A Study On Banking Ombudsman Scheme Commerce Essay

A Study On Banking Ombudsman Scheme Commerce Essay The Banking Ombudsman Scheme, 1995 was notified by RBI on June 14, 1995 in terms of the powers conferred on the Bank by Section 35A of the Banking Regulation Act, 1949 to provide for a system of redressal of grievances against banks. The Scheme sought to establish a system of expeditious and inexpensive resolution of customer complaints. The Scheme is in operation since 1995 and was revised during the year 2002. The Scheme is being executed by Banking Ombudsmen appointed by RBI at 15 centres covering the entire country. The word ‘Ombudsman in general means a ‘grievance man, a public official who is appointed to investigate complaints against the administration. He is to intervene for theordinarycitizen in his dealings with the complex machinery of the establishment. Objective The objective behind this scheme is to make available an expeditious and cost effective grievance redressal mechanism to bank customers. Vision and Goals of the Banking Ombudsman Offices Vision Statement To be a visible and credible system of dispute resolution mechanism for common persons utilizing the banking services. Goals To ensure redressal of grievances of users of banking services in an inexpensive, expeditious, fair and reasonable manner that will provide impetus to improved customer services in the banking sector on a continuous basis. To provide valuable feedback suggestions to Reserve Bank of India towards framing appropriate and timely guidelines to banks to improve the level of customer service and to strengthen their internal grievance redressal systems. To enhance the awareness of the Banking Ombudsman Scheme. To facilitate quick and fair (non-discriminatory) redressal of grievances through use of IT systems, comprehensive and easily accessible database and enhanced capabilities of staff through training. SCOPE OF THE SCHEME The Banking Ombudsman Scheme, 2002 covers all the Regional Rural Banks in addition to all Commercial Banks and Scheduled Primary Co-operative Banks, which were already covered by earlier Banking Ombudsman Scheme, 1995. The grounds of complaints that can be entertained by the Banking Ombudsmen have been enumerated in Clause 12 of the Banking Ombudsman Scheme 2002. What are complaints Ombudsman may receive? The Banking Ombudsman can receive and consider any complaint relating to the following deficiency in banking services (including internet banking): * non-payment or inordinate delay in the payment or collection of cheques, drafts or bills * non-acceptance of small denomination notes * non-acceptance of coins tendered * non-payment or delay in payment of inward remittances * failure to issue or delay in issue of drafts * non-adherence to prescribed working hours * failure to provide or delay in providing a banking facility * complaints from Non-Resident Indians having accounts in India * refusal to open deposit accounts without any valid reason for refusal * levying of charges without adequate prior notice to the customer * non-disbursement or delay in disbursement of pension * refusal to accept or delay in accepting payment towards taxes * forced closure of deposit accounts without due notice * refusal to close or delay in closing the accounts * non-adherence to the fair practices code as adopted by the bank * any other matter relating to the violation of the directives When a person may file the complaint? One can file a complaint before the Banking Ombudsman if the reply is not received from the bank within a period of one month after the bank concerned has received one s representation, or the bank rejects the complaint, or if the complainant is not satisfied with the reply given by the bank. Rules for filing complaint Any person may himself or through his authorized representative make a complaint to the bank. If the bank rejects the complaint or the complainant does not receive any reply within a month or the complainant is not satisfied with the reply even by the bank, the complainant may approach the Banking Ombudsman for redress of the grievance subject to the following:  · The complaint should be made within one year after the cause of action has arisen.  · The complaint is not in respect of the same subject matter that was settled through the Office of the Banking Ombudsman in any previous proceedings.  · The complaint does not pertain to the same subject matter for which any proceedings before any court, tribunal or arbitrator or any other forum is pending or a decree or award or a final order has already been passed.  · The complaint is not frivolous or vexatious in natur When will one s complaint not be considered by the Ombudsman ? a. One has not approached his bank for redressal of his grievance first. b. One has not made the complaint within one year from the date one has received the reply of the bank or if no reply is received if it is more than one year and one month from the date of representation to the bank. c. The subject matter of the complaint is pending for disposal / has already been dealt with at any other forum like court of law, consumer court etc. d. Frivolous or vexatious. e. The institution complained against is not covered under the scheme. f. The subject matter of the complaint is not within the ambit of the Banking Ombudsman. g. If the complaint is for the same subject matter that was settled through the office of the Banking Ombudsman in any previous proceedings. How Where can one lodge his/her complaint? One can file a complaint with the Banking Ombudsman simply by writing on a plain paper. One can also file it online or by sending an email to the Banking Ombudsman. One may lodge his/ her complaint at the office of the Banking Ombudsman under whose jurisdiction, the bank branch complained against is situated. For complaints relating to credit cards and other types of services with centralized operations, complaints may be filed before the Banking Ombudsman within whose territorial jurisdiction the billing address of the customer is located. PERFORMANCE OF THE BANKING OMBUDSMEN The performance of the Banking Ombudsmen has been analysed on the aspects such as: the quantum of complaints handled by them, the timeliness in handling the issues, and appropriateness of the decisions of the Banking Ombudsmen. More than 5000 complaints are received by the Banking Ombudsmen every year. The number of complaints received by the BO offices has been steadily increasing since 1999-2000. The number of complaints received during 2000-01, 2001-02 and 2002-03 stood at 5803, 5907 and 5399 respectively while there was a sharp rise during the year 2003-04 at 8246. Details are as given below: Number of complaints received by the Banking Ombudsmen Period No. of Offices of Banking Ombudsman No. of complaints received during the year Average No. of complaints per office 99-00 15 4994 333 00-01 15 5803 387 01-02 15 5907 394 02-03 15 5399 360 03-04 15 8246 550 Role of Arbitrator Any dispute between a bank and its constituents or between a bank and another bank may be referred to a Banking Ombudsman for arbitration, if both the parties agree for such a reference provided that the value of the claim in such dispute does not exceed Rs.10 lacs. Reporting The Banking Ombudsman shall report to the Reserve Bank, the non-compliance by any bank of an award and the Review Authority shall pass the necessary order. If a bank fails to implement the award within the prescribed time limit, the complainant may approach the Review Authority with a prayer to pass an appropriate direction to the bank for immediate compliance of the award. The Review Authority shall not receive any such additional or new material from any party which was not produced