Robert Kennedy College

MBA Thesis

Bow & Arrow

By Manwel Bou Hamdan

Supervisor: Dr. Francois THERIN



Version: 4.0

Table of Contents

2.1Introduction3

2.1.1 History of the Bow and Arrow3

2.2Decision making and Entrepreneurship6

Critical Thinking for Decision Making Model7

Best Investment8

2.Sound Judgment8

3.The Right Conduct9

1.The Worst Investment9

2.Unsound Judgment10

3.The Evil Conduct10

2.2.1 Bow & Arrow framework12

2.3Religion, Religiosity and Spirituality13

Balanced Scorecard14

Description of field site and its Balanced Scorecard20

Financial perspective objectives21

2.4The Components and Modes of Religiosity22

2.5Various Measures on Religiosity Instrument23

2.6Religiosity and Values26

2.6.1Values and its definition26

2.7Strategy - Its Origin and Definition28

2.8Strategy Making Pyramid in a Company28

2.8.1Corporate Strategy29

2.8.2Business Level Strateg29

2.8.3Functional Level30

2.9Strategy in Small and Medium Firm32

2.9.1Functional Level Strategies in Small and Medium Firms33

2.9.1.1Strategic Planning33

2.9.1.2Marketing Strategy35

2.10Strategy as a Pattern in Functional Activities35

2.11Strategic Orientation36

2.12Strategic Orientation in Small and Medium Firm38

2.14Business Performance and its Measurement43

2.15Linking Owner/Managers Values, Strategic Orientation and Business Performance46

The Case for Bow and Arrow and knowledge management as an Innovation in the Construction Industry50

Benefits for the Construction Industry51

References54

Bow & Arrow

2.1Introduction

Successful business development demand shrewd and careful management, innovative approaches to strategic thinking and decision making, substantial personal risk and a great deal of hard work (Beaver and Jennings, 2000). According to Bluementrintt and Danis (2006) one key to successful strategic management is the ability to achieve fit or coherence among a set of competitive factors, both internal and external to the organization, in a manner that facilitates high performance. Thus strategy entails managerial choices among alternatives and signals organizational commitment to specific markets, competitive approaches and ways of operating (Thompson and Strickland, 1999). In SMEs, any managerial choices in business activities are made by the owner/managers which are influence by their values system. England (1967, pg. 116) deduced that “…the actual goals of business may be related more closely to personal characteristics of its managers than to broad characteristics of the business”. Guth and Taguiri (1965) found that managers' values influence the objectives and strategies chosen, as well as the daily decisions managers make. Various researchers postulated that in SMEs, the values system of owner/managers heavily influence the firm's objective, strategic behavior and business performance (Kotey and Meredith, 1997 and Blackman, 2003).

2.1.1 History of the Bow and Arrow

All over the planet we have evidence of ancient archery, even recovered from regions whereupon formerly it has been accepted that the bow and arrow was never made use of, such as Australia.

It is thought that archery in all probability leads back to roughly 20,000 BC which was in the middle of the Stone Age; still the early Egyptians are recognized as representing the earliest known people to have used the bow and arrow. Archery was encompassed by the ancient Egyptians at least 5000 years past for the purpose of both hunting and war.

Approximately 1200 BC the Hittites, an ancient race who inhabited what today is known as Turkey and northern Syria, utilised the bow and arrow from speedy, light chariots that allowed them to grow to be revered opponents in Middle Eastern battles.

Their neighbours known as the Assyrians, who originated in Turkey, Iraq, Iran and Syria likewise utilized archery extensively. They remodelled the bow to a recurve profile ...