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This paper analyses Cleopatra VII, Queen of Egypt from a modern leadership perspective in the historical context. Cleopatra's leadership behaviour is analysed through the lens of modern leadership practice. First her key leadership challenges are described: career management, managing Egypt's joint venture with Rome, moving her country from loss to profit; and ensuring her own succession. Her behaviour in meeting those challenges is then analysed to see which and to what extent she used particular leadership competencies: Vision and Strategy Development, Overcoming Internal Competition, Leveraging Difference, Generating Positive Change, Stakeholder Management, Building and Maintaining a Network. Cleopatra was strongest in leveraging her difference as a woman and weakest in building and maintaining a network. Modern women can learn from Cleopatra's strengths and weaknesses in order to avoid pitfalls and follow those behaviours that fit today's organizational challenges. [ABSTRACT FROM AUTHOR]

Manufacturing enterprises are now moving towards open architectures for integrating their activities with those of their suppliers and customers within wide supply chain networks. Traditional knowledge engineering approaches with large scale or very large scale knowledge bases are not suited for such widely distributed systems. Agent-based technology provides a natural way for resolving this problem. This paper presents a multi agent intelligent architecture for modeling manufacturing enterprises so as to integrate design, planning, scheduling, simulation, execution, material supply, and marketing services into a distributed intelligent open environment. This paper proposes a multi-agent intelligent enterprise resource planning (MAIERP) system that uses the characteristics and capabilities of software agents to achieve enterprise wide integration. A software agent is a self-contained, autonomous software unit that performs assigned tasks from the human user and interacts/communicates with other applications and other software agents in different platforms to complete the tasks. Four types of intelligent software agents (interface agents, coordinating agents, planning agents, executions agents) are examined and argued in the proposed MAIERP system architecture. We demonstrate how the proposed MAIERP system takes advantage of existing information systems among various functional areas to achieve the system integration of available enterprise resource planning (ERP) systems, while avoiding numerous problems encountered during a typical ERP implementation. [ABSTRACT FROM AUTHOR]

This paper describes the development of strategic alliance research as it relates to successful outcomes and interorganizational growth. According to the author, the link between growth and individual orientations, key decision leaders' attitudes, environmental factors and public policy has been established by analyzing the Strategic Alliance Research Group (SARG) data sets. The SARG project is an informal alliance of researchers in several countries, nine of which are featured in this paper. The author uses a combination of reviews of significant articles and empirical findings from the SARG project to explore the current situation and to identify research opportunities. The author uses micro level research but supplements it with a macro level view of industry-wide and regional alliances that facilitate the growth of small and medium-sized firms.

A chapter from the workbook "The Business Plan Workbook: The Definitive Guide to Researching, Writing Up and Presenting a Winning Plan" 6th edition is presented. It discusses the benefits of preparing a business plan such as the allowing of making mistakes on paper before starting the business, the determining of financial requirements and the imparting of confidence on the business person. It highlights the case study of the business plan prepared for the lifestyle site Live4now.com.

Chapter 9 of the book "Corporate Truth: The Limits to Transparency," by Adrian Henriques is presented. It deals with the development surrounding the telecommunications company. It provides information on how these technologies are being developed. It focuses on the improvement of telecommunication technologies by various companies. It offers information on the controversies surrounding these companies.

This paper juxtaposes well-known and all pervasive challenges facing the management of multinational business enterprises today and the solutions developed by Genghis Khan to meet analogous challenges 700 years ago. Genghis Khan together with his children and grandchildren conquered and controlled much of the known world. What lessons does Genghis Khan offer to multinationals? The answer is found in the scope of the actions undertaken to meet the challenges facing the creation and sustainability of the Mongolian Empire. The challenges ranged from issues of communication and coordination to the issues of leadership. With continuous adaptation, Genghis Khan found innovative solutions to these challenges through the design of his organizations and the processes for the management of his Empire. [ABSTRACT FROM AUTHOR]

Chapter 10 of the book "Opening a Restaurant or Other Food Business Starter Kit: How to Prepare a Restaurant Business Plan and Feasibility Study," by Sharon Fullen, is presented. It offers ways on how to write business plans after research and accounting. Restaurateurs are advised to start with the easiest parts first, to try writing in long hand, and to write in a natural voice. It also includes tips to cope up with the natural anxiety when writing an important paper.

According to the author, diversification strategy is one of the most important strategic challenges facing top executives. This paper explores the different research paths in the literature of diversification strategy and provides arguments as to what each one holds for advancing theory development. The first path reviews conceptual and theoretical developments of diversification strategy with the intent to offer insight on where the literature has been and how it has evolved. The next two paths build upon this review, offering a discussion of how some current thinking is emerging. The last path offers some sketches for where fruitful contributions may exist in future research. Overall, the author hopes to provide a research agenda that challenges traditional theories and compels new thinking that will enrich our understanding of this important strategic topic.

