Şunu aradınız:: daya saing (Malayca - İngilizce)

daya saing
profitable

apa maksud ?daya saing
what purpose? competitiveness

menaikkan semangat daya saing
cultivate a spirit of competitiveness

barat daya
southwest

dimensi daya:
force dimension:

(daya maksimum)
(maximum force)

contoh ayat berdaya saing
example sentences competitive

daya ingatan kuat
masuk icu

daya tahan otot
body endurance

mendapat daya tarikan
immune

daya tarikan graviti
gravitational attraction

mewujudkan syarikat contoh yang mempunyai produktiviti dan daya saing tinggi untuk dijadikan tanda aras.
creating exemplary companies with high productivity and competitiveness to be benchmarked.

bahawa dalam perpustakaan sumber utama inovasi dan membina kelebihan daya saing berbanding institusi lain mungkin adalah reka bentuk perkhidmatan yang bernas dalam semangat andaian ekonomi pengalaman .
in the case of libraries, which usually have small budgets, introducing innovations based on new technologies can be a difficult task, but it is not impossible.

kelebihan daya saing ditentukan oleh kehadiran matlamat yang bijak dan berhemat. organisasi perniagaan perlu mempunyai strategi kukuh yang memanfaatkan kekuatan utama mereka sebagai cara untuk mencapai skala ekonomi. strategi perniagaan organisasi hendaklah berdasarkan kecekapan operasi. selain itu, organisasi yang berjaya berusaha untuk mewujudkan persekitaran di mana mereka dapat mencapai sasaran kritikal mereka melalui proses dan fungsi perniagaan yang dinamik.
competitive advantage is determined by the presence of smart and prudent goals. business organizations need to have strong strategies that leverage their key strengths as a means of attaining economies of scale. the business strategy of the organization should be based upon operational efficiencies. additionally, successful organizations strive to create an environment where they are able to achieve their critical targets through dynamic business processes and functions.

perspektif institusional banyak menggunakan aliran mikroekonomi schumpeter (1934; 1950) yang berhujah menentang tanggapan rasional dan stabil tentang daya saing dan persekitaran luaran. sebaliknya, perspektif ini menunjukkan bahawa kuasa persaingan sememangnya tidak stabil dan dalam proses 'pemusnahan kreatif' yang berterusan (schumpeter 1950). seperti yang boleh dibayangkan, perspektif ini tidak sesuai dengan perancang strategik berikutan bentuk organisasi industri
the institutionalist perspective draws heavily on schumpeter’s (1934; 1950) stream of microeconomics which argues against the rational and stable notions of competitive forces and the external environment. instead, this perspective suggests that competitive forces are inherently unstable and in a continual process of ‘creative destruction’ (schumpeter 1950). as one can imagine, this perspective does not sit comfortably with strategic planners following the industrial organisation form of a