قضية الترادف اللفظي والاتحاد المعنوي في اللسان العربي

In this article meaning of Taradif (synonymity) and identical meanings are treated from diverse aspects. Its implications in Arabic language have been particularly focused one. The article deals with different thoughts of lexicographers in this regard. There are some lexicographers who of the opinion that there does not exist any taraduf and different words are used for different meanings. For instance they do not believe that Saif(ÿ) and Sarim (rju>) have any Taraduf between them. In fact, according to them they are used for two different meanings and hence they do not give identical meanings. There is another group of lexicographers who are supporters of the existence of taraduf in Arabic language. In this regard they present the examples of existence of about 100 words for the meaning of "LION". Such as asad (J-I) Ghazanfar (>~ÿ) and daraghim etc. They also argue that denial of taradufcan lead to many linguistic problems. Such as how one can/would translate the phrase (v V) without need of rephrasing to the phrase of (v eiiV)

Business Strategy and Organizational Performance: Measures and Relationships

The contemporary literature is challenging the original idea that strategic purity leads to superior performance. Similarly, there is an inconclusive debate in extant literature about the superiority of strategic consistency over strategic flexibility. To address these issues, the objectives of the research include: the refinement of scoring methodology for classification of strategic types and strategic behavior of the firms; the comparison of strategic groups’ performance across firm size and industry; strategy-performance, size-performance, industry-performance, contingent effect of strategy, size, and industry on performance; and the comparative analysis of single industry results with multi-industry results for generalization. Drawing on the contingency theory perspective, Miles and Snow typology is used for operationalization of strategic types using seven years archived financial data of 307 joint stock companies listed at Pakistan Stock Exchange (PSE). The findings reveal that the defending and analysing strategies perform better than prospecting and reacting strategies. Hybrid strategies outperformed pure strategies while both consistent and flexible strategies performed equally well and outperformed the reactors. The performance of strategic types varies with the change in firm size and industry. The results imply that for better performance, firms in Pakistan should either compete on the basis of service, price, quality, and operational excellence or should focus on a balance of innovation and core product development. Innovation, rapid growth and new product developments is non-profitable. Similarly, inconsistent strategic behaviour results in poor performance. The conceptualization of pure, hybrid, consistent, and flexible strategic types, identification of strategic transition of the firms to find out behaviour along with their empirical testing, refinements in methodology for objective measures, a comparison of single industry vs multi-industry results are the major contributions of the study. Typology-driven theorizing for hybrid, consistent, and flexible strategic types is one of the promising area for future research