before the Banking Ombudsman. The Review Authority may call for the comments of the Banking Ombudsman in a review application filed before him, provided he is satisfied that such comments of the Banking Ombudsman are necessary in the exigencies of the case. The object behind the Banking Ombudsman Scheme is to make available an expeditious and cost effective grievance redressal mechanism to bank customers. Hence Banking ombudsman will endeavor to promote a settlement through conciliation or mediation and he will not be bound by any legal rule of evidence.With effect from January 1, 2006, RBI has further modified the scheme. Now complaints relating to credit cards can also be preferred by aggrieved customers. Earlier, retired bank officers or retired bureaucrats were being appointed as ombudsmen. With effect from Jan.2006, RBI officers are appointed as ombudsmen. Centres And Their Operational Areas Ahmedabad Gujarat, Union Territories of Dadra and Nagar Haveli, Daman and Diu Bangalore Karnataka Bhopal Madhya Pradesh and Chattisgarh Bhubanes-war Orissa Chandigarh Himachal Pradesh, Punjab and Union Territory of Chandigarh Chennai Tamil Nadu, Union Territories of Pondicherry and Andaman and Nicobar Islands Guwahati Assam, Arunachal Pradesh, Manipur, Meghalaya, Mizoram, Nagaland and Tripura Hyderabad Andhra Pradesh Jaipur Rajasthan Kanpur Uttar Pradesh (excluding District of Ghaziabad) and Uttaranchal Kolkata West Bengal and Sikkim Mumbai Maharashtra and Goa New Delhi Delhi, Haryana, Jammu and Kashmir and Ghaziabad district of Uttar Pradesh Patna Bihar and Jharkhand Thiruvanan-thapuram Kerala and Union Territory of Lakshadweep Some Important Developments during the year 2008-09 Meeting of the Committee on Subordinate Legislation, Rajya Sabha on functioning of the Banking Ombudsman Scheme in the private sector banks and foreign banks: Deputy Governor represented the Bank during the deliberations of the Committee on Subordinate Legislation on functioning of the Banking Ombudsman Scheme in the private sector banks and foreign banks. The Committee was headed by Dr Najma Heptulla, MP and the banks called for discussion were HDFC, Citibank, Standard Chartered Bank, Deutsche Bank and HSBC Ltd. Advertisement under series Jago Grahak Jago: An advertisement campaign on the Banking Ombudsman Scheme has been released by the Bank in collaboration with Ministry of Consumer Affairs, Food Public Distribution, Government of India as a joint campaign under the Jago Grahak Jago series. A massive advertising visual publicity campaign on the Banking Ombudsman scheme had been carried out in both print and electronic media. This publicity will help in elevating awareness about the BO Scheme among the common people. In addition, banks were instructed to display details of the BO Scheme in all bank branches for the benefit of their customers. Up gradation of Complain Tracking Software (CTS) The upgraded version of CTS package went live from July 1, 2009. The upgraded CTS package has provision to enter the complaints, acknowledge the complaints, edit the complaints to update it, upload/ down load supporting of citizens. The System is to record and receive the grievances online and redress them indicating action at different levels. The Government of India is monitoring the System. All the Public Sector banks, Offices of the Banking Ombudsman, RBI, SIDBI, IDBI Bank, NABARD etc., have been listed by Government of India as subordinate offices and given username and password to access the DARPG portal to enable them to dispose of the grievances against banks online. The Government of India intends to discontinue with the disposal of grievances in paper form in a phased manner. Reform Banking Ombudsman Latest Law Commission onCheque Bounce J. Venkatesan reports that the Law Commission of India has recommended setting up of fast track courts to dispose over 3.8 million cases pending cheque bounce cases and has suggested that an amendment to the Instruments Act to compel the drawer of a cheque to pay 50 per cent of the amount of the receipt of summons. The head of Commission, Justice A. R. Lakshmanan has noted that because of the huge pendency of the cases the credibility of the business within and outside the country suffered a serious setback. â€Å"Dishonour of a cheque by a bank causes incalculable loss, injury and inconvenience to the payee, and the credibility of issuance of cheque is also being eroded to a large extent†¦Ã¢â‚¬  Banking Ombudsmanon cheque Bounce The practical experience at Banking Ombudsman reveal that officials of Banking Ombudsman of RBI have soft corner for the largest public sector bank of India- State Bank of India. Despite the fact that they observed â€Å"the bank had erroneously returned the cheque† Banking Ombudsman noted that by refund of actual expenses in pursing complaint (Rs. 2000) and apology, â€Å"complaint has been reasonably addressed and no further compensation for any loss or damage on account of the deficiency in Banks service could be allowed†¦Ã¢â‚¬ . This is in contrast to its decision, a year ago, against Corporation Bank which too had wrongly bounced cheque of the same senior citizen â€Å"..It is therefore advised that the complainant may be compensated with Rs, 1500/- towards harassment caused†¦Ã¢â‚¬ . Why so soft on SBI? Further Banking Ombudsman did not issue any directions to SBI nor to Corporation Bank, on account of serious deficiency of service. Coming back, SBI did no t render any sincere apology to the senior citizen. What to talk of promising efficient customer service or responding to query under RTI, sent through post office. More on the working of Banking Ombudsman. The Banking Ombudsman passed an Award against the erring SBI, the passbook of complaint also mentioned-†As per orders passes by banking Ombudsman..†. However, the official letter from Banking Ombudsman maintained that that complaint was resolved amicably between the bank and the complainant. No award was passed, how to contest? When it was asked under RTI Act that- â€Å"were terms of settlement signed by both complainant and the bank before the Banking Ombudsman as a mark of settlement/agreement? Please list the number of complainants disposed by settlement where terms of settlement was signed by the bank and complainant in 2007-08? The response of RBI-†No such practice is envisaged under the provisions of the Banking Ombudsman Scheme, 2006†. Not surprising, on record, ,majority of complainants Banking Ombudsman are amicably resolved. What option does the common man have when the normal grievance redressal mechanism fails? To sit at home and accept the helplessness or to approach the Courts, aleady overflowing with cheque bounce cases? In the light of public interest Justice A. R. Lakshmanans observation, SARCAJC appeals to Reserve Bank of India to Amend the present Banking Ombudsman Scheme so that compensation can be awarded to common man (taking account the loss of the complainants time and harassment and mental anguish), whose cheque is wrongly bounced by any Bank. Further, apart from officials of Reserve Bank of India, two active representatives of general public should be included in Banking Ombudsman structure so that Banking Ombudsman Scheme effectively works in the public interest and eases the pressure of cheque bounce cases in the Indian courts. Review Of Literature Awareness Fridays: A Guide to the Indian Banking Ombudsman Scheme Vinaya HS on January 2, 2009 The Reserve Bank of India also governs the Banking Ombudsman Scheme which provides an â€Å"expeditious and inexpensive forum to bank customers for resolution of their complaints relating to banking services.