This paper explores the intrinsic economic value of "corporate reputations." These are favorable perceptions of a company shaped by four key resource-holders: employees, customers, investors, and communities. According to the author, securing attractive perceptions of a company from these resource providers is crucial if a company is to build and sustain a competitive advantage in the marketplace. Reputations matter because they create value. The author suggests that reputational markets can therefore be characterized as "winner-take-all" environments in which exaggerated rewards accrue to companies that develop even marginally better reputations than their rivals. In building a definition of corporate reputation, the author explores how economists, strategists, sociologists, marketers, and organization theorists view corporate reputations. The author concludes with three key issues that appear to dominate current research in corporate reputation: measuring reputations, valuing reputations, and causality.

This paper proposes a positive interpretation of transaction cost theory (TCT) and explores the roles of entrepreneurship and trust. The author presents a critique of TCT that offers a reappraisal of the theory's basic assumptions and postulates in order to reveal its previously neglected positive and humanistic side. The author's aim is to reorient TCT and show that (1) it is possible to embrace the central views of the theory and thus preserve the predictive ability of TCT while (2) weakening and even dispensing with the negative and emotive connotations of terms such as opportunism and asset specificity. The author's analysis shows that a strong assumption of opportunism is neither a necessary nor a sufficient condition for TCT to be able to produce refutable propositions and hypotheses.

This paper considers the idea of "stakeholder management" as it has come to be applied in strategic management. First, the authors offer a brief history of the stakeholder approach, which they say emerged in the mid-1980s. Fragments of the stakeholder concept survived and developed within four distinct management research streams over the next two decades: the corporate planning, systems theory, corporate social responsibility, and organizational theory. Furthermore, most of the research on the stakeholder concept has taken place in four sub-fields: normative theories of business; corporate governance and organizational theory; corporate social responsibility and performance; and strategic management. The idea of a stakeholder approach to strategic management suggests that managers must develop and implement processes which satisfy all and only those groups who have a stake in the business. This requires managing and integrating the relationships and interests of shareholders, employees, customers, suppliers, communities, and other groups in a way that ensures the long-term success of the firm. The authors conclude with future research questions on the stakeholder approach to strategic management.

This paper explores the origins and implications of the resource-based view (RBV) of the firm. The authors explain that the field of strategic management is organized around the question of why some firms persistently outperform others. According to the authors, the RBV emerged as one of several significant explanations of persistent firm performance differences in the field of strategic management. The authors explore the theoretical history of the RBV, its major theoretical tenants and how they differ from other explanations of persistent firm performance differences. According to the author, prior theoretical work of the RBV comes from at least four sources: the traditional study of distinctive competencies, Ricardian economics, Penrosian economics, and the study of the anti-trust implications of economics. The authors also address some unresolved issues about the RBV and its empirical and practical implications.

Since research in the area of decision-making is so diverse, this paper concentrates on a single and homogeneous perspective of decision-making--field study. Field study, explains the author, involves investigating real decisions made by real people in real organizations in which the consequences of the decisions are potentially measurable. The author examines two types of strategic decisions: developmental and non-developmental. A developmental decision requires a vision of how to alter the key business practices of an organization. Non-developmental decisions have less ambiguity. According to the author, the organization's strategy is not in flux and can be used to offer premises that frame what needs to be done to make a decision. The author discusses the steps needed to implement a developmental decision and notes that they are parallel to the steps needed for vision implementation. The author also addresses retrospective and prospective approaches to investigating developmental decisions. According to the author, retrospective methods compare exemplars that display characteristics of interest. Prospective methods attempt some of the process ideas and report on results. The author suggests that the strengths and weaknesses of retrospective and prospective approaches are complementary and concludes that an accumulation of insights drawn from research using both approaches is needed to study developmental decisions.

This paper argues that firm growth studies need to be longitudinal and turns to the conceptualization of the firm as the unit of analysis in growth studies. The authors explore theoretical perspectives and explain how these correspond with different conceptualizations of the firm. The authors also turn to operationalization issues--the choice of growth indicators, ways to model growth trajectories, and the distinction between organic and acquired growth. Furthermore, the authors discuss three alternative micro-level units of analysis: (1) an individual's or group of individuals' entire business activities, (2) a certain business activity or set of related business activities or (3) a governance structure.

