Essay on Attention Deficit Hyperactive Disorder - ADHD

Attention Deficit Hyperactive Disorder - ADHD When Mrs. Fallon first described this project to us, I was a little bit skeptical about it. I kept thinking that I had no problems in my life and that I didn’t need any type of conditioning. But then I thought, I’m definitely not perfect and I knew I was definitely overlooking something. Recently I was diagnosed with ADHD (Attention Deficit Hyperactive Disorder) and I felt like I was cheated out of so many years that could have been productive ones. So I decided that for my conditioning project I would test how much medication I should use that would keep my body stable enough to begin a sort of healing and moving on process, kind of like a second chance. After I finished my conditioning I†¦show more content†¦As a person interacting with other people from another ethnic background, I never had problems with other people from different races. I was always known to be a person who gets along with others. I’m pretty much friends with anyone from any type o f race. I don’t think that I have been in forcing other people’s behavior. I do think that I have been enforcing habits on other people though. My smoking cigarettes has giving me a lot of problems. Whenever I used to play sports I would never ever run out of breath but when I started smoking my body began to slow down a little and would run out of breath. I don’t think that there is anyway I will be able to get rid of this problem anytime soon. I have always been a smoker and I think that once I am a father, I will cut down a lot. But till then I will continue to smoke. Now that I feel I have been given a second chance there are a couple bad habits I would like to get rid of in the future. The first one is my laziness. I would really like to get rid of this curse. I call it a curse because it has been a problem since I started high school. It has now followed me into college and I hope that with some type of concentration I will be able to conquer this problem. My second habit is my constantly being distracted when I am learning. Whenever I am in class, I constantly go into another world and I phase out. But this pro blem is due to my ADHD and it took doctors a while to come up with this answer.Show MoreRelatedAttention Deficit Hyperactive Disorder ( Adhd )1145 Words   |  5 Pages Attention Deficit Disorder and Attention Deficit Hyperactive Disorder To Medicate or Not to Medicate with Adderall? Meghan L. Gonzales National University Attention Deficit Disorder and Attention Deficit Hyperactive Disorder To Medicate or Not to Medicate with Adderall? The medical world has noticed several changes and improvements during the past century, but maybe none that s as economically rewarding afterward the prescription drug business. New medications turn-up regularRead MoreAttention Deficit Hyperactive Disorder ( Adhd )1162 Words   |  5 PagesWhat is ADHD? â€Å"Attention Deficit Hyperactive Disorder is one of the most common childhood disorders and can continue through adolescence and adulthood† (Attention Deficit Hyperactivity Disorder). ADHD in real terms is the inability to focus. Several people have describe people with ADHD as skirmish, talkative, and have trouble waiting. ADHD has been previously described as ADD (attention deficit disorder) but the only difference is the â€Å"H†. This â€Å"H† describes how this disorder deals with hyperactivityRead MoreAttention Deficit Hyperactive Disorder ( Adhd ) Essay1139 Words   |  5 Pagesreasons are simple: Kids get bored easily. This, however, is only mostly true. Attention Deficit Hyperactive Disorder is a disorder that causes a lack of attention in those who have it, including adults. 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Although Attention Deficit Hyperactive Disorder is growing more and more common among teens and children today, throughRead MoreAttention Deficit / Hyperactive Disorder ( Adhd )1166 Words   |  5 PagesIntroduction Attention-deficit/hyperactive disorder (ADHD) has become one of the most commonly diagnosed mental health disorders in children and adolescent. â€Å"ADHD is defined as a chronic condition marked by persistent inattention, hyperactivity, and sometimes impulsivity.† (Disney, 1999) There is concern about the possible connection between ADHD to substance use and abuse, during childhood and adolescence, since it is such an important developmental stage in life. â€Å"Substance abuse disorder is definedRead MoreAttention Deficit Hyperactive Disorder ( Adhd )963 Words   |  4 Pages Attention Deficit Hyperactive Disorder Mizeldrick K. Marshall Holmes Community College Attention Deficit Hyperactive Disorder Attention deficit hyperactivity disorder (ADHD) is a common neurobehavioral disorder most commonly diagnosed in children. Children can be diagnosed as early as the age of 7. Boys and girls can be diagnosed with ADHD but this disorder is seen more in the behavior of boys. Adults can also develop symptoms and be diagnosed as well. It was originally called hyperkineticRead MoreAttention Deficit Hyperactive Disorder ( Adhd )1664 Words   |  7 PagesIntroduction Attention deficit hyperactive disorder (ADHD), is a neurobehavioral disorder of the brain. Textbooks typically depict an individual with ADHD as one who is inattentive, highly distractible, unable to contain stimuli, disorganized and exhibits excessive motor activity (Townsend Morgan, 2017, p. 636). It is easy to define a person by their impulsivity; however, it is difficult to try and understand the reasons behind the behavioral patterns that come along with this disorder. Blake TaylorRead MoreAttention Deficit Hyperactive Disorder ( Adhd ) Essay1355 Words   |  6 Pages Attention-deficit hyperactive disorder is a neuro-behavioral disorder typically seen in children. Over the past several years’ attention-deficit hyperactive disorder seems to be on the rise. Since 2011, eleven percent of children ranging from ages four to seventeen were diagnosed with attention-deficit hyperactive disorder (Children with ADHD et. Al. 2016). Attention-deficit hyperactive disorder is a difficult disorder to diagnosis, but once the disorder is diagnosed there are ways to manageRead MoreAttention Deficit Hyperactive Disorder ( Adhd )754 Words   |  4 Pageschildren who are hyperactive. In contrast to Goodman and Scott (1997), I believe hyperactivity does not necessarily occur due to lack of control. There may be high volumes of hyperactivity that can be controlled through behaviour management strategies (BMS) such as positive reinforcement, self-awareness procedures, and classroom management. Varma (1993). Schachar (1991) suggests that hyperactivity is not recognised as a diagnosis in itself, but is a fundamental component of several disorders such as AttentionRead MoreAttention Deficit Hyperactive Disorder ( Adhd )1210 Words   |  5 PagesADD/ADHD, better known as Attention Deficit Disorder/ Attention Deficit Hyperactive Disorder, is a growing disorder in children and adults alike in the United States. So many people have this disorder now a days that it isn’t a rare thing for a child to be diagnosed with it. In this paper I will go over the cause of ADD/ ADHD, the details about what it actually is and how it affects people, when you need to have the child checked for this disorder, and the many signs and symptoms of ADD/ ADHD disorderRead MoreAttention Deficit Hyperactive Disorder ( Adhd )992 Words   |  4 Pagesmedical ordeal. Attention Deficit Hyperactive Disorder or ADHD is one out of two of the neurobehavioral disorders that inhibits an individual from focusing on one task at a time. According to fusion.nets article What Adderall does to your brain In the US alone roughly 6.4 million kids and 10 million adults suffer from ADHD. Adderall, Concerta, Vyvanse and Ritalin are just a few of the prescription based stimulant amphetamines pharmaceutical companies have made available to help treat ADHD and ADD disorders

A Critique Of The Quantitative Research - 1909 Words