† The objective of the Banking Ombudsman Scheme is to be a visible and reliable system of dispute resolution mechanism for bank customers. Though the Ombudsman was launched way back in 1995, how many among us are really aware of when and how to approach the Banking Ombudsman? Thankfully, as always, the Reserve Bank of India has recently released a guide on this very topic. RBI amends Banking Ombudsman Scheme Mumbai, May 24: The Reserve Bank of India (RBI) brought about crucial amendments to the Banking Ombudsman Scheme, 2006 which will now enable aggrieved customers to not only appeal against any Ombudsmans decision but also to appeal in case of complaints being rejected. The appeal could be made to the deputy governors office of the RBI. The Ombudsman, however, has the right to reject complaints if they are ; not on the grounds of complaint referred to in clause 8; beyond the pecuniary jurisdiction of Banking Ombudsman prescribed; frivolous, vexatious, malafide; without any sufficient cause; that it is not pursued by the complainant with reasonable diligence; in the opinion of the Banking Ombudsman there is no loss or damage or inconvenience caused to the complainant; or requiring consideration of elaborate documentary and oral evidence and the proceedings before the Banking Ombudsman. In case of a complainant being aggrieved by the award under clause 12 or by rejection of a complaint, he may exercise the option of an appeal within 30 days, the RBI said in its notification. Title:THE BANKING OMBUDSMAN SCHEME Journal of Financial Regulation and Compliance Year:1994 Abstract: This paper examines the role of the Banking Ombudsman in dealing with complaints about banking services. It describes the procedures for investigating eligible complaints and considers the overlap with other Ombudsman schemes, in particular those of the Building Societies and Insurance Ombudsmen. Exemplary Cases dealt with by BO offices where customers were right Case 1 : The complainant was maintaining a current account and approached the bank to convert his current account to cash credit account. For the said purpose he had pledged NSC amounting to Rs.1,20,000/-. Subsequently the bank neither sanctioned him a cash credit limit nor returned the certificates. In the meantime the certificates were matured for payment and he requested the bank to return the certificates. The bank failed to return the certificates stating that the certificates had been misplaced. The complainant approached us with a request to redress his grievances. On taking up the matter with the bank, the bank assured to take up the matter with the post office for issue of duplicate NSCs. On receipt of the duplicate NSCs from the concerned post office, the complainant was compensated for the loss of the original certificates. The complainant submitted a letter of satisfaction to the BO. Case 2 : A complaint relating to non-credit of cheque amount into the account of the complainant was received. The complainant had reportedly taken up the matter with the bank several times but there was no response by the bank towards credit of the cheque amount. The complainant approached the BO for resolution of his grievances. On receipt of the complaint, BO questioned the bank as to what action had been taken on the complaint by them. The bank reported that the cheque in question was lost in transit resulting in non-credit of the cheque amount to the complainants account. At the instance of BO, the bank took up the matter with UTI Mutual Fund, Patna by submitting letter of undertaking and death certificate. The Mutual Fund issued a duplicate cheque and the amount was credited to the complainants account. The complainant submitted a letter of satisfaction. Case 3 : BO received a complaint where the complainant alleged that on her husbands death, she approached the concerned bank on November 27, 2008 for payment of family pension and all the formalities were completed as required by the bank. The Treasury Officer had converted the pension into family pension and advised the bank on October 18, 2008 to make payment to the widow. Though she had been approaching the bank there was no response from the bank. BO questioned the bank as to what action had been taken by them on the complaint. On persuasion, the bank redressed the grievances and paid the family pension to the complainant . Case 4 : A cheque drawn by the EPF Department on the ABC Banks Nasik branch for Rs.21.36 lakh was sent to XYZ Bank, New Delhi for credit to the account of the complainant. The amount was not credited to the complainants account advising that it had not received the cheque. The complainant, however, obtained the Proof of Delivery from Post Office in support of the claim that it was delivered to the XYZ bank.. It transpired that the XYZ bank had actually misplaced the cheque before sending it for collection to ABC Bank and it had already furnished an affidavit to the EPF Department reporting the misplacement of the cheque and requesting for a duplicate cheque. With the intervention of BO, the bank credited an amount of Rs.18,894/- as interest on the delayed payment since date of deposit of the cheque. RECOMMENDATIONS : 1. If a complaint is not settled by agreement within a period of one month from the date of receipt of the complaint or such further period as he may consider necessary, the Banking Ombudsman may make a recommendation by reference to what is, in his opinion, fair in all the circumstances. Copies of the recommendation shall be sent to the complainant and the bank concerned. 2. The recommendation by the Banking Ombudsman shall be open to acceptance by the complainant only if he accepts all terms of the recommendation in full and final settlement of his claim against the bank and he shall, if he accepts the recommendation, within two weeks from the date of receipt of the recommendation send his acceptance in writing stating clearly that he is prepared to accept a settlement in terms of the recommendation is full and final settlement of his complaint. 3. The Banking Ombudsman shall cause a copy of the letter of acceptance, received from the complainant to be forwarded to the bank. The bank shall, if the recommendation is acceptable to it, comply with the terms of the recommendation immediately on receipt of acceptance of the terms by the complainant and inform the Banking Ombudsman of the settlement in terms of his recommendation. If the recommendation is not acceptable to the bank, it shall inform the Banking Ombudsman within a period of two weeks. sReferences : http://en.wikipedia.org/wiki/Ombudsman http://www.rbi.org.in/SCRIPTs/bs_viewcontent.aspx?Id=164 http://www.rbi.org.in/scripts/FAQView.aspx?Id=24 http://www.consumercourt.netfirms.com/consumercourtbankingombudsman.htm http://www.apnaloan.com/credit-card-india/Banking-ombudsman-area.html http://www.icrpc.org/icrpc.org.bankingombudsman.htm

The European Union and a Divided Cyprus Essay -- Politics Turkey Greec

