Similarities And Differences Between Lord Of The Flies...

Harry Hook did an amazing job producing the movie â€Å"Lord of the Flies†, though not a lot of people enjoyed it as much as William Golding’s book. The novel was published in 1954 and the movie was first released in 1990. The movie had many amazing details you didn’t want to miss and it was fascinating to watch as well. On the other hand, the book had much more action and meaning. For me, both the movie and the book were captivating. However, some parts were completely different. In this essay, I will be comparing and contrasting the movie and the novel â€Å"Lord of the Flies†. Firstly in the novel, it was clear that the children were all English schoolboys, but in the film, the boys appeared to be American because the director was an†¦show more content†¦It was Jack who noticed Piggys glasses and told him he could use them to start a fire. On the other hand, in the film, it was Ralph who had the idea to use his glasses, because Jack’s relationship was very weak with â€Å"the boy who had asthma.† And they surely didn’t get along. Secondly, there were a lot of differences about the pig (Lord of the Flies) and the snake-like thing. In the movie when the boys were all sitting around the fire and Jack started telling them a scary story about a â€Å"thing.† Although if you watch the movie you’d know that the â€Å"beastie† came from the imagination and noises the littluns had been hearing each night. In the book, the beast (dead man) also got spotted by the boys tangled in a tree with his parachute, and when Ralph noticed him he said â€Å"It had teeth†¦. And big black eyes.† If you compare that to the film it turns out to be the opposite since a littlun from Jack’s tribe heard someone in a cave while hunting and described it is a monster. Now, let’s talk about the Pig or in other words the â€Å"Lord of the flies† and how Simon approached him in a different way. In the movie, Simon didn’t actually talk to the â€Å"Pig on a Stick†. He was halluc inating and imagining that the pigs head was talking to him. But, in reality, it was actually his line†¦ Fancy thinking the beast was something you could huntShow MoreRelatedLord Of The Flies Film Analysis1084 Words   |  5 Pagesadapted into a film. Lord of the Flies most definitely has these qualities like a strong conflict, interesting plot, and many literature techniques. Peter Brook created a film adaptation of Lord of the Flies in 1963. Peter Brook, director of the Lord of the flies film, did a commendable job of making the movie as similar as possible to the novel by William Golding. There are still a few key differences that make the novel much more compelling to read than watching the film. The movie was lacking in showingRead MoreApa: Comparison Between the Hunger Games and Lord of the Flies1576 Words   |  7 Pagesand contrasting the similarities and difference of group and individual survival between the Hunger Games by Suzanne Collin, Lord of the Flies by Willi am Golding, and the 1990 film of Lord of the Flies directed by Harry Hook. BY: Becky Coutlee April, 23, 2012 D.Smith Comparing and contrasting the similarities and difference of group and individual survival between the Hunger Games by Suzanne Collin, Lord of the Flies by William Golding, and the 1990 film of Lord of the Flies directed by Harry HookRead MoreThe Bad Seed Vs Lord Of The Flies1451 Words   |  6 PagesThe Lord of the Flies and â€Å"The Bad Seed† have some similarities and some differences. First, the Lord of the Flies and â€Å"The Bad Seed† are the same because they both show theories on where evil comes from, either nature or nurture. Additionally, they both show that children are capable of evil. On the other hand, The Lord of the Flies and â€Å"The Bad Seed† have some differences. First, the Lord of the Flies focuses on the nurture theory, or the theory that evil is fueled by surroundings, but â€Å"The BadRead MoreCivilization in Lord of the Flies546 Words   |  2 Pagesappeared. To be called uncouth is a grave insult. However, is civilization truly a p art of who humans are or is what they have come to associate with savagery more true to the human heart? Through Peter Brook and William Golding’s presentation of Lord of the Flies share the idea that â€Å"savagery† will overcome rational thought and when structure falls, the primitive mind will rule, Brook shows this primitiveness as more a part of the human psyche than an evil to be eliminated. Savagery overcomes formsRead MoreLord Of The Flies, By William Golding And The Perks Of Being A Wallflower1087 Words   |  5 PagesFor me, coming of age novels always grab my attention contrary to other genres. Novels such as Lord of the Flies by William Golding and The Perks of Being a Wallflower by Stephen Chbosky are among some of my most beloved. In my junior year, I read A Separate Peace by John Knowles for my AP U.S. History class while I read The Catcher in the Rye by J.D. Salinger over the summer. A Separate Peace explores the rivalry that can lie at the heart of many friendships and conveys the concept of individualityRead MoreComparing and Contrasting Alexander Mcqueen and Christian Dior1539 Words   |  7 PagesAlexander McQueen, however is someone I have lived to see develop and become one of the greatest designers of all time. Although these two designers differ in their style and aesthetic, there is always more than meets the eye and there are many similarities be tween these two visionaries. Christian Dior was born in 1905 in Granville, which is a small town off the coast of Normandy. Ever since he was a little boy all Christian wanted to do was work in some aspect of the arts. He was the second born ofRead MoreMean Girls vs Lord of the Flies3842 Words   |  16 Pageseveryday between both men and women. The film Mean Girls, directed by Mark Walters, follows a young girl, Cady’s, transition from being home schooled to public high school. Cady enters the school’s group of mean girls, otherwise known as â€Å"the plastics†, which consists of Regina George, Gretchen Wieners, and Karen Smith. Throughout the film each character struggles with their true identity. There are also many power struggles, and violent actions toward each other. The novel Lord of the Flies, writtenRead MoreMedia Representation Of Art Crime3638 Words   |  15 Pagesinto view. The film debuted in 2014 to mixed reviews, but did a decent job of highlighting the importance of savi ng art and cultural heritage. Disturbingly, however, and not accurate in the historical sense, there did not exist the sexual tension between the only female character and the officer. This is not an instance of the ‘Hollywood Art Thief’, but the boy-meets-girl scenario somehow eked its way back into the script, cheapening the truth somehow. What is true, and alarming is that are the artRead More Rude Boy Music In Comparison With Gangster Rap Essay4815 Words   |  20 Pagesthey erupted in cheers. At first Selassie did not want to leave the plane. (Potash, 16) â€Å" If I dream, mon, every Rasta man’s dream, to fly home to Ethiopia and leave a-Babylon, where de politicians doan let I an’ I brethren be free and we own righteous way.