Quantitative Research Article Critique The purpose of this paper is to provide a critique of the quantitative research study titled â€Å"The relationships among anxiety, anger, and blood pressure in children† (Howell, Rice, Carmon, Hauber, 2007). Research Problem and Purpose Logically placed, the research problem is clearly and concisely stated within the first paragraph of the article. Citing statistical information from the American Heart Association which noted over 50 million Americans are affected by hypertension, the authors build a persuasive argument for identifying risk factors that could lead to the development of hypertension in children. The research problem relates specifically to the development of cardiovascular disease as a result of prolonged hypertension. This is a well-recognized progression and the authors propose that adult hypertension may be avoided if steps are taken to eliminate or modify risk factors at an early age in order to reduce blood pressure. The purpose of the study was to explore the connection of psychosocial and biological factors and their influence on systolic blood pressure (SBP) and diastolic blood pressure (DBP). More specifically, the research study sought to identify â€Å"the relationship between trait anxiety, trait anger, height, weight, patterns of anger expression, and blood pressure in a group of elementary school children† (Howell et al., 2007, p. 18). The study findings may be beneficial to pediatric and schoolShow MoreRelatedQuantitative Research Critique1540 Words   |  7 PagesThis critique reviewed a quantitative study based upon palliative care and how it met emotional or spiritual needs of the families of patients with serious illnesses. The critique used eight criteria to analyze the quantitative study. 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Research Paper on Tax Incentives in Singapore Free Essays

1. INTRODUCTION 1. Tax Incentives for Investments in Singapore Tax incentives have been an integral part of Singapore’s economic development strategy since the 1960s. We will write a custom essay sample on Research Paper on Tax Incentives in Singapore or any similar topic only for you Order Now For more than 30 years, tax incentives have been used to attract investments and create jobs. Now we are the focal point for foreign investments, research and development and services in Asia. Over the years the government has introduced a wide range of tax incentives for a balanced economic growth of the various business sectors. This paper analyses how these incentives play a part in attracting foreign capital inflows to enhance the financial and industrial sectors in Singapore and their effectiveness in achieving our goals. 2. Purpose The purpose of this research is to gain an understanding of the tax incentives scene in Singapore, how it works and it effectiveness in achieving our aim of being a vibrant and robust global hub of knowledge-driven economy. 3. Our Research Questions for this Study As part of our research, the following questions were asked to direct us on our study: †¢ What are the tax incentives available under the ITA, EEIA and DTA to attract foreign capital inflows? †¢ How effective are these tax incentives? 4. Methodology We derived our information from books, online journals and other internet resources. 2. BACKGROUND 1. The Birth of the Income Tax Act, EEIA and DTA From a small fishing island to a cosmopolitan country within a span of 44 years is what Singapore has become today, with per capita GDP equal to that of the leading nations of Western Europe (Central Intelligence Agency, 2008)[1]. As a small island with limited, or rather, no resources to depend on, we have simply taken the world by surprise through the phenomenal economic growth that has taken place in a short period of time (Fordham, 1992)[2]. Our only resources are fish and deepwater sea and despite all the limitations that we were faced with, we have secured a place in the world map as the leading financial, educational, services, manufacturing and research and development hub. Then, â€Å"what is the clandestine of our achievements? † is the question that arises in all our minds. After being separated from Malaya, the government’s ambitious plans for the country to be industrially developed seemed too far-fetched especially with no natural resources to call its own (Fordham, 1992). It did not, however, relent to the fact that achieving its goals is uncertain now with its given economic state. Its leaders knew at that time Singapore needs to promote investment in new industries so that its goals can be achieved. Being under developed and with no achievements or resources to call its own, it was a palpable fact that Singapore had to make radical changes to attract foreign investors,. This is when tax incentives were spotted as a viable option to magnetize foreign capital inflows. The pre-existing Income Tax Act (1948) was evaluated to see how tax incentives could be integrated to accomplish these aspirations. Along with this, in 1967, the Economic Expansion Incentives Act (EEIA) was first introduced to solidify the expansion and development programs that were being carried out by the Economic Development Board (Fordham, 1992). In early 1960s, Singapore recognised the need for a dynamic manufacturing sector and export policies to draw MNCs so that we could be used as a production base to export goods worldwide. As a result of these aims, EEIA was introduced to grant tax benefits to manufacturing companies setting up production in pioneer areas in Singapore (Fordham, 1992). The development of international trade and multi national corporations has increased the issue of double taxation. As a company or individual looking beyond your own country for business opportunities and investments they would naturally be concerned with the problem of double taxation. Consequently they would seek to structure your operations at a minimum tax cost. This is where DTAs or tax treaties come into play 2. Incentives Available under ITA to Attract Foreign Capital Inflows Singapore has always been maintaining a competitive tax rate by being the lowest among the developed countries. Its purpose is to create an encouraging business environment for economic expansion (Tan, 1996). According to GuideMeSingapore, 2008, a web portal providing one-stop information on Singapore’s business environment to entrepreneurs, commented that â€Å"Singapore is often cited as the leading example of countries that continues to reduce corporate income tax rates and introduce various tax incentives to attract and keep global investments†. This is obvious in the frequent lowering of corporate tax rates since 1987. In 1989 the corporate income tax was reduced to 33 percent from 40 percent to follow the worldwide trend of lowering corporate taxes. The corporate tax rate was further lowered in 1990 to 31 percent to encourage multi-national companies (MNCs) to locate their treasury and financial operations here (Tan, 1996). From then on, corporate tax rate has been gradually decreasing. In 2004 corporate tax rate was reduced to 20 percent and with the release of the 2009 budget speech, corporate taxes will be cut to 17 percent in 2010. The aim of these reductions is to help businesses to curb operational costs so that Singapore can gain a competitive edge in continuing to attract high-tech and high value-added investments (Liu, 2007). From our research we found that there are several tax incentives in place to pull foreign investments to Singapore (IRAS, 2008) and we will be focusing on those that are relevant to our study. 1. DEDUCTION FOR EXPENSES ON RESEARCH AND DEVELOPMENT PROJECT (R) This incentive was introduced in 2003 to allow company to deduct a second round of qualifying expenses from its income in addition to the automatic first deduction allowed under section 14D. Further amendments[3] were made in 2008 to entitle companies for an automatic 50 percent tax allowance (PWC, 2008). This R allowance can be used to offset against the company’s chargeable income for the next 3 years (i. e. 2009 to 2013) to motivate companies to carry out more R projects. This is coupled with meeting our aim to be a research and development hub in the global arena (MOF, 2008). After the introduction of the tax incentive, total R expenditure increased from $3. 4 billion to $4. 6 billion in 2005 (Lai, 2007)[4]. Majority of the R spending was contributed by the private sector, whose gross expenditure on R (GERD) increased by 1. 