The Implications for the European Union of Cyprus being divided between Turkey and Greece The island of Cyprus is the third largest in the Mediterranean with the 2002 population around 705,5000. Its main economic activities include banking, craft exports, merchant shipping, and tourism, which accounts for twenty percent of business (europa.eu.int). For almost thirty years it has been split between Turkish-Cypriots and Greek-Cypriots. The ongoing feud between the two groups and the split of the island in 1974 has lead to much political tension in Europe, especially with the European Union expanding its membership and adding, as of now, only half of the island of Cyprus in May 2004. History Cyprus has always been a center of international trade because of its key location in the Mediterranean between Europe and the Middle East. Greeks settled here in the eleventh and twelfth centuries, bringing the Greek language with them. Because of its close proximity to Turkey, Turks also moved to the island (europa.eu.int). In 1960 the island gained independence from British rule (eubusiness.com 11/4/03). The two groups of occupants had a bi-communal structure with each group speaking their own language and holding to their own traditions until 1963 when violence broke out between the two groups. The United Nations sent peacekeeping forces, which are still there to this day. In August of 1974 the Greek Cypriots tried to join Greece and the Turk Cypriots called for forces from Turkey; this act split the island. The capitol of the island, Nicosia, still has a wall splitting the two sides, much like the Berlin wall (europa.eu.int). The two sides are separated by barbed wire, pill boxes, and soldiers carrying guns (The Economis... ....c6wke3w4>. European Stand on the Cyprus Problem. 19 Dec. 2003 <http://www.kypros.org/cyprus_problem/eudocs/intro.html>. ?Loosening Up? Is there still a chance for settlement in Cyprus??The Economist 17-23 May 2003. ?The Magic of Membership: The lure of the EU may yet settle Cyprus.? The Economist 18-24 Jan. 2003. Relationship with Cyprus.16 Dec. 2003 <http://europa.eu/int/comm/enlargement/cyprus/index.htm Turkey makes EU bid a top priority. 8 Dec. 2003. EU Business Ltd. 8 Dec. 2003 http://eubusiness.com/afp/031208173514.w3fxycbr>. Turkish Cypriots vote in elections crucial for EU, Turkey. 14 Dec. 2003. EU Business Ltd. . 16 Dec.2003 <http://eubusiness.com/afp/031214103303.88diym19>. Vassiliou,George. EU Enlargement and Cyprus Political and Economic Implications. 16 Dec. 2003 "What A Waste." The Economist 15-21 Mar. 2003. The European Union and a Divided Cyprus Essay -- Politics Turkey Greec The Implications for the European Union of Cyprus being divided between Turkey and Greece The island of Cyprus is the third largest in the Mediterranean with the 2002 population around 705,5000. Its main economic activities include banking, craft exports, merchant shipping, and tourism, which accounts for twenty percent of business (europa.eu.int). For almost thirty years it has been split between Turkish-Cypriots and Greek-Cypriots. The ongoing feud between the two groups and the split of the island in 1974 has lead to much political tension in Europe, especially with the European Union expanding its membership and adding, as of now, only half of the island of Cyprus in May 2004. History Cyprus has always been a center of international trade because of its key location in the Mediterranean between Europe and the Middle East. Greeks settled here in the eleventh and twelfth centuries, bringing the Greek language with them. Because of its close proximity to Turkey, Turks also moved to the island (europa.eu.int). In 1960 the island gained independence from British rule (eubusiness.com 11/4/03). The two groups of occupants had a bi-communal structure with each group speaking their own language and holding to their own traditions until 1963 when violence broke out between the two groups. The United Nations sent peacekeeping forces, which are still there to this day. In August of 1974 the Greek Cypriots tried to join Greece and the Turk Cypriots called for forces from Turkey; this act split the island. The capitol of the island, Nicosia, still has a wall splitting the two sides, much like the Berlin wall (europa.eu.int). The two sides are separated by barbed wire, pill boxes, and soldiers carrying guns (The Economis... ....c6wke3w4>. European Stand on the Cyprus Problem. 19 Dec. 2003 <http://www.kypros.org/cyprus_problem/eudocs/intro.html>. ?Loosening Up? Is there still a chance for settlement in Cyprus??The Economist 17-23 May 2003. ?The Magic of Membership: The lure of the EU may yet settle Cyprus.? The Economist 18-24 Jan. 2003. Relationship with Cyprus.16 Dec. 2003 <http://europa.eu/int/comm/enlargement/cyprus/index.htm Turkey makes EU bid a top priority. 8 Dec. 2003. EU Business Ltd. 8 Dec. 2003 http://eubusiness.com/afp/031208173514.w3fxycbr>. Turkish Cypriots vote in elections crucial for EU, Turkey. 14 Dec. 2003. EU Business Ltd. . 16 Dec.2003 <http://eubusiness.com/afp/031214103303.88diym19>. Vassiliou,George. EU Enlargement and Cyprus Political and Economic Implications. 16 Dec. 2003 "What A Waste." The Economist 15-21 Mar. 2003.

Character Analysis

The two sons and father live, and they begin to travel the country in hopes Of discovering who or what caused the death of their beloved wife and mother. The eldest son Dean (Jensen Cackles) grows to be the typical macho tough guy, intent on fulfilling his father's every wish, along with following his footsteps to be an expert in slaying any and all supernatural beings. The youngest son, Sam Oared Padlock) attempts to live the life of a normal teenager, going to law school and having a loving girlfriend whom he hopes to one day marry.One day their father goes missing on what they refer to as a â€Å"hunting trip†, and Dean seeks out Sam at college to come with him and find their father. They then begin a long journey, fighting the supernatural and helping others along the way with the help of a family friend named Bobby Singer (Jim Beaver), searching for the demon who killed their mother. The character portrayed by Jarred Padlock, Sam Winchester, stands out the most in regards to having a disorder.He appears to be a paranoid schizophrenic, displaying many symptoms over a period of a few years. After leaving to help his brother find their father, his girlfriend soon dies a similar death to that of his mother, or so he believes, as he begins to experience illustrations that he refers to as ‘Visions†. Later in the first season, he convinces himself that he must go through ‘trials†, and at one point believes that he must give up his life to demons that are after him in order to save his brother and a group of strangers.This could be another delusion of grandeur, as well as a sign of depression (the need to commit suicide) which is an early warning sign of schizophrenia. Later on in season two after finding their father, all three of the Winchester men are in a car wreck that leaves Dean and their father John in critical condition. After his father passes from his fatal wounds and his brother lives, Sam believes that his father sold hi s soul to a demon in exchange for his brother to live. As the series progresses, Sam becomes more and more socially withdrawn, another early sign of schizophrenia.His brother becomes his only constant interaction with people. Often in the show he is seen drinking to excess, becoming drunk and sometimes passing out. In many different episodes he stays awake, passing off on sleep to read more on the demons he believes are after him and his rather, occasionally going off on his own to find enemies and kill them. A red flag warning sign of schizophrenia is extreme reaction to criticism, which Sam often experiences, particularly in regard to his father.In an early episode, Dean and Sam fight about carrying on the family business, as Sam believes it isn't their responsibility and that their father consumed their life with that nonsense rather than allowing them to live normal lives. Dean then tells Sam how he is a coward and selfish, and Sam goes off into a rage, furious at the words of h is brother. Whenever he is reprimanded or insulted in the show, he often goes off by himself in a state of anger, sometimes resorting to drinking as a means of getting his mind off of the problem.Sam also experiences suspiciousness that comes with his hallucinations/delusions. In a later episode he hallucinates that his brother is insulting him and telling him how Sam how he hates him along with blaming him for their father's death, but then after coming back