Forming Strategic Alliances Business Essay

Forming Strategic Alliances Business Essay During the globalization, managers are confronted with a rapid changing competitive landscape. In order to overcome this difficulty, firms try to make alliances. Making strategic alliances is the relevant choice for managers to search for ways for how to compete effectively and create the successful future. Recently, collaboration between companies became fashionable .Strategic alliances is a cooperative agreements between companies. It involves all kinds of companies such as large, medium and small. In strategic alliances, partner companies join forces for common goals without losing their strategic autonomy. Representation of an alliance: Goals and interests Goals and interests specific to A specific to B Source: Dussauge and Bern (1999), Cooperative Strategy, ch.1, p. 3 The Advantages of Strategic Alliances There are several advantages of forming alliances: It may facilitate entry into a foreign market Many firms who want to enter foreign market, they need local partner who will understand business conditions and who has good relations with local government and organizations. For example, in 2004 Warner Brothers entered into a joint venture with two Chinese partners to produce and distribute films in China. Through the partnership with local firms, Warner Brothers succeeded to distribute any films it produces It allows firms to share cost and risks for developing new products or process For example, an alliance between Boeing and Mitsubishi share 8billion U.S Dollar among the partners for building a new aircraft such as 7E7. It stimulates to develop skills and assets which are difficult to do alone For example, in 2003 Microsoft and Toshiba established an alliance for developing a new microprocessor for entertainment for automobiles. Microsoft brought its software engineering skills and Toshiba its hardware engineering skills. It helps companies to establish technological standards For example, in 1999 Palm Computer formed an alliance with Sony under which Sony agreed to license and use Palms operating system in Sony PDAs. The motivation was to establish Palms operating system as the industry standard for PDAs against Windows-based operating system from Microsoft. The Disadvantages of Strategic Alliances Establishing alliances can be risky. Unless a firm is careful, it can give away more than it receives. It means that, if the partner reckless of managing its know-how, it can be leaked to other partner. Main drivers of formation of alliances: The recent and rapid growth in the number of strategic alliances can be explained by various changes in the international business environment. Globalization of trade and acceleration of technological progress seem to be major driving forces that have led firms to enter into significant numbers of cooperative agreements. Strategic Alliance drivers: Globalization Technical changeDisenchantment with M A Source: Tayeb, M. H. (2001), International Business Partnership, ch.2, p.35. Globalization The Globalization is the process which includes the objectives relating to the need to establish a large global presence, to gain knowledge and size, ensure competitive defence and deal with regulatory and political barriers to new market entry. One of the main drivers of globalization is the fact that customer needs and preferences throughout the world are rapidly converging. This makes firms to produce so-called global products suited to all consumers, irrespective of their nationality. International alliances can offer an effective way to globalize more rapidly and therefore enhance a companys competitiveness. While making international acquisitions is both costly and risky; setting up a network of wholly foreign subsidiaries is long, expensive and hazardous; licensing gives little control. Global alliances can allow the partner companies to pool resources produce global product and distribute it worldwide: British Telecom, MCI and ATT for World Partners; Alliance of Sambuca and Nemiroff; Alliance of Philips and Whirlpool. Technical Change: The cost and complexity of new technology are increasing extremely rapidly. Between 1970 and 1990, RD expenditures rose three times as fast as spending on fixed assets (Collins and Doorley, 1991). With the increase in the diversity and complexity of technology know-how, the range of possible innovations based on this expertise is growing wider. While the range of possibilities offered by new research has been increasing tremendously, individual RD programs are growing ever more expensive and the chance of achieving technically successful and commercially profitable results have become more and more uncertain. This is why cooperation is viewed as unavoidable in many high-tech industries: by dividing up the RD work between the partner firms, it enables them to share costs, pool their expertise, and explore a greater number of avenues (Dussauge, Hart and Ramanantsoa, 1992). For example: The Peugeot/Renault JV, Alliance of PRV V6 Engine Disenchantment with MA The disenchantment that has followed many mergers and acquisitions seems to be one of the reasons behind the recent development of strategic alliances. Alliances make it possible to avoid the culture and organizational shock coming in the wake of a merger by proceeding step by step, and by gradually adapting the content and structure