2 percent. By the end of 2005, GERD was at 2. 4 percent of GDP. Singapore had surpassed the EU-15’s[5] and the Organisation for Economic Co-operation and Development’s (OECD) averages of 1. percent and 2. 3 percent respectively (Lai, 2007). The increase in figures shows the effectiveness of the tax incentive program. According to the report, this figure is still lower compared to U. S (2. 7 percent) and Japan (3. 0 percent). Considering the fact that these countries are bigger in land and population size, our achievement is still commendable. 2. CONCESSIONARY RATE OF TAX FOR APPROVED HEADQUARTERS PROGRAM The purpose Headquarters Program was to encourage multinationals to base their main back offices in Singapore. This was to be achieved through reduced tax rate which is applied primarily to large-scale multinational corporations that relocate the management and headquarters functions of their subsidiaries and affiliates from other countries to Singapore. Section 43E of Income Tax Act provides that companies with their substantial operations located here can qualify for a 10 percent concessionary rate of tax (IRAS, 2008). This tax incentive has pulled and is continuing to pull foreign venture capitalists who provide the foreign capital infows. One such company is Societe Generale who received the OHQ award in January 2000. Besides this, Legg Mason Asset Management, Deutsche Asset Management, Merrill Lynch Mercury Asset Management and Zurich Scudder Investments are a few that were named in the MAS publication on New Initiatives for Enhancing Financial Sector Expertise, 2001. The motive for large-scale multinationals to relocate in Singapore is not only because of our highly advanced infrastructure, telecommunication and information facilities. It is also due to the support and encouragement that our government has been continuously offering through such tax incentives. 3. CONCESSIONARY RATE OF TAX FOR FINANCE AND TREASURY CENTRE (FTC) Foreign and Treasury Centre was introduced with the aim to entice foreign corporations to use Singapore as a base for conducting treasury management activities for related companies in the region. Under this scheme, foreign companies can enjoy a 10 percent concessionary tax rate from fee income from FTC subsidiaries, related companies and associates for provision of FTC services. According to Mr. Lee Chuan Teck, Executive Director for Financial Markets Strategy in MAS, by 2006 a total of 600 companies had chosen Singapore as their focal point to operate their financial services (MAS, 2006). According to the Survey on Corporate Risk Management Practices, 75 percent of the foreign MNCs cited EDB’s incentives as a reason for relocating their treasury centres in Singapore (Craig, 1997). This tells us the success of this incentive. 4. CONCESSIONARY RATE OF TAX FOR FINANCIAL SECTOR INCENTIVES (FSI) The FSI scheme offers a concessionary tax rate of 5% for qualifying high growth and high value-added activities and 10% for mature but tax-sensitive activities. The FSI is a measure designed to invite the front and back offices of multinational financial groups to Singapore so as to meet our overall goal to be a leading centre for competence in knowledge-driven activities and a choice location for company headquarters with responsibilities for product and capability charters (Geeta, 2002). Singapore’s vision is to be a pre-eminent financial centre in Asia. Technopreneurship 21 is the initiative that the government launched to achieve this goal. FSI plays a key role in attracting foreign multinationals to start-up their financial services in Singapore so that its dream of becoming a financial hub in the international arena can materialize. How far have been successful in this attempt is the question that we should be asking. As at 2005, 24 foreign full service licensees, 35 wholesale licensees and 46 offshore licensees operated in Singapore. Statistics provided by EDB (Embassy, 2006) for 2005 shows that foreign financial institution J. P Morgan Securities Asia, U. S. based MNC, had assets totalling up to US$14. 5 billion in Singapore. Singapore Department of Statistics reported that the financial and insurance services sector had generated US$49,223 of Foreign Direct Investments in 2003. That is 34 percent of the total FDI for that year (Embassy, 2006). 5. APPROVED GLOBAL TRADING COMPANY Global Trading Company was launched to facilitate and develop international trading activities. The GTP is a merger of the Approved Oil Trader (AOT) and the Approved International Trader (AIT) programmes. The programme encourages global trading companies to use Singapore as their regional or global base to conduct activities along the total trade value-add chain from procurement to distribution, in order to expand into the region and beyond (IEsingapore, 2009). Over the years, the programme has attracted a vibrant cluster of global trading companies to hub their strategic business functions in Singapore. These companies are key players in their respective industries such as oil trading, petrochemicals, agri-commodities and metals (IEsingapore, 2009). Minister for Trade and Industry, Mr Lim Hng Kiang announced in his speech during the Global Trader Networking Cocktail 2008 that in 2007, offshore trade by companies under IE Singapore’s Global Trader Programme, GTP, grew more than 30% to reach over US$465 billion. These companies employed over 7,000 staff and contributed S$7. 8 billion worth of total business spending. Much of the spending was in shipping, freight management and storage services, lending further testimony to Singapore’s strengths as a logistics and auxiliary services hub. From a modest start of 25 companies in 1989, there are currently more than 230 companies under the GTP (MTI, 2008) . 3. Incentives Available under EEIA Tax incentives available under EEIA are discussed below (IRAS, 2008). 1. PIONEER INDUSTRIES INCENTIVES The first aim of Pioneer Industries was to attract capital from both local and foreign companies who invest in new industries in Singapore. This incentive was introduced to draw investment in innovative areas to enhance Singapore’s industrial development (Fordham, 1992). Companies which qualified for PI were given a full tax exemption on qualifying profits for a period of time ranging from 5 years to 15 years. Implementation of this incentive saw a surge in the number of manufacturing industries that were set up here. By 1997, petroleum industries and electronics industries were dominating the Pioneer Manufacturing Establishments. MNCs like Exxon, Shell Sumitomo, Seagate, Hewlett-Packard and Compaq were already located here then contributing a total of S$117,104 million of foreign equity investment in Singapore (H H, 1997). As at 2004, the qualifying activities include services such as medical, publishing, education, automated warehousing facilities, exhibition and conference, financial, venture capital fund activity and so on (H H, 1997). 2. DEVELOPMENT AND EXPANSION INCENTIVE (DEI) This incentive is granted mainly to manufacturing and service industries that are engaged in capital investment to upgrade or modernize production capacity. The purpose of this incentive is to encourage greater growth and attract more companies to move into higher value-added activities. Under this scheme, eligible companies are entitled to preferential corporate tax rates for qualifying profits above a pre-determined base for a specific period (SPRING Singapore, 2008). According to the statistics collated by Ministry for Trade and Industry, the total investment by foreign companies in Singapore in development projects increased from$6,608 in 1997 to $17,187 in 2007. 