†  ­ Bob Marley (Bradley, 16) This quote from Bob Marley shows the goal of most Rastafarian to fly back to Africa and live in Ethiopia. Rastafarians see Ethiopia as their homeland, and to fulfill a Rasta’s dream would to be leaving BabylonRead More C.S. Lewis on Misunderstanding Fantasy Essay4960 Words   |  20 Pagesgeneric labels, applied wholesale to fantastic literature, had pushed it off the radar until readers of Fantasy had become literary lepers, lurking in the corners of accepted literary societies. Recent big screen blockbusters such as The Lord of the Rings: The Fellowship of the Ring and its sequel, The Two Towers, as well as the two Harry Potter films have restored much attention to the oft-ignored genre. Despite the commercial success of the two fantastical franchises, however, Fantasy

Crime Theories - 739 Words

In the United States, from an early age we are taught that individual wealth is a measure of personal success. Wealthy people are viewed as powerful, happy, and successful. They are also viewed as having access to educational and occupational means that provide them with opportunities to increase their wealth. Strain theory as it relates to digital crime involves the feeling of people in the lower and middle social classes that they do not have equal opportunities or access to those same educational and occupational opportunities. Instead of pursuing legal means to increase their wealth, some of the people who commit white collar crimes are those from the lower and middle classes who are stressed and strained due to finances and their†¦show more content†¦(Marilyn Price, 2009) At one point in our lives we have felt a sense of inequity or strain. There are people struggling to make ends meet and put food on the table for their children. But there are some people who take the feeling and run with it, with no thought to who they may be hurting. They commit digital crimes such as identity theft, credit card fraud, or any other type of internet fraud scheme. Since the crime is committed via cyberspace versus on the street, victims have become faceless, therefore allowing digital criminals less incentive to feel guilt. One example of a non-digital crime that could be caused by the strain theory is bank robbery. There are several reasons why a person would commit a bank robbery. One would be because of financial strain. Another could be a sense of entitlement. The bank may be viewed as a representation of corporate American greed by the bank robber. For the most part, bank robbers rob banks for financial gain without any thought to the faceless account holders. Another example of a non-digital crime that could be caused by the strain theory is a charity scam. In Great Neck, New York, a couple funded a lavish lifestyle by setting up Coalition for Breast Cancer Cures, Inc, and a for-profit fundraising arm, The Resource Center. They used donations to pay for vacations, high-priced dinners, billsShow MoreRelatedThe Theory Of Crime And Crime1260 Words   |  6 PagesResponse Paper Crime in the 20th century has become one of the most widely studied areas of research. Today, I am going too briefly outline some of the theories of crime that are used to study the subject. What I will be evaluating these theories against will be small scale property crime such as theft. Classical theory states that crime is committed when there are more benefits to committing the crime than punishments. It also states that crime is a choice and is done with free will (BeccariaRead MoreThe Theories Of Crime And Crime1271 Words   |  6 PagesSince long time immemorial, many of people figured out explanations and theories about crime and those circumstances what encourage people to become criminals. Researchers of crime have looked of issues from different approaches, such as biological, psychological, and sociological. These developed thoughts created a fundamental basis of the criminology as a science and become to one of the most important issues of discipline. Furthermore, they figured out thoughts about who are criminals and howRead MoreThe Theory Of Crime And Crime2709 Words   |  11 PagesIntroduction The term of crime represent an unlawful act punished by the state. Crime is something that is against the law. The common use of the term ‘Crime’ makes it main to define the limitations which construct it however, doing so is not simply a matter of common sense. There are a number of complex political and economic forces which help to define crime in practice within a specific society. The most commonly accepted definition of crime is ‘an act that is capable of being followed by criminalRead MoreThe Theories Of Crime Causation1076 Words   |  5 Pages This paper will examine the three main theories of crime causation which comprise the Criminological Theory as well as provide some examples of each. The three main theories of crime causation are biological, sociological and psychological. Each of the three theories have come a long way since their inception and continue to be updated due to new findings through technological and medical advances. It also must be noted that these are theories and due to various factors and drawbacks to eachRead MoreTheories Of Crime : Robbery1514 Words   |  7 PagesTheories of Crime – Robbery Introduction Understanding patterns and motivation of crimes is important for solving the mysteries surrounding them. 