of the agreement. Formation of Strategic Alliances Formation process: Source: Schaan, J (2007), Cases in Alliance Management, ch. 1, p. 7 Strategy development The rationale for a strategic alliance needs to be firmly in a clear strategic understanding of a companys current capabilities and those it will need to be successful in the future. First of all, managers need to establish the strategic goals of their companys and then evaluate their resources and capabilities to see if they are capable of executing on their own. The process starts by developing a realistic appraisal of what resources are required to meet a companys long-term strategic objectives. The objectives are for increasing competitive advantage. The manager must state that what capabilities the firm has and searching for. With this undertaking, managers begin to establish their criteria for rating partnership opportunities if this is an option they choose. Before making the mind to go for the alliance, the potential costs involved need to be considered such as technology transfer, coordination and management costs, which is high indeed. (Tayeb, H. M 2001). Managers need to take into account of, if the firm has an experience on building alliance. If this is first alliance, a company should look carefully at its internal policies and practices and evaluate to what degree they will help or hinder an alliance. For example, if a company has difficulties on managing its internal communication, then there will be strain on the alliance relationship. It is best to modify internal practices as necessary before introducing a third party. The process of strategy development is as following: Strategy Development: Source: Schaan, J (2007), Cases in Alliance Management, ch. 1, p. 7 Selecting the right partner It should come as no surprise that choosing the right partner is a major determinant of how successful an alliance will ultimately be. Inexperienced companies should not hurry up to do a deal-choosing partner. Poor partner selection ranks high among the reasons for alliance failure. It invariably takes longer than anticipated to find the right partner. Managers should spend time and resources to thoroughly analyze the potential opportunity. Depending on the scope and complexity of the alliance, it takes from several months to a couple of years to find the right partner. Small companies looking for alliance partners are often tempted to look for shortcuts as they find themselves facing time and financial pressures. They may succumb to the temptation to partner with any company, whether or not it meets their strategic needs. This is the mistake that companies make, because a partner must fit a companys strategic needs. Small companies mostly keen on forming partnership with large companies. The reputation and image of the large company can often cause the small firm to ignore its own strategic objectives. After the strategic objectives were defined, managers should decide how many partners to approach. The search process starts by formalizing partner profile screening criteria, developing a list of prospects, ranking the list against the criteria and then focusing on a manageable number of the best prospects. Complementary assets and capabilities is the core characteristic of partners for evaluation the strategic fit. Having identical strategic assets is not a good basis for a partnership because the possibility of competitive conflict can be high over the long term. It is necessary to evaluate partners according to their strategic, cultural and operational fit. Concerning to strategic fit, managers should take into the balance of need between the partners. If the needs of other partner are to get more profit, then this will not be long-term alliances. The nature and durability of the strategic fit is also a critical consideration. It is important that the long-term objectives of the partner are not in conflict and that the intended benefits can be sustained. During analyzing strategic fit, firms need to choose a partner who has a potential strategic network. In high-tech industries, most of the firms have cooperative network with each other. As it said above, building an alliance with large firms is risky. Companies should choose a partner who is almost the same size. Research indicates that choosing substantial size of partner can decrease successful collaborative activity. It can lead Merger and Acquisition. Cultural fit is core of choosing partner. It can affect business logic, competitive behaviour, time orientation, and decision making. It directly impacts the ability of partners to work together to meet their common objectives. Research of KPMG shows that, the reason of 70 % of strategic alliances failure is cultural contradiction among the partners. Culture of companies has profound effect on organizations operational practices such as management and organizational structure, decision-making practices and employment policies. Negotiation The major part of long-term collaboration is established at the negotiation stage. Negotiation should be as first and foremost as a means of building the linkages that will support effective collaboration between the partner companies. The negotiation process is perfect way for developing some unique insights into how the other party does business. In negotiation process, several areas require particular attention such as: collecting negotiation