Case Study - Nike's dispute with the University of Oregon in De Wit & Meyer
Business & Finance, Management & Leadership, Management
| Author: | Katharina Klier | ISBN: | 9783656098195 |
| Publisher: | GRIN Publishing | Publication: | January 10, 2012 |
| Imprint: | GRIN Publishing | Language: | English |
| Author: | Katharina Klier |
| ISBN: | 9783656098195 |
| Publisher: | GRIN Publishing |
| Publication: | January 10, 2012 |
| Imprint: | GRIN Publishing |
| Language: | English |
Seminar paper from the year 2011 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, University of Sunderland, language: English, abstract: Executive Summary: This report analyses the actual strategic position of the sports company Nike and carries out the development of the global sport's industry and its influences on Nike. In order to analyse the external and internal influences, this report will commence with Porter's value chain model and his five forces framework to critically evaluate the reasons for Nike's strategic decision to outsource its manufacturing factories to Asia. The reader will also achieve an understanding of the environment in which the company operates, which will be enlarged in the following part, by evaluating the advantages of international trade for Nike. The second part of this report will concentrate on two of Whittington's schools of thought and concentrates on Nike's systemic approach to its strategic position. Finally, Mintzberg ?s cultural and environmental schools of thought will be discussed and compared to illustrate Nike's development between the years of 1996 and 2000.
Seminar paper from the year 2011 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, University of Sunderland, language: English, abstract: Executive Summary: This report analyses the actual strategic position of the sports company Nike and carries out the development of the global sport's industry and its influences on Nike. In order to analyse the external and internal influences, this report will commence with Porter's value chain model and his five forces framework to critically evaluate the reasons for Nike's strategic decision to outsource its manufacturing factories to Asia. The reader will also achieve an understanding of the environment in which the company operates, which will be enlarged in the following part, by evaluating the advantages of international trade for Nike. The second part of this report will concentrate on two of Whittington's schools of thought and concentrates on Nike's systemic approach to its strategic position. Finally, Mintzberg ?s cultural and environmental schools of thought will be discussed and compared to illustrate Nike's development between the years of 1996 and 2000.