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Even though there was talk on the code of law and how crime should be handled from years ago, according to Sie gel, the science of criminologyRead MoreTheories of Crime Comparison1157 Words   |  5 PagesTheories on Crime Comparison Angelika L. Arnold AJS/542 May 20, 2013 Marcela Morales Theories on Crime Comparison For several years, theorists have come to the conclusion that people commit crimes for several differentRead MoreThe Social Theory Of Crime Essay1548 Words   |  7 Pagestypes of theories that try explaining why crime continues to occur in everyday society. Although, only one theory in particular throughout my research stood out. This theory is the purpose of this research paper and that theory is the Social Process Theory, also known as the Social learning theory. This theory believes that criminality is a function of a person’s interactions with many organizations, intuitions, and processes in society. Theory The definition of the Social Process Theory is the ongoingRead MoreThe Sociological Theories Of Crime Essay1329 Words   |  6 PagesMany people have different theories as to why crime exists. Some believe crime happens because of the individual’s culture, education (or lack there of), or even their race. Others believe crime is associated with whom we surround ourselves with. There are three sociological theories that suggest why crime happens in society; they are social learning theory, social control theory, and social reaction (labeling) theory. These theories suggest it is our relationships and social interactions that influenceRead MoreThe Theories Of Crime Causation Essay1414 Words   |  6 Pages Theories of Crime Causation Dolores Jackson Williams Colorado Technical University Juvenile offender 1. Biological theory states that the individual will have certain traits will be transmitted from parent to children through genetics and not from social learning. Along with the juvenile having similar facial characteristics, which some believe also predisposes them to criminal behavior (Palmerin, 2012). 2. Rational choice theory states that the person will make sensible and reasonable

Determination of Factors Contributing to Success free essay sample

These factors will be uncovered by nalyzing the internal and external factors influencing strategic alliances and the phases through which these alliances evolve. In order to provide this research study with a practical element two case studies within the airline industry have been incorporated, namely the Swissair Qualiflyer Alliance and Star Alliance. These case studies represent a successful and an unsuccessful alliance, which are analyzed on a basis of the provided literature study, in this case the phases through which these evaluation of the case studies numerous supportive results were identified, ontributing toward establishing determinant factors, which emphasize the importance of a successful implementation of the different phases, however limitations affect the reliability of this study, due to the lack of evidence found in various different phases. Keywords: strategic alliances, internal and external factors, strategic alliance phases Introduction In past years a visible increase in the amount of strategic alliances, concerning firms with varying economic objectives, was observed (Das, Teng 2000). Strategic alliances are the relatively enduring inter-firm cooperative arrangements, involving flows and inkages that utilize resources and/or governance structures from autonomous organizations, for the Joint accomplishment of individual goals linked to the corporate mission of each sponsoring firm (Parkhe 1991, p. ). The amount of strategic alliances has recently doubled, predicting additional raise in the future (Booz, Allen, Hamilton 1997). Especially alliances in the form of non-equity based, which are defined as two or more firms developing a contractual-relationship in order to establish competitive advantage by combining resources and capabilities (Globerman 007), have increased in importance which is visible in non equity alliances accounting for 80 per cent (Hagedoorn 1996). Strategic alliances provide firms with the opportunity to recognize synergies through combining operations, such as in research and development, manufacturing etc (Aaker 1995; Addler 1966). The growth of strategic alliances is related to growing competition and globalization (Das, Teng 2000). This is in alignment with Doz and Hamels (1998) view which states that globalization as well as changes in economic activities is a consequence for the growth in strategic alliances, which is visible in various different industries Hagedoorn 1993). The primary reasons for the growth of the number of alliances is 1) the ability of cost savings in executing operations 2) the ability to access particular markets 3) the reducing of financial and political risk in addition to cheapest labor and production costs (Wheelen, Hungar 2000). A strategic alliance by definition is a hybrid organizational form which Jensen and Meckling (1991) refer to as a network organization. Harbison and Pekar (1998) highlight numerous common characteristics visible within strategic alliances, namely a required commitment of at least ten years, he connection of the partners is based on equity or on shared capabilities, a complementary relationship based on a shared strategy, increasing companies value in the market place, the pressuring of competitors and the willingness of sharing and leveraging core capabilities. Nevertheless, strategic alliances have noticeable high instability rates (Das, Teng 2000); furthermore, according to Kalmbach and Roussel (1999) the failure rates are approximately as high as 70 per cent. Studies conducted by Das and Teng (2000) reportedly state that encountered problems are witnessed in he first two years of two thirds of all alliances. This study is going to provide a more in-depth analysis on the factors that are necessary for determining success in all strategic alliances. Starting with an analysis of strategic alliances based on the as to which extent these factors play a crucial role in the determination of success rate of strategic