Globalisation and competitive pressure force many SME organizations' to radically change business processes. Although this approach can provide significant benefits such as reducing costs or improving efficiency, there are substantial risks associated with it. Using simulation for modelling and analysis of business processes can reduce that risk and increase the chance for success. This paper exploits the potential of simulation to be used for modelling business processes and supports the case for a wider use of simulation techniques by the business community. Following a discussion on business process modelling methods and tools, the usability of simulation modelling for evaluating alternative business process strategies is explored by way of case study in the bus manufacturing domain. [ABSTRACT FROM AUTHOR]

This paper seeks to develop an effective methodology to solve the partner selection, and production-distribution planning problem that arises in the formation of an optimal supply chain. The methodology includes a mathematical model which describes the characteristics of the integrated supply chain and an efficient genetic search algorithm. The objective is to minimize the total operating cost. Unlike canonical genetic algorithms, individuals of the proposed genetic algorithm have the ability to learn from their ancestors in order to enhance the convergence speed and the quality of the final solution. The performance of the proposed algorithm is evaluated by solving a set of randomly generated problems. Comparison of the results obtained with that of a conventional genetic algorithm clearly shows that the proposed algorithm is superior to the conventional genetic algorithm. The proposed methodology is described in some details in the hope of thus stimulating the use of similar methodology to the solution of other important problems in industrial engineering practice. Suggestions for future work are also included. [ABSTRACT FROM AUTHOR]

Chapter VI of the book "Mr. Opp," by Alice Hegan Rice is presented. It explores the encounter of Mr. Opp and Miss Guinevere Gusty, the daughter of Mrs. Gusty, owner of the printing press. They discussed their plans for the newspaper business. When Mrs. Gusty arrived, Mr. Opp stated his purpose of purchasing the printing shop for his newspaper business. After hearing Mr. Opp, Mrs. Gusty approved Mr. Opp's proposal. However, despite his successful deal with Mrs. Gusty, he felt empty and lonely.

Chapter VII of the book "THE HILLS OF THE SHATEMUC," Vol. II, by Susan Warner is presented. It explores on the visit paid by Will Rufus Landholm to his brother Winthrop Landholm who commented to his brother Winthrop to be always busy at work and interrogate the wrongdoings of Will. It highlights the plan of Will Rufus to make his new business endeavor a success and his decision to stay with Winthrop.

Company strategy expresses a basic idea of how to reach company objectives. A whole range of models of strategic management are used in practice. The financial strategy plays an important role in corporate strategy. The paper develops a methodology of strategic model implementing into the category of micro, small and medium-sized enterprises (SMEs). Furthermore, the methodology recommends procedures while solving an up-to-date worldwide task of the definition of the financial strategy. [ABSTRACT FROM AUTHOR]

Chapter 18 of the book "Ultimate Acquisitions," by Tom McKaskill is presented. It discusses strategies and issues to be considered, like evaluation plan, post-acquisition management plan, and resource allocation, before acquiring a business enterprise. It mentions that before undergoing on the venture, the buyer must have a clear focus and purpose of the investment, has a established a long-term company wide business strategy, and has assessed its resource limitations and debt capacity.

Chapter 12 of the book "Invest to Exit" is presented. It offers several reports and action which should be considered in planning for a strategic exit including quarterly financial statements and board meetings every two months. It offers a structured process to prepare a strategic sale, which includes alignment interest and due diligence. Moreover, several topics which can be discussed in board meetings including strategy, acquisitions and integration, and budgets are also presented.

The article orients readers on how to deal with creative blocks which offers opportunities for business-minded individuals in developing creative ways critical to business. It provides an understanding of the thought processes and behaviors of left- and right-brained people in relation to business strategy. Also discussed are the four modes of functioning for analyzing barriers for success and what can support creative entrepreneurs in engaging to creative endeavors in both life and work.

Chapter 5 of the book "Sustainability Challenges and Solutions at the Base of the Pyramid: Business, Technology and the Poor," edited by Prabhu Kandachar and Minna Halme is presented. It explores the difficulties encountered by Edenor SA as a result of the profound socioeconomic crisis suffered by Argentina in 2001. It examines how the company manages such problems. It highlights the country's socioeconomic framework after the crisis and its effects on the company.

Chapter 15 of the book "Sustainability Challenges and Solutions at the Base of the Pyramid: Business, Technology and the Poor," edited by Prabhu Kandachar and Minna Halme is presented. It examines the needs and interest of the poor, as well as scholarly literature on effective poverty reduction. It explores sustainable asset development in businesses investing in the base of the pyramid (BoP). It discusses how these companies can consider the asset development framework in their planning.

Chapter 6 of the book "Corporate Truth: The Limits to Transparency," by Adrian Henriques is presented. It deals with the development surrounding the telecommunications company. It provides information on how these technologies are being developed. It focuses on the improvement of telecommunication technologies by various companies.

The article presents a discussion about the brand program for the daily roundtrip transatlantic service of Eos Airlines. The New York-based airline hired Hornall Anderson Design Works (HADW) to develop a brand identity which covers the company's vision, brand strategy, logo and airplane graphics. The airline targets travelers who prefer suites and personal space.

The article presents an outlook for the advertising industry. Amidst the volatility of the sector, creative professionals are becoming more entrepreneur-like and are exploring non-traditional markets. According to Harvey Hirsch of Media Consultants, firms are finding other methods to prompt clients to increase their spending.