to reality he sees that his brother didn't actually say these things, although he carries the suspicion that he truly feels that way bout him. The most apparent sign of schizophrenia in Sam appears to be his lack of emotion and having a flat expressionless gaze in the later seasons.He becomes detached to his brother, as nearing the last few seasons they have had problems and gone their separate ways many times. He develops resentment towards Dean, still holding on to his dream of living a normal life, so when they do finally co me back together he states that it will only be for that time being until the problem at hand is solved. Although they end up tying with one another, the anger Sam holds inside himself is apparent. Character Analysis The two sons and father live, and they begin to travel the country in hopes Of discovering who or what caused the death of their beloved wife and mother. The eldest son Dean (Jensen Cackles) grows to be the typical macho tough guy, intent on fulfilling his father's every wish, along with following his footsteps to be an expert in slaying any and all supernatural beings. The youngest son, Sam Oared Padlock) attempts to live the life of a normal teenager, going to law school and having a loving girlfriend whom he hopes to one day marry.One day their father goes missing on what they refer to as a â€Å"hunting trip†, and Dean seeks out Sam at college to come with him and find their father. They then begin a long journey, fighting the supernatural and helping others along the way with the help of a family friend named Bobby Singer (Jim Beaver), searching for the demon who killed their mother. The character portrayed by Jarred Padlock, Sam Winchester, stands out the most in regards to having a disorder.He appears to be a paranoid schizophrenic, displaying many symptoms over a period of a few years. After leaving to help his brother find their father, his girlfriend soon dies a similar death to that of his mother, or so he believes, as he begins to experience illustrations that he refers to as ‘Visions†. Later in the first season, he convinces himself that he must go through ‘trials†, and at one point believes that he must give up his life to demons that are after him in order to save his brother and a group of strangers.This could be another delusion of grandeur, as well as a sign of depression (the need to commit suicide) which is an early warning sign of schizophrenia. Later on in season two after finding their father, all three of the Winchester men are in a car wreck that leaves Dean and their father John in critical condition. After his father passes from his fatal wounds and his brother lives, Sam believes that his father sold hi s soul to a demon in exchange for his brother to live. As the series progresses, Sam becomes more and more socially withdrawn, another early sign of schizophrenia.His brother becomes his only constant interaction with people. Often in the show he is seen drinking to excess, becoming drunk and sometimes passing out. In many different episodes he stays awake, passing off on sleep to read more on the demons he believes are after him and his rather, occasionally going off on his own to find enemies and kill them. A red flag warning sign of schizophrenia is extreme reaction to criticism, which Sam often experiences, particularly in regard to his father.In an early episode, Dean and Sam fight about carrying on the family business, as Sam believes it isn't their responsibility and that their father consumed their life with that nonsense rather than allowing them to live normal lives. Dean then tells Sam how he is a coward and selfish, and Sam goes off into a rage, furious at the words of h is brother. Whenever he is reprimanded or insulted in the show, he often goes off by himself in a state of anger, sometimes resorting to drinking as a means of getting his mind off of the problem.Sam also experiences suspiciousness that comes with his hallucinations/delusions. In a later episode he hallucinates that his brother is insulting him and telling him how Sam how he hates him along with blaming him for their father's death, but then after coming back to reality he sees that his brother didn't actually say these things, although he carries the suspicion that he truly feels that way bout him. The most apparent sign of schizophrenia in Sam appears to be his lack of emotion and having a flat expressionless gaze in the later seasons.He becomes detached to his brother, as nearing the last few seasons they have had problems and gone their separate ways many times. He develops resentment towards Dean, still holding on to his dream of living a normal life, so when they do finally co me back together he states that it will only be for that time being until the problem at hand is solved. Although they end up tying with one another, the anger Sam holds inside himself is apparent.

Personal Autobiography and My Similarities with Characters...

Everyone has a story of where they came from, their ancestral heritage, and the class in society in which they were raised. In our journey of self-discovery we experience different events, and encounter people from diverse backgrounds that influence who we are, and aide us in finding our true selves. The many life events and individuals that are encountered from childhood to adulthood have an influence not only on our desire to pursue higher education, but also on our political views. While some are blessed to live a privileged life, face little struggle, and have every opportunity available, others are not so fortunate. Growing up I lived an underprivileged life, where I faced a struggle not only with my socioeconomic status, but also†¦show more content†¦But to solely blame ones race for life’s struggles and an underprivileged life is unrealistic in the current day United States society that is becoming ever more racially homogenous. Is race really the blame for an underprivileged life, or is it rather the socioeconomic status that causes a series of life events leading to an underprivileged life? My maternal grandfather was an immigrant from Sicily, Italy, who came over on a boat to Ellis Island, with his mother and two older siblings to pursue a better life with opportunity. He became a â€Å"scholarship boy† (Rodriguez 49) and through determination and hard work, he became a civil engineer, designed infrastructures and developed inventions for the government, and was extremely successful. My maternal grandmother on the other hand, was born and raised in the United States, with her family lineage tracing back to the Donner party and distant relative, William Wallace. My grandparents met in Southern California, married, and settled in Santa Barbara. Being of Catholic faith, my grandmother became a stay at home mother, and conceived nine children. When my mother was in middle school, her parents divorced, and they were left to be raised by my grandmother, with the financial support of my grandfather. Being a newly divorced woman, my grandmother began to partake in the l ifestyle of the 70’s/ early 80’s. My mother beingShow MoreRelatedOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Important Change.163893 Words   |  656 Pages11th John McMillian and Paul Buhle, eds., The New Left Revisited David M. Scobey, Empire City: The Making and Meaning of the New York City Landscape Gerda Lerner, Fireweed: A Political Autobiography Allida M. Black, ed., Modern American Queer History Eric Sandweiss, St. Louis: The Evolution of an American Urban Landscape Sam Wineburg, Historical Thinking and Other Unnatural Acts: Charting the Future of Teaching the Past Sharon Hartman Strom, Political Woman: Florence Luscomb and the Legacy

The Impact of Mental Illnesses and Health Problems from...