team, negotiation preparations, the process of negotiation itself and forming a negotiation agreement. Negotiation can be stressful and managers need to be sure that his team members can have contribution. Besides, legal and tax professionals have a very important role to play in putting a partnership together, but during the negotiation it is best to avoid them to attend the process. Well preparation can make the negotiation process easy and smooth. Advanced preparation should also help assess bargaining power, understand the concessions to be made and forecast issues that might arise. Good negotiations are characterized by honesty and an open flow of information between the partners. The agreement should be well written and set out the purpose, term, duration, warranties, obligations. Implementation Making the right decision about strategy, partner and structure is only the beginning. The real work starts when companies implement their alliance. While the chosen structure and scope of an alliance will significantly influence the kind of implementation required, the material covered in this section presents principles for creating winning conditions that are applicable to all. The main problems of forming strategic alliances There are different problems of forming strategic alliances. As it is obvious that strategic alliances in most cases are managed by two or more parents makes them inherently risky. The problems in forming alliances stem from one cause: there is more than one parent. The owners of parent firms are powerful. They can and will disagree on just about nothing (Killing, 1982). Such as Queensland Minerals alliance, owners of both parts parent companies were disagree. Amcon Corporation wanted to expand to Queensland, but the CEO of Victoria Heavy Industries did not want to. As a result Amcon renegotiated the alliance agreement. Organizational culture, a companys ways of doing things, refers to basic assumptions and beliefs that are share by members of an organization. These operate unconsciously and define an organizations view and its environment. Organizational culture can cause problems where companies with distinctive cultures merge or form a strategic alliance. Employees from the parent firms tend to use their home-company culture. In this connection, Datta and Rasheed (1993) mentioned that, a lack of cultural sensitivity can easily lead to misunderstandings in strategic alliances. Main Problems of Forming Strategic Alliances Unsuccessful rate of alliances are high. The success of an alliance seems to be a function of three main factors: Partner selection Alliance structure Managing alliances

Mexican Drug Cartels

The drug cartels are lucrative, they are violent, and they are operated with stunning planning and precision. † -Attorney General Eric Holder The Mexican cartels have been able to slide under the radar for quite some time now and are finally beginning to get the attention they deserve. But is this too late? Have they already done too much damage to their country and their people where emerging out of this horrific phase is even possible? This could be the case if no immediate action is taken. In order for this two happen two things must occur.The first is an immediate solution to the reoccurring violence and corruption within and outside of the Mexican borders. The second is a long-term solution must be made therefore preventing any sort of international dominance like this to happen again. Some solutions that need to be made in the immediate future are an increase in border security and heightened sense of awareness for smugglers not only from Mexico but into it as well, a str icter regulation on the selling of United States firearms, and. In terms of for the long run, there must be a greater relationship between theUnited States and Mexico not only toward the security issues but also toward the political ones. The Mexican government must implement reform in places like education, training of officers, and policies to help build a better democracy, and finally there must be a constant and sustained effort to cut off all supply lines of money and weapons to the cartels. The origins of the cartels can be traced back to the Columbian Cali and Medellin mega-cartels who were responsible for the majority or drugs coming into the United States. Fortunately in the 1990's the Columbia drug cartels were able to be uppressed and eventually extinguished (Kindt).However the positive efforts in Columbia created negative ones in Mexico. With no one fully controlling the drug supply to the United States anymore the battle for dominance began. After dissolving most of the drug routes through Miami and the Caribbean the only other option left was Mexico (Kindt). While this shift of power was taking place within the cartels, the Mexican government was also facing a shift in democratic power with the emergence of the Institutional Revolutionary Party (PR'). It began its rule in 1929 and had total dominance over the political world in Mexico.The PRI was able to subdue all other voices and elect officers that had the party members best interest in mind. This normally would work however the members of PRI were usually corrupt and therefore it wasn't long before the newly formed Mexican drug cartels and the PRI linked up. The PRI was notorious already for suppressing voices of people who did not agree, granting monopolies, and