3. OVERSEAS ENTERPRISE INCENTIVE (OEI) OEI was put in place to encourage local businesses to invest in a venture company, technology investment company or overseas investment company. OEI provides tax exemption on the qualifying income. Overseas investment should result in new business opportunities, activities as well as new technology to be introduced in Singapore. For instance DBS Bank, Bakerzin and Charles and Keith are a few prominent local bred companies which have ventured overseas. DBS Bank, Singapore’s local bank, has ventured into countries like Thailand, Hong Kong, India, Japan, U. S and many more (IESingapore, 2008). Bakerzin has franchises in KL, Jakarta, Shanghai and US while Charles and Keith had ventured into the Middle East and Asia Pacific markets (IESingapore, 2008). . Effect of DTA in attracting foreign capital inflows According to the Inland Revenue Authority of Singapore, we have 59 Double Taxation Agreements with various countries. These treaties were signed to relieve taxpayers from the burden of double taxation when they repatriate their earnings to their home country. These treaties aim to offer relief from double taxation, either by way of tax credit, tax exemption or a reduced tax rate. These reduced rates and exemptions vary among countries and specific items of income. Treaty provisions generally are reciprocal (apply to both treaty countries). Only Singapore tax residents and tax residents of the treaty country can enjoy the benefits of a DTA. Signing of these treaties has resulted in increased foreign investments from countries such as Europe, U. S. and Japan. In 1996 the total foreign investments was $125,274. The major investors then were Japan, Europe and U. S. In 2006 the investments rose to $363,935 and the major players are Japan, Europe, U. S, European Union and South and Central America and the Caribbean. 3. CONCLUSION Policies have been the driving force for a small nation like Singapore to achieve so much within a short period of time. With no natural resources, foreign capital inflows in the form of foreign direct investments has played major part in shaping our nation to what it is today. With less to offer, tax incentives are one of the key reasons that had attracted many foreign companies creating a pool of foreign capital inflows. Our research on the various tax incentives has showed us that, indeed, they were effective enough to attract foreign companies to locate here with their technology and know-how. The early years efforts to industrialize our economy paid off and that had enabled us to improve our air and seaport facilities, telecommunication, information technology, warehousing and logistics facilities. Tax incentives have been working in the background and today these are some of our achievements (www. sedb. govs. sg): Now as we move towards being knowledge based economy with technopreneurial goals, our tax incentives have been further enhanced through the R deductions and allowing more activities to be qualified under the Pioneer Industries. Thus in our opinion, the tax incentives offered under ITA, EEIA and DTA have been effective in attracting foreign capital inflows which have shaped our country thus far. BIBILIOGRAPHY Agency, C. I. (2008). Central Intelligence Agency. Retrieved March 28, 2009, from CIA: www. cia. gov Craig, F. (1997). Survey of Coporate Risk Management Practices 1997. Retrieved April 3, 2009, from Singapore Foreign Exchange Market Committee: http://www. sfemc. org/annual_report/Tansformation_AR_1997_-b. pdf D. J. (1996, December). Learning from Singapore: Road to Non-agonised Budgeting. Asian Journal of Public Administration . E. o. (2006, January). Singapore Investment Climate Report. Retrieved April 3, 2009, from http://singapore. usembassy. gov: http://singapore. usembassy. gov/uploads/images/HiMDAFJ23iuXGl0Th5mNsA/InvestClimate2006. pdf Fordham, M. (1992). Tax Incentives for Investment Expansion (2 ed. ). Longman Singapore Publishers (Pte) Ltd. G. H. (2002). Singapore as an Investing Ground: A Review. Retrieved April 2009, from www. excelsol. com. sg: http://www. xcelsol. com/env/envsg. pdf GuideMeSingapore. (2008, April 14). Singapore Corporate Income Tax Guide. (GuideMeSingapore, Editor, Janus Corporate Solutions 2006) Retrieved March 28, 2009, from GuideMeSingapore: http://www. guidemesingapore. com/corporate-taxation/c321-corporate-taxation-system-overview. htm H H, A. T. (1997, August 27). Official Efforts to Attract FDI: Case of Singapore’s EDB. Retrieved April 4, 2009, from National Univers ity of Singapore: http://www. fas. nus. edu. sg/ecs/pub/wp/previous/AHTAN2. pdf IEsingapore. (2009). Global Trader Program. Retrieved April 2, 2009, from IE Singapore: http://www. iesingapore. gov. sg/wps/portal/AssistanceProgrammes/FinancialIncentives/GTP IRAS. (2008, February 14). Applying for Tax Incentives. Retrieved April 2, 2009, from Inland Revenue Authority of Singapore: http://www. iras. gov. sg/irasHome/page04. aspx? id=1746 L. D. (2007, March). Growth of Research and Development in Singapore: 2000 – 2005. Retrieved April 2, 2009, from Singapore Statistics Department: http://www. singstat. gov. sg/pubn/papers/economy/ssnmar07-pg1-7. df L. Y. (2007). Nanyang Technological University. Retrieved April 2, 2009, from ScienceDirect. com: http://www3. ntu. edu. sg/home/ayuliu/2007%20JPM%20LYH%20-%20Facing%20the%20challenge. pdf MAS. (2006). SPEECH ON REGIONAL TREASURY CENTRES IN SINGAPORE BY. Retrieved April 3, 2009, from Monetary Authority of Singapore: http://www. mas. gov. sg/news_room/statements/2006/Speech_on_Regional_Treasury_Centres_in_Singapore. html MOF. (2008). L iberalization of RD Tax Deduction. Retrieved March 28, 2009, from Ministry of Finance: http://www. gpolitics. net/budget2008/annexb-2. pdf MTI. (2008, May 25). Global Trader Networking Cocktail 2008 Speech By Minister Lim Hng Kiang. Retrieved April 3, 2009, from Ministry for Trade and Industry: http://app. mti. gov. sg/default. asp? id=148articleID=13861 PWC. (2008, November). IRAS issues a circular on research and development (RD) tax measures . Retrieved April 2, 2009, from PricewaterhouseCoopers International Limited: http://www. pwc. com/extweb/manissue. nsf/docid/6D2E3517BF8BE91DCA25753C00373526 T. T. (1996). Corporate Income Tax in Singapore: Issues and Future Directions. In M. G. Asher, a. Tyabji (Eds. ), Fiscal System of Singapore (p. 196). Pagesetters Services Pte Ltd. ———————– [1] CIA – The World factbook – https://www. cia. gov/library/publications/the-world-factbook/geos/sn. html. [2] Fordham, Margaret BA Durham â€Å"Tax Incentives for Investment and Expansion 2/E 1992 [3] Based on the IRAS circular, definition of RD was amended to incorporate the requirements that the RD study must be systematic, investigative and experimental. RD project must involve novelty or technical risk and be undertaken with the object of acquiring new knowledge or using the results of the study for the production or improvement of materials, devices, products, produce or processes. The list of specifically excluded activities in the definition of RD has also been expanded so that routine modifications, cosmetic modifications or stylistic changes, as well as the development of software that is not intended for sale, lease or license to third parties are excluded. However, an exception is introduced for research in the social sciences and humanities and for software development that is undertaken wholly or mainly to support a qualifying RD project. In these cases, the expenditure can be included as part of the qualifying RD project expenditure. More information is available at http://www. pwc. com/extweb/manissue. nsf/docid/6D2E3517BF8BE91DCA25753C00373526 [4] The National RD Survey is attached as Annex 2 [5] The European Union-15 comprises Austria, Belgium, Denmark, Finland, France, Germany, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, Sweden and United Kingdom. How to cite Research Paper on Tax Incentives in Singapore, Essays

Improving Our Understanding of Moderation and Mediation in Strategic M