alliances. In order to incorporate a practical view on the strategic alliances, this study will additionally implement two case studies to the analysis. Conceptual Model [pic] This conceptual model starts the literature study on strategic alliances as a central concept. From this central concept, emphasis is drawn on internal and external factors influencing strategic alliances, as well as on the different phases through which alliance evolve. Additionally, strategic alliances lead to either successful or unsuccessful alliances. Based on the research from Bronder and Pritzl (1992), Hoffmann and Schlosser (2001), Waddock (1989) and Wolhstetter, Smith and Malloy (2005), a framework of seven phases is established. Within these seven phases the most important activities and processes are analyzed, including reasoning behind strategic alliances, potential intensions for forming strategic alliances, partner election, external factors influencing the design of the strategic alliance, negotiation methods, followed by the structuring of the alliance. Furthermore, implementation and management of the strategic alliance is examined. Finally, the last two phases concerning the evaluation of the formation of strategic alliances and the termination of the partnership are discussed. Resulting from this literature study are two outcomes, namely a successful implementation of the phases and an unsuccessful implementation. In order to apply a practical element to this thesis, two case studies ill be analyzed, those of Qualiflyer, which turned out to be an unsuccessful alliance and Star Alliance, which was able to incorporate a success strategic alliance in the airline industry. After analyzing the cases the findings compared to the literature analysis, will hopefully correlate to each other and the determinants that influence more success in alliances can be established. Problem Statement Based on past literature research studys the outcomes of implementing strategic alliances as a change strategy in organizations is unfavorable, especially when looking at the failure rates. Nevertheless, the adoption of strategic alliances is a customary implemented firm strategy (Gulati 1998), as a means of securing their competitive position. Much research is conducted in order to provide more guidance in determining factors that achieve sustainable strategic alliances, therefore in this thesis the main research question is; What factors determine the success of strategic alliances? This research question will be addressed by the help of analyzing and answering these various sub-questions; Why do firms choose strategic alliances as a change process? What are the potential ntentions of a strategic alliance? activities and processes occur in which phase? Preview of the organization of the thesis This report begins by indicating the problem that strategic alliances are a favorable organizational change strategy in the business world today, however the failure rate is extremely high. Secondly, by applying literature analysis the main determinants influencing more success in strategic alliances will be uncovered, which will be coupled to the case study part of the thesis where the determinants will be compared to the specific cases. Finally, the thesis will conclude on the part if the eterminants uncovered in the literature study correlate to the findings in the case study. Methodology and Research Design In this thesis the methodology contained two specific approaches, including a literature study as well as evaluating two case studies. Firstly, the literature analysis was conducted; with as primary focus an in-depth analysis of academic articles. The findings of the literature study are compared to two case studies, those of the Qualiflyer alliance and Star Alliance. These two cases were chosen because they represent the different outcomes an alliance can hold, namely the successful mplementation the alliance strategy at Star Alliance and the unsuccessful outcome of an alliance strategy of the Qualiflyer alliance. In addition, even though these two examples vary substantially in size, which provides difficulty when comparing the two alliances, they both started off at reasonably the same size; therefore this thesis incorporated these two examples anyway. This evaluation will be conducted by means of desk research, exploring the different implementations of this strategy. The time frame of the case studies is from the first phase up until the last phase, through hich they evolved, in order to identify dependent unsuccessful and successful aspects. The significance of implementing case studies in this thesis is relating the findings from the literature analysis to real life cases of both a successful alliances as well as a non-successful alliance. Furthermore, comparing if the determinants of success found in the literature analysis correlate with the factors observed in the cases. Internal versus External factors Influencing Strategic Alliances Our internal tensions perspective framework (Figure 2, Appendices) of strategic alliances comprises three airs of competing forces-namely, cooperation versus competition, rigidity versus flexibility, and short-term versus long-term orientations (Das, Teng 2000). Competition is defined as pursuing ones own interest at the expense of others, while cooperation is the pursuit of mutual interests and common benefits in alliances. This tension of cooperation versus competition is most salient in selecting alliance partners, the first of three major stages in the alliance making process, along with structuring and managing an alliance (Das, Teng 1997). In conclusion, the stability and success of trategic alliances will be inversely related to the difference between the cooperation level and the competition level. Rigidity refers to the characteristics of mutual to adapt, unencumbered by rigid arrangements. The dominance of either flexibility or rigidity may change the status quo and trigger the evolution of a new structure, which leads to unsuccessful alliances. Therefore, the stability of strategic alliances will be inversely related to the difference between the rigidity level and the flexibility level. Short-term orientation views strategic alliances as transitional