paying off labor leaders (O'Neil). It wasn't until the 1980's and into the 90's where the violence started to occur. The I began to loose its power and there was an every-growing struggle tor power.In 000 the ties to the PRI was offi cially broken with the election of Vicente Fox as president. This however created even more corruption with the number of local authorities being paid off which in turn forced disorganization between leaders at the local, state, and national levels. Now that the cartels were beginning to be met with resistance they started to become more violent and militarized. Among the most feared were The Zetas, member of the Gulf cartel, who were alleged to be former members of the elite Mexican army unit (Weinberg).With this new floodgate opened for Mexican drug trade multiple cartels began to ome onto the scene, which caused inter-cartel violence as well. The United States finally had to intervene during a struggle between the Tijuana and Sinaloa cartels ending in the assassination of a catholic archbishop and the favored presidential candidate. The United States began to strengthen border controls and began to revive security collaborations with Mexico (O'Neil). However this was short lived and the cartels were able to once again establish control of border crossings and continue smuggling.In 2005 the reality of the situation in Mexico was finally brought to the attention of he American people. The kingpin of the Gulf cartel, Osiel Cardenas, was arrested. The gulf cartel controlled the largest border crossing between Mexico and the United States, El Paso. This in turn caused the other two rival cartels to step in and try and take control. However the Zetas were not going to give up their main smuggling route and at the end of Just one day there were one hundred and eighty killed including the newly elected chief of police (Weinberg).The United States once again took action and implemented operation Stonegarden, which gave local authorities on the U. S. ide four hundred million dollars to help improve boarder regulation and reduce smuggling. Soon after this was implemented, the drug cartels reached an agreement about territories and were able to again continue with busi ness. It is apparent that no matter what the United States or Mexico has done in the past to suppress the cartels has not been successful. With over ninety percent of the U. S. ocaine being able to be traced back to Mexico and about ninety percent of Mexican firearms being able to be traced back to the United States Just feeding more money into different agencies isn't working (Bronsther). Most of the guns that cartels are using are purchased in the United States and then smuggled back down into Mexico. They are able to do this because the cartel hires people called â€Å"straw buyers†. These are individuals with clean records who are paid to go into the United States and purchase large quantities of guns from local vendors and then bring them back down into Mexico.In order to prevent this from happening the United States must enforce the current laws where selling guns to foreign countries is illegal. It should also forbid the export of unlicensed firearms. All this is looke d after and overseen by the Federal Bureau of Alcohol Tobacco Firearms and Explosives so therefore additional funding should be going to that agency instead of only focusing on the agencies that deal with security (O'Neil). We know that if we go to war with the drug cartels that it will be a very bloody prolonged and simply unneeded conflict.The way to hurt them the most and do the most damage is to stop providing them with such a lucrative market. We should create stricter punishments tor people who do end up selling to straw buyers or even ducate vendors on proper gun selling and encourage the responsible sale of firearms (Miller). When it comes to drugs we can implement the same ideology. The United States is the biggest consumer nation in the world right now and drugs fit right into that. In order to suppress this problem in the most efficient way possible we must look at ourselves first.There has to be a shirt from supporting law enforcement to supporting the suppression of the U. S. demand. Studies have shown that money spent on rehabilitation for addicts is five times more effect then money spent on conventional law enforcement (O'Neil). Expanding and promoting drug treatment will in turn lower the allure or demand for the drugs the cartels are providing. Most of all however the cutting off of the Mexican drug cartels money supply would be detrimental to them and ultimately lead to their destruction.Removing the money source will no longer give them the ability to pay off official, at the state and local levels, which will in turn force democracy to become a more fair system. Judges and local police officers will be forced off of the cartels payroll and therefore improve upon Mexico's push to create a clean government. This would also be beneficial for previous problems as well. The purchasing and smuggling of guns will not longer be as big ofa problem due to lack of funds the cartels will have. Drugs will also see a decrease due to expensive manufactur ing costs and distribution expenses.This is where the majority of United States efforts should be focused because between fifteen and twenty five billion dollars goes from the U. S. into either Mexico or an account. The money is