 1991; Peteraf, 1993). Whereas, Porter (1985) defined CA as the ability to earn returns on investment consistently above the average for the industry by focusing on the companys external competitive environment and how they position themselves against that structure (Halawi L. A., Aronson J. E, and McCarthy R. V., 2005). In contrast, the RBV of strategy points not to industry structure but to the unique cluster of RCÂ  [5]Â  that each organisation possesses (Henry, 2008; Collis and Montgomery 1995; Stalk et al, 1992). Firms Outperform and Maintain Competitive Advantage The Benefits of RBV RBV is best applied for the kind of assessment of a firms existing resource portfolio discussed by Barney (2001) or when exploiting the firms stock of resources to move into new product markets, as in the tradition of Penrose (1959) (Sheehan and Foss, 2007). There are two fundamental reasons for making the RC of the firm the foundation for its strategy. First, it provides the basic direction for a firms strategy and second, they are the primary source of profit for the firm. The RBV perceives the value derived from management skills, information capabilities, and administrative processes can also be regarded as scarce factors able to generate economic rents (Sheehan and Foss, 2007). The concept of a dynamic capability was developed to explain why some firms have been able to outperform their competitors over long periods of time and despite significant changes in the marketplace (Teece et al, 1997). Firms as bundle of Resources Threshold resources are defined as the unique combination of assets and capabilities within a firm that enable firms to develop and implement strategies to meet customers minimum requirements and to improve its overall performance (Scholes J. G., and Whittington, R., 2008). It can be classified as either tangible or intangible resources. Tangible resources refer to the physical assets that a firm possesses and can be characterised as physical resources. In order to add value, these physical resources must be capable to respond to marketplace changes. Intangible resources comprise of human and organisational capitals. It may be embedded in routines and practices that have developed over time within the organisation (Henry, 2008). It includes knowledge based economy, the tacit knowledge and specialist skills of many employees which are difficult for competitors to imitate (Henry, 2008). Nonaka and Takeuchi (1995) differentiate between knowledge that can be seen as tacit and explicit. An explicit knowledge or knowing about is shown through communication that can be readily transferred therefore it requires some form of protection like copyright. Whereas, tacit knowledge or know how cannot be codified and it is revealed through its application and acquired through practices such as beliefs and perspectives (Henry, 2008). RBV and Organisational learning The RBV stresses the significance of developing and enhancing those resources that are distinctive, in particular, distinctive capabilities (Olavarrieta and Ellinger, 1997). Ten3 Business e-Coach (2001) defined capabilities as the capacity for a set of resources to interactively perform a business process. Capabilities, are the type of resources that is a source to SCA because they are based on organisational routines and processes, which are socially complex, knowledge-based (explicit and tacit) and difficult to observe and imitate. A firm is able to possess dynamic and operational capabilities, where dynamic capabilities are defined as those processes that allowed the firm to change its resource base in some ways to meet the differences in strategic and competitive challenges (Zubac et al, 2010; Helfat et al, 2007). The concept of a dynamic capability was developed to explain why some firms have been able to outperform their competitors over long periods of time and despite significant changes in the marketplace (Teece et al, 1997). It is specific and identifiable processes involved conceptualisation, product development, strategic decision making and alliancing (Eisenhardt and Martin, 2000, p. 1105). Conversely, operational capability is the firms capacity to combine, assemble and deploy the firms assets using pre-determined activities, routines, processes and the skills of its employees to make products and services that are a source of potential profits to the firm available to its customers (Spanos and Lioukas, 2001). However a firm will usually focus on certain capabilities consistent with its strategy such as if a firm is pursuing a differentiation strategy, they would focus on new product development, whereas a firm which adopting low cost strategy would focus on improving manufacturing process efficiency (Henry, 2008). Capabilities, however, are not built in short term basis, they are dependent on a firms personnel, its knowledge and understanding of the marketplace and customers requirements and operations (Olavarrieta and Ellinger, 1997). The Competitive Advantage of RBV Competitive advantages and disadvantages in resources are equivalent to strengths and weaknesses respectively, which stimulate cost and differentiation advantages or disadvantages in competitive product markets (Valentin K. E., 2001). An understanding of industry structure guides managers toward productive possibilities for strategic action, which may include positioning the company to be better cope with the current competitive forces, anticipating and exploiting shifts in