The Impact of Mental Illnesses and Health Problems from Work-Related Stress on Employees in Office Jobs Introduction Year after year a behavioral change began to impact her life; she became irritable, fatigued and gained almost fifty pounds. She was no longer fun to be around and isolated herself away from everyone. Her kids would ask if she was okay and knew something was wrong. The work-related stress and harassment she received from her bosses triggered symptoms of depression. The job took place at Unknown Healthcare where she was an administrative assistant. An office job that paid fairly well, however, was stressful because of the rigorous demands from the bosses and the abusive behavior in which they treated her. She was working 9-5 everyday with some days of overtime while being a single parent with two young kids. She decided it was in her best interest to quit the job and find something where she would be happier and healthier. 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C. Wright Millss Sociological Imagination - 1301 Words

The sociological imagination, a concept coined by C. Wright Mills, is defined as, â€Å"the awareness of the relationship between personal experience and wider society.† The sociological imagination is not an innate way of thinking, therefore its inverse is commonly referred to as the ordinary way of thinking. People who think ordinarily, do not make connections between what is happening in their own milieu and what is happening in the larger society they live within. The memoir of Michael Patrick MacDonald, All Souls, recounts his experience growing up in South Boston and perfectly illustrates the ordinary way of thinking. He and his family faced countless hardships and struggles that were merely side effects of larger societal issues, yet†¦show more content†¦Even after this pertinent information came to light, the family was still in disbelief, â€Å"I still wasn’t going to believe Frankie was in that casket until I saw him†(MacDonald 186). No one in the family could fathom that someone as upright, and clean cut as Frankie would die like that. Their ordinary way of thinking obstructed the MacDonalds from seeing no matter how revered Frankie was, he was not immune to phenomenons which plagued Southie society, drugs and violence. This lack of understanding is particularly exemplified in the Ma’s futile effort to go, â€Å"after the whole criminal ring (MacDonald 191),† responsible for Frankie’s death. In actuality it was much more than the actions of a couple individuals that caused Frankie to die, but the indentured patterns of crime which defined their neighborhood. The death of another MacDonald son, Davey, once again reveals the ordinary thinking used by the family, but this time on the topic of suicide, rather than drugs and violence. On a hot August afternoon, Davey, the eldest of the MacDonald children, jumped from the top of the Old Colony building, landing on the pavement, resulting in severe injury, and eventually death. If it was not apparent enough from the jump, Michael found broken bottles that Davey had used to slit his wrists on the roof, proving that his death was not accidental but suicidal. There was something insanely taboo about committing suicide in an Irish Catholic community, yet it did not change the factShow MoreRelatedThe Sociological Imagination Essay examples1118 Words   |  5 PagesHaving written The Sociological Imagination in 1959, C. Wright Mills was brought up in a society far more different and archaic than the idea of contemporary society today. The ideals that were imparted to him during his lifetime provided a framework to the ideals that are imparted to people today; however, like all incarnations, processes and ideas adapted to situate themselves into the transitioning threads of society. Through his elaboration on the sociological imagination, C. Wright Mills portraysRead MoreResponse Paper : The Promise1008 Words   |  5 Pagesâ€Å"sociologically right.† The sociological imagination was coined by C. Write Mills. His theory of sociological imagination is that we need to look at things in the big picture. Mills had grown concerned with sociological research. Mills felt that the researchers had gone away from theoretical understanding of society. Mills’s concept was that in order to get a full understanding on an individual we have to use our imaginations and think outside the box. He felt that sociological research need researchersRead MoreIn His Account of the Sociological Imagination, C. Wright Mills (1959) Distinguishes Between ‘Private Troubles’ and ‘Public Issues’. Discuss in Relation to Domestic Violence.746 Words   |  3 Pagesforces and structures (Furze, Savy, Brym, Lie, 2008). Ideologies and social norms about men and women such as patriarchy and gender inequalities contribute greatly to the occurrence of domestic violence in society. Hence C. Wright Mills’s concept of the sociologica l imagination, â€Å"the quality of mind to see what is going on in the world and what may be happening within themselves,† (1959, as cited by Furze et al, 2008, p8) can be applied to domestic violence for it can be distinguished as both a private

Alternative Approaches to Strategic Management

Question: Discuss about the Alternative Approaches to Strategic Management. Answer: Introduction Strategic management refers to the formulation and implementation of significant goals and initiatives by an organisations executive management team on behalf of the shareholders. These decisions are often based on the consideration of the available resources and evaluation of all internal and external environment factors that affect the business operations. Strategic management provides organisations the overall direction and involves the specification of the entitys goals, designing of plans to achieve the objectives, and development of various policies. The strategic management process also entails allocation of allocating resources to attain the objectives (Rialp, Rialp, and Knight 2014). Academicians and practicing managers have over time developed a number of models and frameworks to help in the strategic decision-making processes. The models work differently in varied context, complex environments, and competitive dynamics. It is important to note at this state that strategic management is not static, but is rather dynamic. As a result, most of the models that have been developed over time include a feedback channel to help managers monitor the implementation of the strategies, hence, base their future decision on such findings (Hitt, Ireland, and Hoskisson 2012). One of the current strategic management models is the linear approach. The standard liner approach entails planned determination of initiatives, goals, and the allocation of resources along the lines of an all-encompassing strategy. The strategy often focuses on long term perspectives of the business, and emphasis is laid on managers exchanging information back and forth to make sure that all departments within the business follow the same strategic approach (Morecroft 2015). Scholars indicate that the approach is the most consistent with most strategic planning approaches and is likely to have an impact in the long planning horizon of the firm. One of the limitations, however, is that the strategist who uses the approach often deals with the environment as opposed to the specific issues that the business faces. That has led to the adoption and use of three main strategic approaches, which deal with the problem at hand and not just the business environment. These include the stakehol der approach, dynamic capabilities, and sustainable model (Kapferer 2012). The next sections of this essay discuss the three approaches and gives clear examples of their application. Finally the last section of the paper discusses the availability of each of the three strategies, suggests the benefits of each, looks at the implementation issues, and the limitations associated with the use of the three approaches. Three Main Approaches to Strategic Management Stakeholder Approach Strategic management has long been attributed with numerous competitive advantages, especially in congested markets. It is for the same reasons that strategic management has invented several approaches to ensuring that the practice takes both a business and socio-corporate effect. This