in nature, with a emand for quick and tangible results, whereas long-term orientation regards alliances as at least semi permanent entities, so that more patience and commitment are exercised. A strategy that reflects only one temporal orientation is not compatible with the foundation for a sustainable strategic alliance, in other words the stability of strategic alliances will be inversely related to the difference between the short-term orientation and the long-term orientation. Furthermore, the three internal pairs of contradictory forces are interrelated within an evolving system, resulting in the ollowing propositions, namely that the levels of rigidity and cooperation will be positively related when the partners have a short-term orientation in strategic alliances. However, a negative relatedness at a high level of rigidity, cooperation and rigidity (Das, Teng 2000). will be negatively related when the partners have a long- term orientation in strategic alliances (Das, Teng 2000). According to Das and Teng (2000) the contradictions and tensions in these force-pairs may lead to an overthrow of the status quo namely, the strategic alliance. Strategic alliances can nevertheless e sustained and successful if a careful balance between these competing forces can be maintained. According to Todeva and Knoke (2005) external factors influence alliance formation, due to differing economic condition and organizational frameworks in partnering countries; these can include legal requirements, price controls, distribution channels and contract enforcement. Furthermore, these regulative state activities comprehend the freedom when firms are forming alliances. Moreover, the formation of an alliance necessitates the authorization of national governments. Additionally, of influence to the formation of alliances is the omplicated collection of relations visible with firms, such as business associations, local governments and elite universities. On an industrial note alliances are influenced on an interflrm basis by direct impacts, where the decision on which activities to internalize is based on severity of competition within the industry and the organization of ad hoc product markets, in the challenge for increased market share, the cooperation for specific advantages and the process of internationalization (Todeva, Knoke 2005) . The partner under consideration for the formation of an alliance is in a certain sense an external factor. Firms are susceptible in the case of partnering with a dominant firm (Pennings 1994), due to technical and economic rationales. Thus, technology is a specific part of the process to establishing organizational boundaries as well as intrinsic structures. Of importance to alliances is obtaining research and development advantages, which to certain extent differs across industries on terms of expenses and the sources provided by the government (Todeva, Knoke 2005). Every alliance design commences with negotiations, thereafter the phase of structuring the alliance in which various aspects are aligned, such as he objectives of both parties, organizational structures, functional operations and cultures (Ring, van de Ven 1994). The distinguishing of phases through which strategic alliances evolve plays an essential role in the development toward successful alliances, which according to Bronder and Pritzl (1992) evolves through the three stages, which are categorized as strategic decision, confguration of strategic alliance and partner selection. Where Bronder and Pritzl terminate their research on the establishment of phases other researchers continue in identifying essential phases, for the reason that partner election as final phase represents an incomplete evolution of strategic alliances. With regard to the research conducted by Hoffmann and Schlosser (2001), the identification of strategic alliance phases resulted in a five phase path through which strategic alliances evolve, namely strategic analysis and decision to cooperate, search for a partner, designing the partnership, implementation and management of the partnership and finally termination. When comparing both Bronder and Pritzls (1992) and Hoffman and Schlossers (2001) phases, a comparison is visible in the primary hases of strategic alliances, namely the strategic analysis and decision to cooperate (Hoffmann, Schlosser 2001) which corresponds with the strategic decision phase from Bronder and Pritzl (1992). Furthermore, the partner selection phase is visible in both frameworks on strategic alliance phase. The main difference between the two studies is the more detailed approach from Hoffmann and Schlosser (2001) also distinguishing phases after the partner selection process. Finally, a study building on Waddocks (1989) work, which suggests that strategic alliances progress through hree phases, which are identified as initiation, establishment and maturity, Wohlstetter, Smith and Malloy (2005) consistently debated that the strategic alliances process is organized into three similar phases namely initiation, operations and evaluation. When comparing these views with the earlier stated reasoning on strategic alliance phases merely a fguration is enabled as to which phases from Bronder and Pritzl (1992) and Hoffmann and Schlosser (2001) are in comparison with Wohlstetters et al (2005) view and could be placed within their views, for example the artner selection phase distinguished the above stated views is probably placed within the initiation phase identified by Wohlstetter et al. (2005). In order to provide this thesis with an in-depth view on the phases through which strategic alliances evolve a combination of the three above stated views is implemented. Phase 1: Strategic Decision According to Bronder and Pritzl (1992) a clarification of the firms position is to be analyzed, refer ably because this is identified as the first direction toward alliance formation. Pumpin (1987), states that the evaluation of the actual situation of the firm s identified by exploring its mission, possible values and core competencies. Additionally, the firm identifies the reasoning behind incorporating an alliance strategy. According to Eisenhardt and Schoonhoven (1996), Harrigan (1985), Link and Bauer (1989), Pisano (1991) and Teece (1992) technological change faced by firms is related to the favorability toward flexible organizational forms like alliances. Additionally, Ciborra (1991) and Oster (1992) state that high-tech industries, in which learning and flexibility are key characteristics, will preferably choose alliances, lexibility, firms favorably adopt a merger and acquisition strategy. The flexibility of strategic alliances is suitable as organizational structure due to the fast expiring of new knowledge and the lengthy learning time from partners (Eisenhardt, Schoonhoven, 1996; Hagedoorn 1993). Furthermore, these flexible organizational structures appear more effectively in uncertain environmental situations when adjusting to changes (Lawrence, Lorsch 1967; Pffeffer, Salancik 1978). In continuation of Powells (1996) view, Hagedoorn and Duysters (2002) predict that strategic alliance xperience positively contribute to choosing alliances as instrument for obtaining external innovative capabilities. This view is aligned with that of Kogut et al. (1992) and Gulati (1993) who accentuate the relationship between actual alliance formation and past alliances, however emphasize on a more social basis. Therefore, the formation of strategic alliances is dependent on both strategic as well as social factors. According to Eisenhardt and Schoonhoven (1996), an extension of the resource-based view provides a basis for examining the relationship through which alliances form by means of strategic and social resources. This research study contributed numerous outcomes on strategic alliances to existing literature, namely that increasingly challenging market conditions and Jeopardous organizational strategies result into an increase of alliance formations as an organizational change process. Additionally, of importance to the rate of formation of alliances are managerial characteristics, visible when large, experienced teams were implemented through previous employers, the rates of alliances increased (Eisenhardt, Schoonhoven 1996). In conclusion of their research Eisenhardt and Schoonhoven 1996) state that in cases of either a vulnerable strategic situations or a strong social situation the likelihood of the formation of strategic alliances increase. Phase 2: Initiation Phase The initiation phase is characterized by informal structures and communication channels as the critical issue is the development and understanding of the purpose for strategic alliances (Waddock 1989). According to Hitt et al. 1997), the potential intentions to be realized behind entering into strategic alliances are categorized into three market types 1) namely markets characterized by slow cycle, which adopt trategic alliances for original intentions such as the gaining of access to restricted markets, establishing franchises in a new market and maintaining market stability 2) in markets characterized by a standard cycle amongst the intentions able to be achieved are the gaining of market power and access to complementary resources, over coming trade barriers, gaining knowledge and learning about new business techniques 3) in the final market, the fast cycle, the achievable goals are the speeding up of the entry of new products and services in addition to new markets, maintaining he market leadership position, sharing the risky Research and Development expenses and overcoming uncertainty. Furthermore, several internal conditions drive the initiation phase including, a champion taking responsibility, complementary needs and assets, compatible goals and trust. According to Waddock (1989), the main responsibility of the champion is the guidance of the organization through the initiation phase, especially visible in the process of partner selection. Stated in the initiation phase is essential for identifying needs in addition to the process of partner selection. Complementary needs and assets appear in various different forms, however is one of the main reasons for partnering (Oliver 1990; Robertson 1998). Additionally, the main goal of partnering is achieving compatible goals among the partners, which might not have been achieved otherwise (Austin 2000; Das, Teng 1998; Kanter 1994; Oliver 1990; Robertson 1998; Spillett 1999). Finally, the initiation phase stands no chance without trust, which is mainly established through existing networks (Austin, 2000; Waddock 1989; Waide 1999), within these networks similar interests are the main characteristic. Phase 3: Partner Selection The purpose behind strategic alliance partnering is to initiate and prolong a long- term partnership, which enables more effective competition with others firms which are positioned outside the partnership Carillo 1988; Walker, Poppo 1991). The crucial decision toward the correct partner selection is the primary focus after pursuing this alliance strategy (Hitt, Tyler, Hardee, Park 1995). According to Koot (1988) the selecting of a partner is a complex process however crucial to the success of an alliance. In the partner selection process perspectives of both resource-based and organizational earning provide an explanation as to why certain partners are selected (Barkema, Bell, Pennings 1996). In explanation, firms own certain resource endowments (Barney 1991) however, in order to obtain a competitive position in a specific market supplementary resources are necessary (Hitt, Nixon, Clifford, Coyne 1999), which is the main objective for engaging in strategic alliances. Hitt et al. (2000) argues that of importance to the partner selection process is the firms embeddedness in both emerging markets and developed markets. Furthermore, the access to necessary esources for leveraging as well as the obtaining of capabilities for learning are primary reasons for the selection of partners. Table 1 in the Appendices, state the concluding outcomes on the selection of partners by Hitt et al. (2000), which explains the fundamental elements of the process toward partner selection. Eisenhardt and Schoonhoven (1996) and Dacin and Olivers (1997) view state that legitimacy enhancements are an additional intention for establishing alliances, therefore the partner selection process is focused on those providing strong intangible assets, for example strong