Question: Describe about the Improving Our Understanding of Moderation and Mediation in Strategic Management Research? Answer: Introduction The present report will discuss about the importance as well as the implications of strategic management process. In order to enlighten, the report with proper concept of strategic management, the researcher has chosen the organisation Tesla Motors Electricity Cars and Powerwall; one of the well known companies of the United Kingdom. The researcher has been appointed as a strategic consultant in this study, for a new client organisation. The new client organisation of the researcher is Tesla Motors Electricity Cars and Powerwall, an automotive and energy Storage Company. It delivers luxury electric cars along with other vehicles and battery products. As per the record of 2015, around 12,000 employees are employed currently in that organisation (Tesla Motors 2016). As a strategic consultant, the researcher provides a justified proposal for a change in their strategy to boost the shareholder value. As per the annual report of Tesla Motors Electricity Cars and Powerwall, the total revenue that the organisation has obtained is $4.05 billion (Tesla Motors 2016). It has been found that Tesla Motors has been successfully increasing their revenue from the past 5 years. The below table shows the revenue that the organisation has acquired in last 5 years: Year Total Revenue 2011 $204.24 M 2012 $413.26 M 2013 $2.01 B 2014 $3.2 B 2015 $4.05 B Table 1: Annual Revenue of Tesla Motors Electricity Cars and Powerwall (Source: Tesla Motors 2016) The below table displays the main sections of expenses of Tesla Group and their gross income in past 5 years: 2011 2012 2013 2014 2015 COGS (Cost of Goods Sold) $142.65M $383.19M $1.56B $2.32B $3.12B SGA Expenses $313.08M $424.35M $517.55M $1.1B $1.7B Interest expense $43,000 $254,000 $22.13M $100.89M $118.85M Gross Income $61.6M $30.07M $456.26M $881.67M $923.5M Table 2: Financial report of Tesla Motors Electricity Cars and Powerwall (Source: Tesla Motors 2016) It has been shown in the above table, that all the expenses of the company were increased, though by a small amount in 2015 comparing to the prior year. Hence, it results in a small amount of increase in the gross income. In the present competitive market, Tesco Motors confronts more and more challenges from both the market and its competitors. Currently, it faces issues in obtaining competitive advantages over its major competitors. Therefore, the company needs to implement effective strategies to generate more revenue as well as profit. It would also help to achieve comparative advantages. At present market, the major competitors of Tesla Motors are Ford Motor Company, Federal Signal, General Motors, Honda Motor Company, Toyota Motor Corp., Nasdaq-listed Kandi Technologies, Wabcoetc. The luxury cars delivered by its competitors provide high competition to the Tesla Motors cars. These products include Mercedes-Benz S-Class, BMW 7-Series, BMW 6-Series, Audi A7 etc. Among these, Mercedes-Benz S-Class provides highest competition and it has grabbed the market more in comparing to others in the year of 2014. In 2015, Tesla has successfully increased their sales of electric cars. The below table displays the sales figure of the sales of these two products: Products No. of cars sold in 2014 No. of cars sold in 2015 Mercedes-Benz S-Class 25276 21934 Tesla Model S 18480 26566 Table 3: Sales figure in comparison to its highly competitive product (Source: Tesla Motors 2016) Tesla successfully made continuous growth of the model Tesla Model S. The product has brought most of the revenue among selling other Tesla products (Refer to Appendix 1). Though, they received threats from its the competitive product Mercedes-Benz S-Class. Proper strategic management is needed to acquire strong competitive advantages. Strategic Analysis of Environment Through environmental analysis, an organisation can identify all of its internal and external factors that affect the performances of the business (Mangematin and Baden-Fuller 2015). Analysing these factors or elements, an organisation comes to know its present strengths as well as weaknesses. Besides, this strategic tool helps an organisation to address its current threat and opportunities. The business of Tesla Motors is influenced much by their internal and external environment. In order to understand this environment analysis, the PESTEL analysis can be used to know the affect of the various factors on the organization (Rosenbaum-Elliott Percy and Pervan 2015). PESTEL analysis of Tesla Motors: Political: As stated by (Popkova et al. 2015), national or international trade along with labour laws is engaged in all the industries. Political force is one of the major factors of the business of Tesla Motors. The company relies on the government policies and the subsidies that the government provided to make their product more affordable (Chen Delmas and Lieberman 2015). Therefore, their business is affected by the decision of the politicians and policy makers. Economic: Economy is the core factor that affects an organisation in operating their business (Goldfarb and King 2016). As Tesla produces luxury electric cars, the consumers tend to spend their money on the alternatives of low fuel costs. Therefore, they confront challenges in obtaining comparative advantages. Social: According to (Audretsch 2015), an organisation should give importance to the social factors in order to generate superior performances. As Tesla provides cleaner sources of energy, the environment conscious consumers prefer to purchase their product to reduce the pollution. Technological: In todays modern market of increasing technology, the consumers have more options in their hands (Engert Rauter and Baumgartner 2016). In terms of technology, Tesla faces both threats and opportunity. Developing new technology to enhance their clean energy space brings the opportunity. In contrast, new technology developed and utilised by its competitors creates more threat for the company. Environment: People become more conscious about environmental pollution. Therefore, it brings a positive signal for the company. Legal: Government forcing laws and regulations create legal constraints for manufacturing and supplying the luxury products. The PESTEL analysis helps the researcher to do the SWOT analysis of the organisation. Through the SWOT analysis, the researcher will come to know the strengths, weaknesses, opportunities and threats of the respective organisation. SWOT analysis of Tesla Motors: Strength: Technology is the major strength that the respective company has in present (Aguinis Edwards and Bradley 2016). The organisation is completely committed in enhancing their clean energy space. They will enhance their business through improving their existing technology. Through technological development, Tesla Motors is successfully able to provide responses to social environments (Morden 2012). Weakness: The products that the company delivers are quite expensive and thus it is not affordable to the consumers. Currently, they confront production constraints. This is the prime reason behind their high priced products. Further, they face issues in supply chain management. The products are sold by their own outlets. Opportunity: Tesla has a positive point in clean energy market, as they increase their clean energy sources. Besides the electric cars, they manufacture alternative energy products, such as battery. It helps them to increase their sales as well as revenue. Threat: The major threat that the company faces is obtain competitive advantage over their competitors. The major competitors of the company try to deliver alternatives at lower prices with clean energy space. Being a strategic consultant, the researcher provides some effective strategies that would direct the company for the next 3 years. The PESTEL and SWOT analysis help the researcher in this context. Strategies Strategic Matrix with SWOT Plan of strategy making and implementation Review of implementation Time Period Provide training programs to the production team Strength and Opportunity Tesla Motors has the strong point in the technological field. It has embraced new technologies, and thus they have the opportunity to utilise their strengths as well. By providing training programs, they will able to increase their existing technology. The management body will record the actions taken by the team on a weekly basis. This way, they would able to address the present concerns and resolve them within a shorter duration 6 months Innovation in product design and increase sales Opportunity vs. Weakness They have the opportunity to expand their business by introducing new technology. At present, they fail to compete with its major competitors in terms of selling luxury products. Thus, the researcher suggests that keeping updated about the latest technology would be beneficial. The researcher goes on to suggest that the company should engage all their stakeholders along with the manufacturer team. Through discussion, they can share their ideas and it would help them to select the best one. The managers will pursue a sequential order to share the ideas of all the stakeholders. This way, it will also motivate the employees to fulfil their targets. 