is to imply that strategic management strives to ensure that enough revenue is generated from a given investment. On the other hand, socio-corporate virtue ought to be promoted by the same practice increasing product preference in the market. One of the main approaches used by firms includes the stakeholder approach which has come with a number of factors (Oliver and Holzinger 2008). The term stakeholder in a business entity implies to all those individuals who directly or indirectly affect the operations of the involved firm. These would mainly include the employees, the management, investment partners, consumers or customers and sometimes, competitors. For any management to be considered strategic, all of the above stakeholders should be well accounted for. Stakeholders approach to strategic management come with numerous incentives to a firm given that motivation levels and working conditions are ever conducive. This is to imply that profits take an upward curve in the performance graph as reflected in financial statements (Reed, et al. 2009). The objectives of strategic management using stakeholder approach tend to be all-inclusive as well as comprehensive. In most instances, stakeholder approach ensures that there is minimal resistance from all stakeholders as all of their prime needs are highly prioritized. For instance, dividends are equitably shared among investment partners leaving a minimal room for complains on unattended shares. From another angle, employees are perfectly fitted into the involved firms objective drive by ensuring that their wages are timely met and added incentives fairly distributed. With such an approach, it would be very rare to have internal and external resistance inhibiting revenue generation (Harrison, Bosse, and Phillips 2010). It would also be of essence to note that in stakeholder approach policies are jointly enacted by all of the involved parties. Whenever there is a change that has been deemed necessary for implementation, a joint meeting is conducted with all stakeholders representation present to ensure that the process is comprehensive and transparent. In such a management environment, it is expected that all of the requirements agreed upon in the meeting should be met amicably within the shortest time period. All of the barriers to the implementation of a policy are tabled during the joint meeting to avoid instances of delays. It should also be wise to acknowledge that a highly structured communication flow is developed for the management to be efficient (Jamali 2008). Dynamic Capability Approach In most organizations, the diversity in capability tends to be a vital element of management. This depends highly on the nature of operations that the firm is engaged in especially when it comes to complex and huge projects (Wu, et al. 2012). Logically, organizations include teamwork as one of the main channels of accomplishing both simple and complicated tasks. When an assignment is conducted individually, in most cases, there are numerous cases of irregularities in terms of unattended elements and mishandled requirements. It is for this main reason that organization adopts a dynamic capability approach to strategic management (Lee, et al. 2012). Nevertheless, there are two main factors that necessitate a dynamic capability approach. To begin with, a dynamic capability approach ensures that employees work at their best in terms of their skills. The competency is optimized by aligning their trained knowledge with a task at hand. For a teamwork assignment, this approach becomes most effective when individuals are expected to submit their scheduled modules (Beske 2012). The main hurdle in this approach tends to be that ability to map ones capability to the requirements of a given task. Aside from that, it would be very true to mention that this approach to strategic management especially in the production arena or department of a firm (Rodriguez, Ricart, and Sanchez 2002). Addressing the above from another angle, optimizing competency with respect to dynamic capability tends to be a motivational attribute in strategic management. This would be well explained by the fact that one assumes the responsibility of a task with full intention of submitting a quality assignment. From a personal point of view, any individual feels at ease working with less pressure on an area they are vast in. In turn, this intrinsically motivates an employee who works hard to ensure that they submit an assigned task to the best of their ability. In the business world, having quality submissions for assignments to employees is one of the main driving factors to success (Ambrosini and Bowman 2009). From a conclusive point of view, a dynamic capabilities approach becomes more effective when the management is able to integrate all of its expertise from different employees. It would be a very futile process if a firm has rich-skilled employee base yet it is unable to maximize on such resource. Therefore, strategic management ensures that dynamic capabilities are well incorporated into the firms goals and objectives for a successful venture. If a management would incorporate this approach and fail to have a complete integrating platform, then the entire approach would ever be faulty (Augier and Teece 2009). Sustainable Approach Given the statistics of organization management, it is estimated that a substantial number of both regional and global firms use the above approach for their strategic management. In simple terms, sustainable approach is a method of management where relevance describes the structure of operations. In other terms, the management approach used perfectly fits the operations of the firm regardless of the latters nature. This would imply that the involved firms management does not take a particular direction in terms of adhering to a particular management approach (Sala, Farioli, and Zamagni 2013). There are some firms which prefer dynamic capabilities approach to stakeholder approach. However, with the described management approach in practice, any management platform is used where necessary. This approach tends to be effective with respect to some vital underlying factors (Gupta and Kumar 2013). First and foremost, sustainable approach in strategic management focuses (primarily) on the results. The sustainability effect of the management practice ensures that assignments are always submitted in time with minimal errors. In general terms, any sustainable approach adopted for strategic management depicts a typical modern management which operates in rapidly changing market or environment (Hall and Wagner 2012). Just like any market, it would be very true to note that consumer needs keep on changing from time to time. It is for this reason that sustainability approach is mostly preferred over other management approaches (Castiaux 2012). It would also be of essence to note that sustainability approach assumes the role of one fit all for most organizations. This is to state that this approach would be used for any firm irrespective of the nature of its operation. Sustainability approach ensures that an organization stays in business for as long as it meets the demands of the market. This would include incorporating any management approach that would fit onto the operations of the involved firm (Hall and Wagner 2012). It would also be of essence to note that this approach can integrate other approaches using some of their vital elements for a given operation. For instance, having a task that requires specific expertise would be well managed by dynamic capabilities approach. The same task would also play an effective role in ensuring that the firm accrues as much revenue from the market as possible. In such a phenomenon, the stakeholder approach is used to sensitize on the importance of the task and its meaning to the f irm (Wheelen and Hunger 2011.). Summary of Application FiberTech uses the stakeholder approach strategic management in its Light Wave Cable project. The first step when using the strategy is to identify and classify the stakeholders of the project. The next step is to determine the role, power, interest, and influence of each of the stakeholders. That helps management indentify the key stakeholders in the project. In the formulation of the strategies for the implementation of the project the managers base their