Home » Khalifa fund strategy of leading entrepreneurship development in UAE and to facilitate the growth of competitive samll-mediume enterprise (SMEs) is not fully implemented

Khalifa fund strategy of leading entrepreneurship development in UAE and to facilitate the growth of competitive samll-mediume enterprise (SMEs) is not fully implemented

Answer the following question:


Outline a practical management problem to which at least three of research areas (studied in the class )are relevant. Name those research areas.

You may chose this Problem: Khalifa fund strategy of leading entrepreneurship development in UAE and to facilitate the growth of competitive samll-mediume enterprise (SMEs) is not fully implemented :

Pick three or more of the research areas as following:
1. Human Resources management
2. Marketing management
3. Information systems and technology management
4. Business innovation
5. Strategic planning
6. Operation management
7. Entrepreneurial ventures
8. Business organization

Please go to this website for background information : http://khalifafund.sdg.ae/Default.aspx
“Khalifa Fund for Enterprise Development was launched on June 3, 2007 to help develop local enterprises, with a total capital investment of AED 2 billion.
The Fund aims to create a new generation of Emirati entrepreneurs by instilling and enriching the culture of investment amongst young people, as well as supporting and developing small to medium-sized investments in the Emirate. The Fund provides integrated and comprehensive programmes to meet the needs and requirements of investors seeking to establish or expand investments.
The Fund has developed a system of support services for entrepreneurs, including training, development, data and consulting services, in addition to a number of marketing-focused initiatives.”

Question 2:

This question should be broken down into 2 parts. First comes a summary of what insights the three (or more) research areas can contribute to addressing the practical management problem. This needs to be done with adequate references, showing that the student has acquired a deep understanding of the research areas. It is also advisable to elaborate on insights that are central to the research area, not some marginal points made in marginal journals. Picking relevant insight is therefore in itself a test of how well a student understands a research area and if the student possesses good research skills. The second part is about explaining the relationships between the insights. How do the different research areas play together (or not) if one wants to address the practical problem? Do they give conflicting advice? Do they point towards different aspects of the problem? If so, would you say that they complement each other to produce a rounded solution? Or would you say that they are contradictory and perhaps even confusing to the practitioner?

As an aid to the student in preparation for solving this question you might want to draw a table with 3 columns (or more if you have more than 3 research areas) and write the insights in the columns. Then identity which insights appear repeated, complementary, of contradictory. Note that in respect to certain aspects of the practical problem two research areas may offer complementary insights and in respect to other aspects contradictory insights. Such a table can only be a first step to an answer and is not in itself an answer. This question requires detailed and thoughtful elaboration in a carefully composed text to demonstrate mastery of the most important issues and concepts.

Question 3:

The answer to this question draws on your answer to Q2. Here the main task is to add to the conceptual and theoretical considerations a practical dimension. First, define for the practical problem what are the relevant constraints, perhaps with regards to time, resources, complexity, organizational reach, key stakeholders, organizational strategy, etc. How important a problem is it and to what length should management go to address it (in the context of all the other problems of the organization)? Then, evaluate which insights discussed in Q2 are suitable practically. Justify in great detail why you think that the insights you chose are the ones on which you would base your recommendations to management. This justification must build on the relevant constraints. Remember that no organization is perfect and that perfection is frequently uneconomical. Practical recommendations do not just “translate” some random conceptual insight into a set of practical activities. Instead they identify insights that suit specific contexts of existing practical priorities and constraints.

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