6 months Price strategy Weaknesses and Threats The company has its biggest threat from its competitors in terms of product price. The production constraint is the prime factor behind their high production cost. Further, poor supply chain management policies create threats in acquiring competitive advantages. The researcher suggests that if they decrease their product price they can grab the world market to a greater extent. It would help them to enhance their business. This will help them to deal with the threat that they receive from the competitors. Initially, the organisation has to spend greater capital to make more profits in the long run. 6 months Supply chain management Threat vs. Strength As Tesla Motors has the strong point in technology, it can implement its strategy well. Weakness in supply chain management creates more threat. Therefore, the researcher suggests increasing their supply chain along with new technology to increase the sales. The company has to keep a track record of the actions they would take. This will help them to proceed in right direction. 18 months Table 4: Strategic Plan for next 3 years (Source: Created by Author) Strategic purpose of the Company The strategic purposes of Tesla Motors are made by centralising the mission and vision of the company. Their vision is to become most compelling car manufacturing company by delivering most fashionable and functional model of electric cars. On the other way, their mission is to deliver safety products to the customers. Their primary concern is safety of the customers instead of safety of their vehicles. Through analysing the strengths and weaknesses of the company, the researcher has introduced some specific strategies to deal with the challenges which they confront in the present situation. The strategies would help them to achieve both their short term as well as the long term goals. Teslas short term goal is to generate more revenue along with more profit and more cash by improving their technology. Recently, their new product Powerwall batteries have been launched. It has been stated before that high price has created constraints in the path of increasing sales. Moreover, it prevents the company in acquiring more revenue. Therefore, the researcher has included the pricing strategy in the strategic plan of the company. Through pursing proper pricing strategy, they would able to lower their product price. This will cause increase in production, supply and sales as well. At the same time, the company needs to focus on the production constraints. Production constraint is the root of the problem of their high price product (Wilson and Gilligan 2012). By reducing the production expenditure, the company would able to increase their revenue as well as profit. As a result, it would help the company to decrease their growing expenses and increase their sales. In the strategic plan, the researcher has included that the company needs to bring innovation in their production. Consumers are always attracted by the latest luxury products, thus they expect much against the high prices they pay. Furthermore, they confront constraints in improving their clean energy space. As the competitors are trying to include clean energy space in their production and are offering alternative products at cheaper price, the company fails to obtain competitive advantage. Beside the short term goal, their long term goal is based on improving the products of automobiles. The researcher has included the strategic plan of supply chain management and training programs by keeping their long term goal in mind. Poor supply chain management process is another reason due to which the company is facing lower revenues. The supply can be set by outlining the current demand or predicting the future demand (Clarke 2012). The increasing competitive pressure is one of the major factors of supply chain management that the management body should pay heed to (Priem Li and Carr 2012). Analysing the competitive pressure, the researcher suggests increasing their supply chain. Being the strategic consultant, the researcher recommends providing training programs to its employees to improve their employability skills. According to (Keupp Palmi and Gassmann 2012), it is one of the key strategies that the employers should pursue in order to motivate the employees and increase their effectiveness in workplace. It has been found that, the company is facing high competition from its competitors in selling their products. High amount of substitutes are available in the market. Majority of consumers are attracted by the goods that they can get at lower price. Therefore, the staffs need to enhance their skills and knowledge to improve their product quality. Through enhancing the product quality and minimizing the cost, they would able to generate more revenue and obtain competitive advantages. Strategic Management for Growth As per the viewpoint of (Ward 2012), proper strategic management helps an organisation to increase the value of their business. After making strategies, the management body of the organisation needs to implement them in a proper way for sustainable growth and development (Lasserre 2012). Being appointed as a strategic consultant in Tesla Motors, the researcher discusses about their strategic management process. The researcher suggests the company to include Porters 5 forces strategy analysis for sustainable growth. (Kaplan and Norton 2012) added in this context that it is the most effective tool for analysing where the business power lies. This helps the organisation to understand their competitive position in the business market. This particular model would help the respective organisation to utilise their strengths and improve their weaknesses as well. Porters 5 forces analysis can be utilised in the strategy management process for maintaining continuous growth (Refer to Appendix 2). Threat of new competitors In the growing competitive market, the firms face more competition when placing their own business at a greater position across the world market (Kapferer 2012). It has been found that the profitability markets of luxury cars attracted new firms and increased the competition of the respective company. High product price is the key disadvantage that the company has and it creates advantage for its competitors. Therefore, they need to include strategies for future uncertainty that might hamper their business. Threats of substitutes Currently, the company is facing major challenge in terms of the availability of the alternative products. The competitors successfully deliver the substitute products to the consumers at lower price. Hence, the company needs to include pricing strategies to deal with the challenge. Power of the buyers The buyers bargaining power affects the pricing policies of an organisation and puts the market under pressure. It has been mentioned before that the buyers tend to purchase alternative products at lower prices. Thus, the company needs to reduce the price of their products to retain the existing customers and attract the new ones. Power of the supplier The suppliers of the raw materials and other components have the power of bargaining when fewer amounts of substitutes are available. As Tesla produces a unique product, they purchase their raw materials from specific suppliers. Therefore, they face increased expenditure challenges due to the bargaining power of its suppliers. Competitive rivalry In order to deal with the competitive rivalry, the company needs to obtain sustainable competitive advantages by including innovation strategies. Pricing strategy and training programs for the employees are the key strategies that the researcher has considered for innovation. The researcher further suggests that they should include the Ansoffs Growth Matrix to lead the business towards growth. As per the statement of (Hitt, Ireland and Hoskisson 2012), it is one