usually simply carried, wired, or transported to the boarder and merely driven across. Although guns and drugs are a huge problem in oming across the boarder if that amount of money is about to be simply driven across the boarder should we be focusing a lot more attention towards our efforts in recovering and seizing that money? Especially when confiscating that money will therefore lower amount of guns and drugs in circulation.The United States is not the sole source of the problem. The Achilles heal of Mexico is the corruption. About one fifth of Mexico's Federal Investigative Agency is under investigation for involvement with the drug cartels (Bronsther). In order to prevent this problem from continuing and hopefully reverse this common theme, Mexico must create institutional reform and growth by promoting better ways of training and education for law enforcement. They must be sure to implement ways to ensure that their officers, agents and even diplomats are not susceptible to corruption or manipulation.The United States is as much to blame for the situation in Mexico and Mexico is. If it weren't for our massive consumption habits and distribution of firearms the cartels would be useless to have. We have dug ourselves into a very deep hole and now must begin the slow climb out. This begins with efforts to subdue our addictive abits through rehabilitation and education, stricter laws regarding firearms sales especially around the border, a cooperative effort with Mexico against the cartels, and most importantly an increased effort in finding and destroying money that is funding these cartels.Mexico in turn is tacing this problem head on and suttering greatly tor i t. To avoid any further damage from being done, as a country, Mexico must start from the inside and work out with major reforms in their branches of government most importantly judicial and more specifically law enforcement. They must design as system in which orruption is the main characteristic to be aware of and avoid and need to educate, train, and generate true leaders who will hopefully strive to make a new positive name for Mexico.Both the United States and Mexico are realizing Just how much corruption, violence, and instability these drug cartels are creating. Procedures are beginning to be put in place in order to suppress the cartels. The United States recently passed the Miranda Initiative with grants Mexico one point four billion dollars to help them rebuild their nation. Mexico too has increased salaries and enefits for officers as an effort to allure people to fill positions once held by corrupt officials (O'Neil).

Globalization Comparative Essay – Pros and Cons

Globalisation From the 20th century to today, with advanced communication and transport possibilities, grows the ratio of companies and countries providing wide scale of investments and business activities internationally. Moreover, the number of people migrating across the globe is significantly increasing. In other words, the world as we know it today, is different than the world of yesterday. Thus, it is changing into one huge, global, village. The term ‘globalisation’ interprets â€Å"worldwide integration and development. † (Dictionary. om 2012) Like every change, especially those of such a massive volume, also the model of globalised and integrated world is dividing society, not only academic, into two different argumentative positions. Proposition and opposition. Many people believe that the globalisation causes more negatives than positives on the economies of countries in the world. This essay discusses various impacts of globalisation on economies consid ered from two common points of view. Primary are compared positives and negatives caused by integration of countries worldwide.Subsequently, it is necessary to realize the importance of the ‘Third world’ in the process of globalisation, therefore this essay also investigates the case of developing countries and various benefits for them as well as the crucial damages caused by liberalisation of their economic environment and entrance of powerful multi-national corporations into local markets. One of the basic characteristics of an integrated world is that countries are more likely to help each other in the case of economic problems, because they are interdependent.Companies invest internationally, governments cooperate and sign bilateral or multilateral international agreements and establish unions (Commonwealth, NAFTA, EU,†¦) to simplify trade and flow of capital. Moreover, bank sector operates with the assets all around the world. All these examples belong to the category of international trade. With the formation of world market and multinational investments is strongly connected the sharing of interests spread worldwide.Therefore, â€Å"international trade is taken to be an indicator of interdependence, its high and with some interruptions rapidly growing values are accepted as evidence of the increasing interdependence of nations. † (IMF 2001) If conditions in countries are sound and economic environment healthy, businesses are making profit, export goods and pay income tax and CLO fees. On the other hand, if one country has various financial or debt problems, economic performance of particular region is weak. Businesses are making loss or are less likely to enter the market and international trade decreases.This fact motivates states to