reputations. According to Bronder and Pritzl (1992) critical to the partner selection process is the establishment of fundamental, strategic and cultural fit. This fundamental fit is achieved if a win-win situation for both parties is established and potential value is increased. The strategic fit is realized when the alliance involves partners with harmony of the business plans. Finally, the cultural fit is an essential success factor for partner selection, which is accomplished after acceptance of cultural differences among the partners. Phase 4: Designing the Partnership Niederkofler (1991) argues that the negotiation process must essentially interpret learly understandable resources and interests of the partners involved, in order for the creation of strategic and organizational fit to be achieved, which will direct the accomplished through open and detailed communication, circumventing hidden agendas of any sort. The consequence of this open communication translates into a coherent attitude of sincerity toward the different partners, which demands trust. In addition to strategic fit, the negotiation process also initiates a solid basis for the enforcement of an operational fit within the partnership, which can be viewed in Figure 1 of the Appendices. An important aspect of the negotiation process is the creation of flexibility, which is increased through contract provisions in addition to developing and prolonging of trust. The process of conquering complexity in operations embarks with the communication of the discovered complexity, followed by a tracking and solving of this difficulty, which results in the avoidance of any operational unalignments. The flexibility within the partnering arrangement, in addition to trust, permits renegotiation processes within the partnership; however a coherent basis must be accomplished (Niederkofler 1991). The success of alliances is highly dependent on a competent and effective alignment, therefore of importance is the designing of the partnership, thus the structure implemented. This structure is in need of a fine constructed collection of strategy, procedures and management views, which can be viewed as the internal alignment (Miles, Snow 1994). In the process of obtaining internal alignment interests as well as environmental aspects must be balanced between the partners, enabling a profitable situation (Douma, Bilderbeek, Idenburg, Looise 2000). Additionally, their framework, Figure 3, Appendices, stress the act that the five features must sufficiently be aligned to prevent failure. One of the features, namely strategic fit, is established when expected advantages and possible risks are weighed against that of the individual interests in the alliance. Various driver of strategic fit can be identified, starting with a shared vision. Further conditions necessary for strategic fit are compatibility of strategies (Brouthers, Brouthers, Wilkinson 1993), strategic importance (Doz 1988), acceptance into the market and mutual dependency. In addition to strategic fit, organizational fit is a ecessity, however due to the differences in many aspects, such as market position, organizational structure and views, management style, this is a complex task. By clarifying these differences an understanding between partners is achieved. Numerous drivers toward organizational fit are identified, namely as stated above the addressing of organizational differences (Doz 1988) furthermore, essential drivers are facilitating strategic and organizational flexibility, minimal complexity to enhance manageability (Killing 1988), efficient management control, enhancing long-term tability by investigating possible strategic conflicts and finally, the achievement of the strategic objective. Of influence, however to lesser extent are the three remaining features in the framework, which are human, operational and cultural fit. Human fit is particularly of importance in alliances processes (Boersma 1999) and according to Lewis (1990) the cultural fit is specifically an issue among employers and employees, which translates to their functioning in for example boardrooms. Finally, operational fit, also relates to the functioning of the alliance and is often susceptible to various ontingencies, therefore must be aligned. Research and Development activities have gradually evolved since the 1980s (Peterson, 1991). Creamer (1976) and Pearce (1989) identified three primary types of Research and Development activities, namely basic purpose is an understanding of the inherent and fundamental scientific development, however disregarding commercial applications. Furthermore, applied research employs knowledge conceived from the basic research to certain dimensions such as technical problems or related commercial technology aspects. In conclusion, basic research generates new facts and theories which are thereafter roven through applied research. These proven facts are generated into products and processes in the development stadium. The intention of development activities is the configuration of applied research contributions into commercially feasible products, processes and technologies Oansen 1995; Jones, Davis 2000). Phase 5: Implementation and Management of the Partnership The role of the management of strategic alliances is valuable for the progression of the alliance toward a successful outcome, however it is complex to manage (Koza, Lewin 2000). An important aspect in serving this complexity is the acquiring of nowledge from past engaging in alliances, which provides meaningful know-how to be leveraged (Kale, Dyer, Singh 2001). The framework of the four Cs of learning and leveraging alliance know how provides a tool for obtaining valuable knowledge. The four components in the framework are, capture, codify, communicate and create, and coach (Kale, Dyer, Singh 2001), also visible in Figure 4, Appendices. Capture refers to managements role of accessing and obtaining of valuable alliance insights and past experiences. To codify past experiences and practices contributes to the accomplishing of alliance specific needs. In order to have a common thread through the organization on these past knowledge practices, communication is essential in sharing experiences. Additionally, the