An assessment of the implications of societal perceptions of corporate influence in determining governmental decision-making processes. Can Governments effectively prevent the formulation of monopolies and curb unfair practices of large corporations. An assessment of Obama’s health care reforms: Are intentions to drive down healthcare costs for corporations and government, whilst protecting the profits of insurance companies a viable strategy? In practice does the public good transcend the rights of individuals and firms to seek profit without regard to societal consequences? Is CSR is too vague and indeterminate for the corporation to truly fulfil the criteria it demands and make an effectual contribution to the community of its operations? Creating shared value: How can corporate policies and practices enhance company competitiveness and simultaneously advance community social and economic conditions? Does government maintenance of a high level of integrity and transparency correlate with creating an auspicious environment for private sector growth and investment? Do organisations need to concentrate on distinguishing leadership from management in order to achieve effective overall corporate strategies? An evaluation of the Latern model as an integrated, systematic approach to organisational and successful leadership development 2.2.3.
Does organisational leadership provide the functions of leadership to an organisationally beneficial degree than that of individual charismatic leadership on its own? How does the micro and macro perspective of leadership provide insight into effective leadership characteristics required to sustain competitiveness on a continuous basis? Is the development of a common language for team leadership and leadership amongst directors and managers the answer for enhanced teamwork on an organisational-wide basis? An examination of the impact of organisational culture on leadership decision for organisational reinvention: The case of Nokia 2.2.7.
A project management perspective on capabilities to deliver M&A projects on budget, to timescale and on expected synergies 2.7.7.
Change management, project management and intervention: A study of Banco Santander internationalisation banking ventures 2.7.8.
Can planned, opportunistic or forced decisions really be considered as strategy?
A case study of the Chrysler and Daimler Benz merger 2.5.10.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.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.How does offshore outsourcing of customer services affect customer satisfaction?The case of AOL customer services outsource to India 2.6.10.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.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 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.Globalisation, e-strategies and performance: How can organisations develop a successful social media strategy in the international business environment? Examining entry strategies of foreign companies in the Indian Android smartphone market. Determinants of multinational corporations’ choice of entry modes and formation of alliances: The Sri Lankan experience 2.6.5.Business dissertations incorporate numerous topics covering various aspects of business studies.Typically, writing a business dissertation involves questions such as how to report the features of the design and how to adequately report research results.