protect each other from the bankrupt and keep economic environment healthy. For example in European Union is established European Financial Stabilisation Mechanism for the purposes of protecting s tates from the bankrupt and keeping economic performance satisfactory. â€Å"This mechanism provides financial assistance to EU Member States in financial difficulties. † (European Commission 2012) Globalisation leads to increase in rich-poor gap. In terms of rich-poor gap is meant the difference in wealth between ‘rich north’ and ‘poor south’, in other words, developed and developing countries.Only wealthy companies can provide financially demanding investments across the borders. Considering fact that firms are profit-maximisers, substantive reason for investing of capital and resources in developing countries is expense reduction; consequently they are enlarging profit. Costs of labour and production intakes, as well as taxes, are not inconsiderably lower than in developed countries. However, all the profit made in developing world flows back to the developed world. According to United Nations Conference on Trade and Development, in year 2007 was net inflow of capital into developing countries 196. bill. USD and overall export of capital was 772 bills. USD. (UNCTAD 2007) Moreover, companies investing abroad are so rich and powerful, that they can rule the market in smaller countries and take a competitive advantage. In developing countries are various problems to be solved by the businesses, beginning with poor infrastructure or lack of qualified workforce, ending with weak financial performance of local businesses to overcome these issues. On the other hand, multi-national companies have much more resources available to enter the market and their strong background provides them a competitive advantage. While local firms often find it difficult to compete with these firms, MNCs appear to be doing very well in spite of the competitive challenges faced. † (Ogutu and Samuel 2011, p. 1) Globalisation contributes to the improvement of the economies in developing countries. Firms enter the undeveloped market and invest their capital. Afterwards, these companies start to produce goods, employ people and sell their products and services. Furthermore, expands import and export of various supplies and materials in and from a specific country.Market in particular regions evolves and becomes liberalised as an impact of product exchange and international investments. â€Å"†¦liberalisation leads to further development of a country's financial system which in turn is thought to enhance productivity in the real economy†¦Ã¢â‚¬  (Arestis and Singh 2010, pp. 11-12) In addition, the national budgets of countries benefit mostly from CLO-fees, income tax and GST set on all sold goods and services. Furthermore, citizens can take an advantage of working opportunities, including personal improvement and further qualification, provided by international companies and, of course, their income increases.Living standard of the population rises. As the evidence of such globalisation impact is considered the increa se in GDP and improvement of economies in developing countries. For instance: â€Å"Globalization in India had a favorable impact on the overall growth rate of the economy†¦growth rate in the 1970’s was very low at 3%†¦ above 8% was an achievement by the Indian economy during the year 2003-04. † (Goyal 2006, p 168) Contrasty, in the long run vantage point, globalisation causes various damaging negatives to each economy, mostly of smaller, not very powerful (developing and less developed) countries.The circle of naturally changing periods of productivity and recession in economy is considered to be an economic law. During the recession, which is regularly repeating status of each market economy in the world, the liberalised markets of particular countries, depending on multi-national corporations (foreign bank sector, several industrial sectors), are very threatened. Once recession begins, firms are reducing their production, closing factories and releasing em ployees. As a consequence is possible to observe fall in productivity, decrease of economic performance and increasing unemployment.Arestis and Singh assume, that â€Å"the financial crisis†¦Ã¢â‚¬  (the period of recession) â€Å"†¦of August 2007 and the subsequent spread of it in the rest of the economy and the world, does not augur well at all for the poor, especially so in the developing world. † (Arestis and Singh 2010, p 7) If economies depend on those corporations and world market in general, they could find themselves in a disastrous situation. â€Å"Impact of the crisis can be realized by dramatically reduced capital inflow and a large private external refinancing†¦that all reflects on the reduction of export performance and a drastic fall in export markets. (Djordjevic and Stoiljkovic 2009 p 264) For completion of the story of India it is important to adjust situation of Indian economy after year 2006. â€Å"Due to globalization, the Indian economy cannot be insulated from the present financial crisis in the developed economies. â€Å" (Prasad and Reddy 2009) Furthermore, according to Prasad’s and Reddy’s research, the Indian economy was affected in various sectors from increase of unemployment, fall in investments and exports,†¦ This whole model of Indian economy describes clearly short- and long-run effects of