of the effective marketing planning tools that helps an organisation to determine their product and growth strategy. Ansoffs Growth Matrix covers the areas of market penetration, market development, product development, and diversification (Refer to Appendix 3). By selling their existing products in their existing markets, the company can reduce the risk of introducing new products. The business would be at an uncertain stage to sell their new products and generate the expected profit from that. Apart from this, market development is needed to sell the existing products in the new market. Product development is the prime strategy that is required to increase the product quality. Effective research and development along with innovation is needed to acquire competitive advantages over its competitors. Diversification is the strategy of selling new products in the new market. Through this strategy, the company will able to grab new markets and enhance their business. Being the strategic consultant, the researcher considers Mintzbergs management policy to provide proper managing direction. As stated by Mahoney and Qian (2013), this specific management policy mentions ten prime roles of a manager that includes Figurehead, Leader, Liaison, Monitor, Disseminator, Spokesperson, Entrepreneur, Disturbance Handler, Resource Allocator, and Negotiator. These are the essential roles to implement the strategic policies of the respective organization properly (Refer to Appendix 4). Through utilizing strategy management policies, the researcher has targeted the revenue as well as profit for next 3 years. It is depicted in the below table: 2016 2017 2018 Expected Revenue $6.01B $8.14B $10B Expected Profit $1.5B $1.9B $2.5 Table 5: Expected revenue and target for next three years (Source: Created by Author) Process of Strategic Implementation The external and internal environment analysis of Tesla Motors is showing that the company is having different risk factors from various aspects such as political, environmental, social, economical and legal. Moreover, the internal environment analysis of the company emphasizes that the company is manufacturing products, which are expensive in comparison to the competitors products (Hill, Jones and Schilling 2014). In addition, the company is facing trouble regarding their production capacity, which is directly hampering the organizational profitability remarkably. The most important issues within this organization, is that Tesla does not have any supply chain process. The company is solely responsible for increasing the availability of their products among the targeted market. Thus, the company does not have any distributors or dealers among the targeted market (Hitt, Ireland and Hoskisson 2012). In order to mitigate these issues, the above-mentioned strategies need an effective imp lementation process. Following is the implementation process of each strategy along with the time requirements. Implementing low pricing strategy In order to implement low pricing strategy, the company needs to assess the current market value of the products. It will help Tesla Motors in gathering knowledge regarding how the rival companies are conducting sustainable business in the competitive market. Apart from that, assessing the current pricing strategy of the rival organization is important for gaining competitive advantages (Apenko 2014). The aim of the company is to overcome all the challenges within three years and therefore, the company needs to implement this low pricing strategy within six months after initiating the plan. It is highly important to increase the production unit for maintaining profitability while reducing the price. Therefore, the company needs to hire adequate employees for increasing productivity during this time (Bettis et al. 2015). Moreover, the company needs to conduct a survey session with the consumers in order to understand whether they are satisfied with the products or not. Thereafter, it will be easy for the company to implement a pricing strategy, which will effectively attract consumers towards the products. Low pricing strategy will help the company in retaining the existing and new consumers from the targeted market (Hair et al. 2012). However, a low pricing strategy will also reduce profitability of the company and therefore, it is highly important for the company to implement this particular strategy after conducting an effective market research (Goetsch and Davis 2014). Implementation of employee training process The internal and external environment analysis of Tesla Motors is emphasising that the company is facing trouble with production. The major reason of production issue of the company is inadequacy of employee knowledge (Boyd et al. 2012). Therefore, the strategy is focusing on implementing training process for the employees. In this competitive era, every organization is relying upon innovative technology. Therefore, Tesla needs to improve their technological aspects along with employees knowledge. This training process has to be done within 12 months after implementing the low pricing strategy. In this period, the company needs to empower employee knowledge regarding innovation and requirements of innovation within the organization. In order to overcome production constraints, it is highly important to increase employees knowledge regarding new technologies (Vogel and Gttel 2013). However, implementing a rapid change within the organization can hamper organizational profitability and therefore, the company needs to conduct the change management in a stable manner. Process of implementing supply chain management Supply chain is a complex process, which helps an organization to increase availability of products among the targeted market. However, Tesla Motors does not have any supply chain process and therefore, the company is facing trouble with low availability of products. Consumers are unable to avail the products due to insufficiency of retail store among the targeted markets (Mahoney and Qian 2013). Therefore, this strategy can facilitate the company by increasing availability of products. As this process is complex, it will take the maximum time for identifying the dealers and wholesalers within the targeted market (Keupp, Palmi and Gassmann 2012). In order to achieve the organizational objectives, the company needs to implement a lean supply chain management within 18 months after implementing the above-mentioned strategies. A lean supply chain process is effective for increasing product availability along with reducing the supply cost. Gantt chart: The Gantt chart displays the plan of strategy implementation over 3 years planning horizon (Refer to Appendix 5). Essential Conditions Value addition to the stakeholders The forecasted strategies are focusing on strengthening the organizational profitability by reducing product price and increasing productivity of the employees. The above-mentioned strategies are helpful for internal and external stakeholders of Tesla Motors (Fisher and Oberholzer-Gee 2013). The first strategy that aims at reducing the product price will facilitate the external stakeholders. The consumers will be able to avail the products at a lower price. Apart from that, the consumers will be able to avail best quality products at low prices and therefore, the product value will increase for them. Eventually, these strategies will facilitate the new consumers of the organization who will be able to get the products at more low prices (Bergh et al. 2014). Thus, the organization will be benefited through gaining loyal consumers in competitive market. Following is how the internal and external stakeholders will be benefited by the strategies. Internal stakeholders Internal stakeholders are the board members, staffs and other internal associates that can be affected by the strategies of organization. Management of an organization and the consumers are the internal stakeholders for an organization (Chen, Delmas and Lieberman 2015). Moreover, the employee training strategy will improve knowledge of the employees and therefore, the employees will be able to adopt innovative technologies. When it comes to the employees, the newly implemented strategy will enable the employees