decisions on the needs, interest, and aspirations of the most important stakeholders in the project. That helps minimise the risk of the project encountering competing goals and maximises the resources required to successfully complete the undertaking (Jamali 2008). If the firm was to use the dynamic approach, the managers would focus on the changing aspects of the project. At each stage they would have to come up with an idea of how to implement the changes that take place throughout the process. The dynamic approach is best suited for a highly changing business environment is it ensures that the managers incorporate the changing elements of their environment as they progress with the implementation of the project. On the other hand, if the firm was to use the sustainable approach the aim would be to ensure that the project lasts for a long time and remains relevant in the long-term future. The first stage in the implementation of the sustainable approach is to forecast the future needs and trends of the business environment. That helps the managers form a basis for their project and determines what clients or stakeholders will require in the unforeseen future period (Hall and Wagner 2012; Jamali 2008). Conclusions Several scholars argue that the stakeholder approach is only applicable in short term projects, which at achieving specific goals. That is because the approach targets the most crucial stakeholders in a project. The managers of the firm use the interests, expectations, and goals the most crucial stakeholders after an analysis of all the parties involved in the execution of the project, to determine next course of action in the implementation process (Oliver and Holzinger 2008). The dynamic capabilities approach is considered a valid model to use in an extremely dynamic environment. That is the case because the approach aims at maximising the capabilities of the employees and managers in a project. The idea is to equip them with the latest competences required to compete fairly with other major players in the industry. Proponents of the dynamic capabilities argue that the aim of the business is to create additional value. Therefore, for the firm to ensure continued competitiveness, the managers must adopt a flexible approach to the business so that it adapts to the changing nature of its competitive environment (Hall and Wagner 2012). The stainable approach is based on the need for the form to accept that the business environment is part of the natural and social systems. That means that for the firm to survive into the long-term unforeseen future, the managers must respect members of the social and natural environment in which it operates. Academicians and scholars agree that the approach is valid in projects that the firm intends to continue operating in the long-term future (Sala, Farioli, and Zamagni 2013). Suggested Benefits There are suggested benefits for each of the approaches discusses in this paper, Fir the stakeholder approach open of the main benefits is that the enhances objectivity in the attainment of a projects goals. Anther benefit is that it is economic in the sense that the firm does not waste resources implementing interests of stakeholders who will not influence the project in the first place. The dynamic capabilities model is said to be flexible and efficient in terms of skill and competency development in the firm. Finally, the sustainable approach makes it easy for the firm to survive and remain relevant in the business in the long-term future (Sala, Farioli, and Zamagni 2013). Implementation Issues The main implementation issue faced in the execution of the three approaches is the dynamic nature ft he business environment, it is difficult to predict accurately the future occurrences within the business world. As a result, mangers need to take the time and research thoroughly to determine the best and most effective approach and one that they can implement without many uncertainties in the future (Hall and Wagner 2012; Oliver and Holzinger 2008). Limitations Each of the three approaches has some limitations. The main limitation of using the stakeholder approach is that it is difficult to compromise or balance stakeholders interest against one another. By assuming that some of the stakeholders are important than others, the approach fails to implement some crucial strategist that would help steer the firm foreword. The dynamic capabilities approach is considered to be expensive by some managers as they have to constantly review the business trends and revise their existing strategies (Hall and Wagner 2012). Finally, the sustainable approach is costly and time consuming, which limits its application in most businesses. However, it is important to note that from the analysis in this essay, the sustainable approach to strategic management is the most effective for use if the firm intends to remain relevant for a long-time in the future (Oliver and Holzinger 2008). Reference List Ambrosini, V. and Bowman, C., 2009. What are dynamic capabilities and are they a useful construct in strategic management?International journal of management reviews,11(1), pp.29-49. Augier, M. and Teece, D.J., 2009. Dynamic capabilities and the role of managers in business strategy and economic performance.Organization science,20(2), pp.410-421. Beske, P., 2012. Dynamic capabilities and sustainable supply chain management.International Journal of Physical Distribution Logistics Management,42(4), pp.372-387. Castiaux, A., 2012. Developing dynamic capabilities to meet sustainable development challenges.International Journal of Innovation Management,16(06), p.1240013. Freeman, R.E., 2010.Strategic management: A stakeholder approach. Cambridge University Press. Gupta, S. and Kumar, V., 2013. Sustainability as corporate culture of a brand for superior performance.Journal of World Business,48(3), pp.311-320. Hall, J. and Wagner, M., 2012. Integrating sustainability into firms' processes: Performance effects and the moderating role of business models and innovation.Business Strategy and the Environment,21(3), pp.183-196. Harrison, J.S., Bosse, D.A. and Phillips, R.A., 2010. Managing for stakeholders, stakeholder utility functions, and competitive advantage.Strategic Management Journal,31(1), pp.58-74. Hitt, M.A., Ireland, R.D. and Hoskisson, R.E., 2012.Strategic management cases: competitiveness and globalization. Cengage Learning. Jamali, D., 2008. A stakeholder approach to corporate social responsibility: A fresh perspective into theory and practice.Journal of business ethics,82(1), pp.213-231. Kapferer, J.N., 2012.The new strategic brand management: Advanced insights and strategic thinking. Kogan page publishers. Lee, S., Geum, Y., Lee, H. and Park, Y., 2012. Dynamic and multidimensional measurement of product-service system (PSS) sustainability: a triple bottom line (TBL)-based system dynamics approach.Journal of Cleaner Production,32, pp.173-182. Morecroft, J.D., 2015.Strategic modelling and business dynamics: a feedback systems approach. John Wiley Sons. Oliver, C. and Holzinger, I., 2008. The effectiveness of strategic political management: A dynamic capabilities framework. Academy of Management Review, 33(2), pp.496-520. Reed, M.S., Graves, A., Dandy, N., Posthumus, H., Hubacek, K., Morris, J., Prell, C., Quinn, C.H. and Stringer, L.C., 2009. Who's in and why? A typology of stakeholder analysis methods for natural resource management.Journal of environmental management,90(5), pp.1933-1949. Rialp, A., Rialp, J. and Knight, G., 2014. International entrepreneurship.The Routledge Companion to International Entrepreneurship, p.7. Rodriguez, M.A., Ricart, J.E. and Sanchez, P., 2002. Sustainable development and the sustainability of competitive advantage: A dynamic and sustainable view of the firm.Creativity and Innovation Management,11(3), pp.135-146. Sala, S., Farioli, F. and Zamagni, A., 2013. Life cycle sustainability assessment in the context of sustainability science progress (part 2).The International Journal of Life Cycle Assessment,18(9), pp.1686-1697. Wheelen, T.L. and Hunger, J.D., 2011.Concepts in strategic management and business policy. Pearson Education India. Wu, Q., He, Q., Duan, Y. and O'Regan, N., 2012. Implementing dynamic capabilities for corporate strategic change toward sustainability.Strategic Change,21(5?6), pp.231-247.