the forces, and shaping the balance of forces to create a new industry structure that is more favourable to the company (Porter, 2008). The CA gained by these key intangible assets and capabilities is then reflected in superior performance of the firm in financial terms such as higher profits, increased sales or market share (Clulow et al, 2007; Hunt and Morgan, 1995; Collis and Montgomery, 1995; Fahy, 2002; Wilcox-King and Zeithaml, 2001). The Competencies of an Organisations Henry (2008) evaluated competency as the internal capabilities that firms require in order to be able to compete in the marketplace. In addition, Zubac et al (2010) defined CCÂ  [6]Â  as the collective learning of individual members within the firm and their ability to work across organisational boundaries. Prahalad and Hamel (1990, p. 82) stated that: The skills that together constitute core competence must coalesce around individuals whose efforts are not so narrowly focused that they cannot recognise the opportunities for blending their functional expertise with those of others in new and interesting ways. Thus, a CC or strategic capability can be thought as a collection of features that a firm possesses which enable them to achieve CA. Honda and BMW are examples of the organisations that have achieved CC in a way they configure their value chain respectively (Henry, 2008). RBV and Sources of Sustainable Competitive Advantage (SCA) Barney (1991) suggested that there can be heterogeneity or firm-level differences among firms that allow some of them to SCA. Ten3 Business e-Coach (2001) describes SCA as the continued benefit when an organisation is implementing a value-creating strategy that is not being implemented by current or potential competitors and when these competitors are unable to imitate the benefits of this strategy. Therefore, the RBV emphasises strategic choice, changing the management of the firm with the important task of identifying, developing and deploying key resources to maximise returns (Powell, 2007). Bharadwaj et al. propose a framework of SCA for a firm is derived from the assets and capabilities of the firm. The extent of the service firms SCA is basically determined by the degree of imitability inherent in the firms resources. Kerin et al (1992) presented an integrative framework of the literature on first mover advantage, suggesting that the realisation of SCA, through market pioneering, is contingent on the resources that a firm possesses (Olavarrieta and Ellinger, 1997). Strategic resources and Superior performances As a source of CA, RC must have four attributes which is VRIO in order to outperform others. A resource must be valuable as it enables the firm to conceive or implement strategies that improve its efficiency and effectiveness through lower costs and incline of revenue (Ecofine, 2010). Substitutability refers that there must be no strategically equivalent valuable resources that can be exploited to implement the same strategies (12manage, 2008). For instance, Wal-Mart sells most of the same merchandise as its major competitors, but the effectiveness and innovation of its logistics system ensures that it is the market leader in its field. Wal-Marts valuable and imitability point-of-purchase inventory control systems and cross-docking distribution plants have resulted in competitive advantage relative to its major US competitor, K-Mart (Olavarrieta and Ellinger, 1997; Barney, 1995). Porters Framework Porters Industry Analysis There are three sources that is irreproducible such as market structure that limits entry, a companys history which by definition will require time to replicate and tacitness in relationships refers to the routines and behaviours which cannot be imitate since the organisations themselves are unsure how they work (Henry, A., 2008). Porters mentioned that there are only two generic studies to compete either through low cost or product differentiation that lead to superior performance (Hax A. C. and Wilde II D. L., 2003). To assist managers in understanding, improving, and implementing a low cost or differentiation strategy, Porter (1985) developed the value chain framework; it is a generic activity template that is used to decompose the firm into the individual activities it undertakes to create value for the customer (Sheehan and Foss, 2007). Economies of Scale Cost leadership is achieved through the aggressive pursuit of economies of scale, product and process simplification, and significant product market share that allows companies to exploit experience and learning effects (Hax A. C. and Wilde II D. L., 2003). Dell being one of the organisation are protected by scale economies in their direct-sales method, efficient lean-manufacturing approach, expertise in logistics and supply-chain management. Hence, these capabilities provide it with CA and which its competitive rivals have found difficult to imitate (Henry, 2008). Differentiation and Core Competencies A differentiation demand for creating a product that customer perceives as highly valuable and unique (Hax A. C. and Wilde II D. L., 2003). The first-mover advantage refers to firms which benefit from the learning and experience they acquire as a result of being first in the marketplace like Toyota has achieved CC in the production of petrol-and-electric hybrid cars (Henry, 2008). Hence, a CC should provide access to a wide variety of markets, make significant contribution to perceived customer benefits of the end