to increase their knowledge. In this manner, they will be able to understand organizational requirements, which are highly important for maintaining a healthy working environment (Boyd et al. 2012). Employees will be retained in this manner and the company will be able to gain competitive advantages due to high employee retention. The entire planning of achieving the objectives consists of increasing the communication with employees. It is highly important for an organization to maintain effective communication with the employees and therefore, the forecasted strategies will benefited the employees in sharing their concerns with the higher management in an easier manner (Apenko 2014). If the higher management of Tesla Motors is able to communicate with each employee, then the management will be able to retain employees by reducing their apprehensions in an effective manner. Apart from that, the management of the organization will be facilitated by the strategies in a remarkable manner (Boyd et al. 2012). Following these strategies, production of the organization will increase and therefore, the company will be able to reduce the product price. The overall profitability of the organization can be increased by selling high units at low price. In other words, management of Tesla will be benefited by attracting mo re consumers from the targeted market. As the strategies are consisting of increasing suppliers, it will help the management in gaining competitive advantages in an effective manner. External stakeholders External stakeholders of an organization are consumers, government, suppliers and other communities (Fisher and Oberholzer-Gee 2013). The strategies implemented by the consultant will increase the chances for the consumers to avail products at low prices. Apart from that, the company is also considering the productivity frequency, which will help the consumers in getting the product in mass quantity. In order to facilitate the consumers, the company is planning to reduce product price and along with that, the company is focusing on increasing product availability among the market (Chen, Delmas and Lieberman 2015). In this manner, the consumers will be able to purchase products from different locations. Currently, Tesla does not have any distributor or dealers and therefore, the consumers are not able to purchase the products due to insufficient product availability. The newly implemented strategy will help the consumers to mitigate this challenge in an effective manner (Vogel and Gttel 2013). The aim of the company is to increase the overall profitability, which will also facilitate government is gaining increased tax amount. Therefore, it can be said that the planned strategies are also beneficial for the governments as well. If the suppliers are taken into consideration, then it will be effective for the suppliers to grab the entire market, because there will be no competition within the suppliers in the initial stage (Bergh et al. 2014). The suppliers will be able to maintain a sustainable profitability, which is beneficial for them. Conclusion After conducting this report, it can be concluded that strategic management process is a complex process, which needs effective process of implementation for getting successful outcomes. Tesla Motors is a reputed organization in the field of electric cars and power storage and therefore, the company is having a fair internal operation, which is facilitating the organization. Apart from that, there are many limitations that are found while conducting the internal and external environment analysis of Tesla Motors. Thus, this report is focusing on solutions to those concerns, which have been found during the environment analysis. The strategies forecasted in this report are focusing on improving the pricing strategy, employee knowledge and supply chain of the company. These strategies are helpful for various stakeholders of the company in different aspects. The overall report is showing how the implemented strategies are helping employees and other stakeholders of Tesla Motors in gainin g advantages. Annex: Reference List Aguinis, H., Edwards, J.R. and Bradley, K.J., 2016. Improving Our Understanding of Moderation and Mediation in Strategic Management Research.Organizational Research Methods, p.1094428115627498. Audretsch, D.B., 2015.Everything in its place: Entrepreneurship and the strategic management of cities, regions, and states. Oxford University Press. Bergh, D.D., Connelly, B.L., Ketchen, D.J. and Shannon, L.M., 2014. Signalling theory and equilibrium in strategic management research: An assessment and a research agenda.Journal of Management Studies,51(8), pp.1334-1360 Boyd, B.K., Haynes, K.T., Hitt, M.A., Bergh, D.D. and Ketchen, D.J., 2012. Contingency Hypotheses in Strategic Management Research Use, Disuse, or Misuse?.Journal of Management,38(1), pp.278-313 Chen, C.M., Delmas, M.A. and Lieberman, M.B., 2015. Production frontier methodologies and efficiency as a performance measure in strategic management research.Strategic Management Journal,36(1), pp.19-36. Clarke, S., 2012.Information systems strategic management: an integrated approach. Routledge. Fisher III, W.W. and Oberholzer-Gee, F., 2013. Strategic management of intellectual property.California management review,55(4), pp.157-183 Goetsch, D.L. and Davis, S.B., 2014.Quality management for organizational excellence. Pearson Goldfarb, B. and King, A.A., 2016. Scientific apophenia in strategic management research: Significance tests mistaken inference.Strategic Management Journal,37(1), pp.167-176. Hair, J.F., Sarstedt, M., Pieper, T.M. and Ringle, C.M., 2012. The use of partial least squares structural equation modeling in strategic management research: a review of past practices and recommendations for future applications.Long range planning,45(5), pp.320-340 Hitt, M., Ireland, R.D. and Hoskisson, R., 2012.Strategic management cases: competitiveness and globalization. Cengage Learning. Kapferer, J.N., 2012.The new strategic brand management: Advanced insights and strategic thinking. Kogan page publishers. Kaplan, R.S. and Norton, D.P., 2012. Transforming the balanced scorecard from performance measurement to strategic management: Part I.Accounting horizons,15(1), pp.87-104. Keupp, M.M., Palmi, M. and Gassmann, O., 2012. The strategic management of innovation: A systematic review and paths for future research.International Journal of Management Reviews,14(4), pp.367-390 Lasserre, P., 2012.Global strategic management. Palgrave Macmillan. Mahoney, J.T. and Qian, L., 2013. 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Vogel, R. and Gttel, W.H., 2013. The dynamic capability view in strategic management: a bibliometric review.International Journal of Management Reviews,15(4), pp.426-446 Ward, K., 2012.Strategic management accounting. Routledge. Wilson, R.M. and Gilligan, C., 2012.Strategic marketing management. Routledge. Bibliography Apenko, S.N., 2014. Leadership of human resources and project teams in the management of strategic changes in the organization.Strategic Management,19(1), pp.28-34 Bettis, R.A., Gambardella, A., Helfat, C. and Mitchell, W., 2015. Qualitative empirical research in strategic management.Strategic Management Journal,36(5), pp.637-639 Chen, C.M., Delmas, M.A. and Lieberman, M.B., 2015. Production frontier methodologies and efficiency as a performance measure in strategic management research.Strategic Management Journal,36(1), pp.19-36. Engert, S., Rauter, R. and Baumgartner, R.J., 2016. Exploring the integration of corporate sustainability into strategic management: A literature review.Journal of Cleaner Production,112, pp.2833-2850. Hill, C., Jones, G. and Schilling, M., 2014.Strategic management: theory: an integrated approach. Cengage Learning Hitt, M., Ireland, R.D. and Hoskisson, R., 2012.Strategic management cases: competitiveness and globalization. Cengage Learning Keupp, M.M., Palmi, M. and Gassmann, O., 2012. The strategic management of innovation: A systematic review and paths for future research.International Journal of Management Reviews,14(4), pp.367-390. Company Evidence Tesla Motors. (2016). [online] Teslamotors.com. Available at: https://teslamotors.com/about [Accessed 3 Mar. 2016].