globalisation process and interdependence of countries in the world.The integration of economies brings definitely benefits in the short run, but has destructive consequences in the long run, spreading the crisis between countries rapidly. Investigating and considering of all proposing and opposing arguments relevant for the discussion about globalisation, it is possible to conclude that the process of integration and development might have several positive effects on cooperation of the countries and, in addition, short-run positive affect on economies of developing countries.However, in long-run i t is possible to recognize several problems with financial help of the states between each other, based on enormous amounts payable for the countries which have debts. (Greece, Spain, Italy,†¦) As Dixon suggests, â€Å"the bailout fund doesn’t have enough money to rescue both Madrid and Rome. † (Dixon 2012) Moreover, considering the outflow of capital from developing countries and therefore enlarging the rich-poor gap and profits of multi-national companies, improvement in economies of developing countries could appear as irrelevant.Destructing effect on the people living in third world countries is in long-run very possible. At least the risk of possible damage is so enormous that it is significant that the globalisation causes more harm than good on the economies not only of the ‘Third world’ countries. Reference list Arestis, P & Singh, A 2010, ‘FINANCIAL GLOBALISATION AND CRISIS, INSTITUTIONAL TRANSFORMATION AND EQUITY’, Centre for Bu siness Research, University of Cambridge, Working paper No. 405, pp. 11-12. Available from www. cbr. cam. ac. uk [22. 9. 2012]Djordjevic, M & Stojilikovic, S 2009, ‘GLOBALIZATION AND THE CHALLENGES OF THE WORLD ECONOMIC CRISIS’, FACTA UNIVERSITATIS Series: Economics and Organisation Vol. 6, No. 3, 2009, p. 264. Available from: http://facta. junis. ni. ac. rs [22. 9. 2012] Goyal, K A 2006, ‘Impact of Globalization on Developing Countries (With Special Reference To India)’, International Research Journal of Finance and Economics, Issue 5 (2006), p. 168. Available from: www. eurojournals. com/finance. htm [22. 9. 2012] http://blogs. reuters. com/hugo-dixon/tag/european-central-bank/ http://ec. europa. eu/economy_finance/eu_borrower/efsm/index_en. tm http://www. imf. org/external/pubs/ft/fandd/2001/06/streeten. htm Ogutu, M & Samuel C n. d. , STRATEGIES ADOPRET BY MULTINATIONAL CORPORATIONS TO COME WITH COMPETITION IN KENYA, University of Nairobi, Nairobi Kenya , p. 1 Available from: http://www. aibuma. org/ [22. 9. 2012] Prasad, A & Reddy,P 2009,’Global Financial Crisis and Its Impact on India’, J Soc Sci 21(1): 1-5 (2009), 2009. Available from: http://www. krepublishers. com United Nations Conference on Trade and Development 2008, DEVELOPMENT AND GLOBALISATION: Facts and Figures, United Nations Publication, Geneva, p. 16

Impact Of Technology On Student s Enthusiasm For Learning...

The purpose of this study is to see how the integration of technology would impact the student’s enthusiasm for learning science in Mr. Hollis’s Science classroom. The integration of technology will involve teaching and learning that will foster a learning experience that will help students develop the knowledge and the skills to promote technology literacy. Per Hollis, he was motivated and had interests in integrating technology equipment and software in his curriculum using multimedia computer presentations. Research Questions The questions Mr. Hollis wanted to research during this study were: 1. What problems are the students encountering as they work on their multimedia presentations? 2. Are the students having problems with†¦show more content†¦He again surveyed the students asking the same questions that he asked before. Per Mr. Hollis, â€Å"On the pre-study survey, 49% of the students were enthusiastic or very enthusiastic about doing science away from school, while only 28% of the students were enthusiastic or very enthusiastic on the post-project survey. When the students were asked how they had liked learning science so far, this year, their responses again showed an increase in enthusiasm for learning science. On the pre-study survey, 70% of the students were enthusiastic or very enthusiastic about learning science during the first half of their eighth-grade year, while 81% of the students were enthusiastic on the post-study survey. The parent surveys (see Table 2) showed that 60% of the parents considered their children enthusiastic or very enthusiastic about learning science both before and after the study. These surveys did show that 20% of th e parents felt that their children were unenthusiastic about learning science before the study. When asked how enthusiastic their child was about doing science activities at home, 40% of the parents noted that their children were enthusiastic or very enthusiastic about doing science activities at home on the pre-project survey. On the post-project survey, 60% of the parents reported that their child was enthusiastic or very enthusiastic about doing science activities at home† (Hollis, 1995). Ethics The ethical issuesShow MoreRelatedSample Action Research Report Evaluation11224 Words   |  5 Pagesarea of focus is integrating technology into middle school curriculum to influence the students’ enthusiasm for learning science (Hollis, 1995). 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