creation of networks within the alliance facilitates the distribution of these valuable experiences and knowledge. Intrinsically executed coaching and education programs increase the ability to obtain alliance skills. An additional benefit from coaching is the establishment of informal social networks, which provides assistance in key situations. Furthermore, networks are critical to the development of opportunities, the assessing of concepts and obtaining esources in order to construct the new partnership (Aldrich, Zimmer 1986). The incorporation of social networks within a firm improves communication between partners, which in turn results in improved decision making processes (Gulati 1993). Various intentions for the implementation of networks can be identified, one specific is the preserving of advantages (Lorenzoni, Baden- Fuller 1995). According to Madhaven, Koka and Prescott (1998) the initiation of inter-organizational networks is created by exogenous factors, which could include competition background and specific industrial activities. Building on this theory, Gulati et al. (1997) argues that the initiation of these inter-organizational networks is dependent on two aspects, namely exogenous resource dependencies, which achieve motivation of the cooperation and an endogenous embeddedness dynamic, which in turn familiarizes toward partner selection. According to Stinchcombe (1990), in flows of network information meaningful views are discovered,

What role do competing political interests play in Essays

What role do competing political interests play in the implementation of poverty reduction policies? Poverty is a universal term and poverty elimination is a universal motto. Poverty destroys individuals, societies and nations. Poverty is hunger. Poverty is lack of shelter. It is the state of being sick but unable to see a doctor (Gordon et al., 2003). It is the condition which doesn't allow one to have basic necessities in life. Poverty is the condition of not having a job and no resources to live with. It brings fear of future. It is the synonym of powerlessness, lack of representation and freedom (Gordon et al., 2000). Poverty can retard the overall growth of a society. It can negatively affect the progress of the nation itself. "Poverty is produced by circumstances, not individuals," (Fincher Wulff, 1998). Economic crisis increases the so-called 'poverty sector', leading to joblessness and social unrest. A proper planning and a better utilization of the available resources of the nation will lessen the poverty level to a great extent (Narayan Parker, 2000). Diverting the existing resource to the disadvantaged people is the need of the hour. Every nation needs a proper governing authority to plan, accomplish and accelerate its growth. In developing countries especially, governments and political parties lead the show and try to bring progress to the society and stability to the economy by eliminating the curses like poverty. The ruling party and other political parties try to uplift the general status of the society and go deep into the problems and grievances of the people to a certain extent. Even though they do have opinion disputes and conflicts among them, they contribute a lot for the progress of the society and nation (especially rural areas where poverty is still a problem) (Pantazis, Gordon Levitas, 2006). Political interests and competitions play a major role in eliminating poverty from the nations. In the third world countries especially, political parties contribute a lot for the development works. Political parties try to perform well during their ruling tenure and take various actions for the negatively privileged sections of the society. They try to look into the agonies of the people of ill developed areas since such areas have the majority of the population in it. These less developed areas would be eagerly looking forward for a government which can help them to improve their total grade. No political party can ever think of getting rule in their hand without the votes of these majority weaker sections. So these thickly populated less developed areas are very important as far as political parties are concerned. They try to give alluring promises in their election campaign so that they can drain the votes of these areas. Filling the manifesto with various poverty reduction policies will definitely help the political parties to get the ballot in their favour. Poverty reduction will be the proclaimed motto of political parties of less developed countries. When they come into rule, these parties try to implement their poverty reduction policies to a certain extent at least. Political parties are very well aware of the fact that unless they bother about the poverty-stricken areas, nation will not see any progress in general and also they will not get the following election in their favour. Increasing number of political parties has thus favoured the development of nations in many ways. Progress of the nation is the declared motto of politics though we should doubt how far it is true in the cases of certain countries that have a corrupted political atmosphere. Interest groups play a major role in the flow of democracy, especially in developing countries. Numerous interest groups exist in countries where there are more issues and problems. A political interest group can be a group, who tries to influence the government in order to get their interest about the society done. These political parties, especially the main opposition parties can fight to get their demands met by the government. In certain cases opposition parties perform extremely well and they do represent the weaker sections. They can point out the flaws and weaknesses of the ruling party and can help them improve their rule. These competing political forces are of different nature. They vary in their size, ideology, policy focus, influential capability, and mode of representation. For example, some groups may focus on certain issues or geographical areas and some may be interested in certain special topics. Also there are certain political groups who work on broader areas of public policy. Certain interest groups focus on government alone to get their demands done whereas