@Research Article
<#LINE#>Seven Stroke Strategic Analysis for Business Improvement<#LINE#>VVineet@Kumar<#LINE#>1-7<#LINE#>1.ISCA-RJMS-2014-75.pdf<#LINE#>Lovely Professional University, Jalandhar-Delhi G.T. Road, National Highway 1, Phagwara, Punjab 144411, INDIA<#LINE#>18/7/2014<#LINE#>1/1/2015<#LINE#>Business strategic analysis is an important aspect for any organization, which is looking for long-term market presence. It is a stepwise process of conducting market research, external and internal environmental analysis and making planes to sustain in the same market, with business expansion by cracking down the present competitors, to increase the shares by some folds or to enter into new segments to develop new capabilities and enriching economic health. We have seen several strategic analysis tool kits like SWOT analysis, PEST analysis, Porter’s five forces analysis, four corner’s analysis, value chain analysis etc. Seven-stroke strategic analysis is an easy toolkit, which encompasses the value and essence of all earlier strategic methods. Seven-stroke Strategic Analysis is an easier way, as it can be made and understood with precision and accuracy by teamwork of organization from top-level management to bottom level work force to make a better work culture. <#LINE#> @ @ Kenneth Andrews, The concept of corporate strategy: Homwood (1971) @No $ @ @ Stephen A Saju, Strategic Management – a Model for Growth-Driven Denominational Leadership. Available: http://www.studymode.com/essays/Strategic-Management-a-Model-For-740673.html, Last accessed 20 march 2014 (2011) @No $ @ @ Denise Lindsey Wells, Strategic Management for Senior Leaders: A Handbook for Implementation. 3rd ed. United States: Department of the Navy Total Quality Leadership Office, 61 (1996) @No $ @ @ Denise Lindsey Wells, Strategic Management for Senior Leaders: A Handbook for Implementation. 3rd ed. United States: Department of the Navy Total Quality Leadership Office, 5 (1996) @No $ @ @ George Moseley III, Managing-Health-Care-Business-Strategy: Jones and Bartlett Learning, (2008) @No $ @ @ Ovidijus Jurevicius, SWOT Analysis - How to do it properly!.Available: http://www.strategicmanagementinsight.com/tools/swot-analysis-how-to-do-it.html. Last accessed 20 APR 2014, (2013) @No $ @ @ Ovidijus Jurevicius, PEST and PESTEL Analysis. Available, (2013) @No $ @ @ http://www.strategicmanagementinsight.com / tools/pest-pestel-analysis.html. Last accessed 30 APR (2014) @No $ @ @ Michael E. Porter, The Five Competitive Forces That Shape Strategy. Available: http://hbr.org/2008/01/the-five-competitive-forces-that-shape-strategy/ar/1. Last accessed 15 March 2014 (2008) @No $ @ @ Professor Carl Gwin, A Guide for Industry Study and the Analysis of Firms and Competitive Strategy. Available: http://faculty.babson.edu/gwin/indstudy/. Last accessed 29 June, (2001) @No $ @ @ Professor Carl Gwin, A Guide for Industry Study and the Analysis of Firms and Competitive Strategy. Available: http://faculty.babson.edu/gwin/indstudy/, Last accessed 29 June, (2001) @No $ @ @ Professor Carl Gwin, A Guide for Industry Study and the Analysis of Firms and Competitive Strategy. Available: http://faculty.babson.edu/gwin/indstudy/, Last accessed 29 June, (2001) @No $ @ @The National Agency for Innovation and Research in Luxembourg, Porter's 5 Forces Analysis. Available: www.innovation.public.lu/...innovation/.../080905-5forces-Po. Last accessed 18 Apr 2014, (2008) @No $ @ @ Professor Carl Gwin, A Guide for Industry Study and the Analysis of Firms and Competitive Strategy. Available: http://faculty.babson.edu/gwin/indstudy/, Last accessed 29 June, (2001) @No $ @ @ Alar Kolk, Mission Statement vs. Vision Statement.Available: http://www.diffen.com/difference/ Mission_Statement_vs_Vision_Statement. Last accessed 19 Feb 2014, (2013) @No $ @ @ Alar