products and difficult to imitate. Honda is one of the organisations that focuses on the technical excellence of 4-cycle engines, have enabled it to leverage its CC to compete in markets from motorcycles to automobiles to a broad range of gasoline-engine products (Grant, M. R., 2001). Market focus Strategy can be viewed as building defences against the competitive forces or finding a position in the industry where forces are weakest. For instance, Paccar, a firm with heavy-truck market, has chosen to focus on one group of customers that is owner-operators. They have customised every single part of the value chain to work well with the forces in its segment. Thus, Paccar has earned a long-run return on equity above 20 % (Porter, 2008). Criticisms RBV Implications The RBV of the firm is a contemporary theory that provides insights on both strategic and organizational issues. An often-recurring critique on the RBV is that its core logic contains circular reasoning in the specification of the relationship between rents and resources (Truijens, 2003). Foss (2000) argued that the VRIO attributes in the RBV that valuable and rare resources can be sources of SCA is tautological. RBV has little attention on the important issues of how resources can develop and change over time. Likewise, the dynamic role played by individuals within organisations is often assumed to be self-evident and therefore seldom addressed (Henry, 2008). Another critique is that it is not sufficient clear in the RBV on how resources contribute to firm-level value creation and that operationalisation is therefore difficult (Sheehan and Foss, 2007; Priem and Butler, 2001) The RBV emphasises on the role of human capital in the creation of CA, which at the same time caused issues for accountants in terms of total business and intangible asset valuation (Toms, 2010). Accountants similarly are concerned with controls which prevent misappropriation of resources that ultimately are shareholders property. Thus, a theory of value also needs to be one of accountability (Toms, 2010). Conclusion Activity drivers and resources share many similarities, both resources and drivers influence a firms cost and differentiation position, and both need managerial involvement in the sense that drivers must be made controllable, while resources must be organized (Sheehan and Foss, 2007). Although these frameworks have often been presented as conflicting views; they can contribute greatly to the development of a strong business strategy. Since they emphasised different dimensions of strategy, they can complement each other. By integrating these frameworks, it enables activity-based view solves implementation issues that are unresolved when using the RBV (Sheehan and Foss, 2007; Barney and Arikan, 2001). It enhances many of the individual weaknesses of the two views. The activity-based view is weak in its assumptions about factor markets, which would be addressed by the RBV (Sheehan and Foss, 2007; Teng and Cummings, 2002). Thus, Porters industry analysis remains crucial and the choice should not be seen as one of either but rather one of complementarity. (2371 Words)

Cuban Cuisine :: Cuban Food

Cuban Cuisine Cuban cuisine has been influenced by Spanish, French, African, Arabic, Chinese, and Portuguese cultures. Traditional Cuban cooking is primarily peasant cuisine that has little concern with measurements, order and timing. Most of the food is sauteed or slow-cooked over a low flame. Very little is deep-fried and there are no heavy or creamy sauces. Most Cuban cooking relies on a few basic spices, such as garlic, cumin, oregano, and bay laurel leaves. Many dishes use a sofrito as their basis. The sofrito consists of onion, green pepper, garlic, oregano, and ground pepper quick-fried in olive oil. The sofrito is what gives the food its flavor. It is used when cooking black beans, stews, many meat dishes, and tomato-based sauces. Meats and poultry are usually marinated in citrus juices, such as lime or sour orange juices, and then roasted over low heat until the meat is tender and literally falling off the bone. Another common staple to the Cuban diet are root vegetables such as yuca, malanga, and boniato, which are found in most Latin markets. These vegetables are flavored with a marinade, called mojo, which includes hot olive oil, lemon juice, sliced raw onions, garlic, cumin, and little water. A typical Cuban breakfast consists of a tostada and cafe con leche. The tostada is a portion of Cuban bread which is buttered then toasted on an electric grill. The cafe con leche is a combination of strong, espresso coffee with warm milk. Cubans break the tostada into pieces, then dunk them into the cafe con leche, as Americans would dunk their doughnuts into their coffee. Additionally, some may eat ham croquetas, smoky creamed ham shaped in finger rolls, lightly breaded, and then fried. For those on the run, with no time or desire to eat, a shot of cafe cubano, Cuban coffee, will revive the dead. Lunch consists of empanadas, chicken or meat turnovers, or cuban sandwiches. The sandwich could be a media noche (midnight sandwich), consisting of a slice of pork, ham, and swiss cheese and then topped with pickles and mustard on sweetened egg bread. The pan con bistec is a thin slice of palomilla steak on Cuban bread garnished with lettuce, tomatoes, and fried potato sticks. One may also order a side of mariquitas, thinly sliced plantain chips, to accompany their hearty sandwich.