Kolk, Mission Statement vs. Vision Statement.Available: http://www.diffen.com/difference/ Mission_Statement_vs_Vision_Statement. Last accessed 19 Feb 2014, (2013) @No $ @ @ Martika Erry, Organizational Behaviour. Available: https://www.academia.edu/3218742/Organizational_Behaviour. Last accessed 20 June 2014, (2014) @No $ @ @ Google, Life at Google. Available: http://www. google.co.in/about/careers/lifeatgoogle/. Last accessed 29 June 2014, (2014) @No $ @ @ V Vineet Kumar, Three Dimensional Graphical Representation of Quality, International Journal for Quality research, 8(1), 11-22, (2014) @No $ @ @ Jebin C Thaliyan, tata-nano-problems-and-issuesmerits-and-demeritsstudy-by-madrives-team. Available: http:// madrives.com/tata-nano-problems-and-issuesmerits-and-demeritsstudy-by-madrives-team/, Last accessed 19 may 2014, (2013) @No
<#LINE#>Agile Software Development Dynamics through TACIT Knowledge: An Attempt to Acquire and Share TACIT Knowledge<#LINE#>Uma@SankarS.S.,Jubi@R.<#LINE#>8-14<#LINE#>2.ISCA-RJMS-2014-100.pdf<#LINE#>Research and Development Centre, Bharathiar University, Coimbatore, Tamilnadu, INDIA @ Mar Thoma Institute of Information Technology, Kollam, Kerala, INDIA<#LINE#>10/12/2014<#LINE#>29/12/2014<#LINE#> Knowledge Management is an emerging discipline that targets to capitalize organizations’ intellectual capital. Software development requires intensive sharing of knowledge. Explicit and Tacit knowledge acquired during the project execution shall be captured and managed to meet organizations’ objectives. Creating and utilizing knowledge is now becoming the key factor to sustain and obtain competitive advantage. Agile Software development processes extensively uses Tacit knowledge to minimize transaction costs of software engineering activities. The way of eliciting such knowledge to the rest of the team and procuring it as an intellectual asset to the organization is still unknown. This study is an attempt to propose the process for eliciting Tacit knowledge by converting it into Explicit knowledge thereby sharing it across the organization to create intellectual knowledge base to build competitive edge. The proposed concept is being piloting in one of the Agile development project ‘Study Management Plug-in’ (actual name withheld) in Ultrasound modality software application. <#LINE#> @ @ Ikujiro Nonaka and Hirotaka Takeuchi, The knowledgeCreating Company: How Japanese Companies Create the Dynamic of Innovation, Oxford University Press (1995) @No $ @ @ http://en.wikipedia.org/wiki/Agile_software_development(2014) @No $ @ @ Etienne Wenger, Richard McDermott and William M. Snyder, Cultivating Communities of Practice, Harvard Business Review Press (2002) @No $ @ @ Mike Konrad and Sandy Shrum, CMMi® or Agile Why Not Embrace Both!, Technical Note, Software Engineering Process Management, SEI (2008) @No $ @ @ “Tacit Knowledge” versus “Explicit Knowledge” Approaches to Knowledge Management Practice by Ron Sanchez Professor of Management, Copenhagen Business School, http://research.fraserhealth.ca/ (2014) @No $ @ @ http://www.12manage.com/methods_nonaka_seci.html(2014) @No $ @ @ Historical Roots of Agile Methods: Where Did “Agile Thinking” Come From? By Noura Abbas, Andrew M. Gravell, and Gray B. Wills School of Electronics and Computer Science, University of Southampton, UK, http://core.kmi.open.ac.uk/ (2014) @No $ @ @ Mike Konrad and Sandy Shrum, CMMi® or Agile Why Not Embrace Both!, Technical Note, Software Engineering Process Management, SEI (2008) @No $ @ @ http://agilemanifesto.org(2014) @No $ @ @ Peter Anthony Busch, Knowledge Management Implications of Articulable Tacit Knowledge: Case Studies on its Diffusion – Thesis (2004) @No $ @ @ http://articles.economictimes.indiatimes.com/2013-06-07/news/39815456_1_three-employees-indian-employeesattrition (2014) @No