Management Consulting BUSI 640

Management Consulting

BUSI 640

Student-Consultant Name:

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Date of Template Submission:

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Table of Contents

Table 5 – Recommendation Detail # 4 26

Table 5 – Recommendation Detail # 5 27

Appendices / Tables

REFERENCES

Please follow this instruction:

1. Case Study: "Sagamok First Nation"

2. Please do not just write one sentence, explain each part clearly as much as you can

3. Place responses directly into the Template provided

4. After mentioning three options (solutions or ideas for the problem in the case, choose one of them which is the best to analyze in details in other tables till the end.

5. Using all good sentence structure or sentence structure combined with point form is acceptable; however provide APA references at end of Template.

6. Put one Analysis tool for finding three options (solutions) in the Appendices (Choose one of the following: Such as SWOT, 5 Forces Porter, PESTEL, Fishbone, etc)>>>>> It is in the Table 1 at the end of the file

Notes regarding priority level

Table 5 – Priority: HI= High (Extremely important, very critical); ME= Medium (important but not critical); LO=Low (needs to be done but not important and/or critical)

Table 2.1 – Analysis of Strategic Options

	Option 1
Briefly Identify & Describe the Option	Lack of understanding in between the companies due to their personal changes. The Sagamok first nation company have to deal with the communication problem while an agreement is made. The company has to develop their communication skills to effectively manage the things with the companies
Benefits/ Advantages	The benefit of this strategic option is that the company will able to communicate effectively with the other companies that will not misunderstand the other parties about the agreement
Critical Success Factors	There are various critical success factors of the effective communication strategy which include: Listening, verbal communication, Nonverbal communication, emotional awareness, and written communication These critical success factors helps the Sagamok first nation company in understanding the other companies
Threats/ Risks	There may be the arising of emergency risk communication because many a times the Sagamok first nation company have to share the information on urgent basis with the other companies (Conde, 2017).
Why is this your recommended Strategic Option?	This is the recommended strategic option because it helps the Sagamok in clearing out the misunderstanding between the companies.

Table 2.2 – Analysis of Strategic Options

	Option 2
Briefly Identify & Describe the Option	Negotiation strategy is the second option that has been identify from the given case study. The Sagamok first nation must identify the negotiation strategy.
Benefits/ Advantages	The Sagamok first nation company is able to solve the problems which has been creating at the time agreement with the other companies. With the help of this strategy, the company can also solve the conflicts between the companies
Critical Success Factors	The critical success factors of the negotiation strategy are leverage, resources, attitude, concession, and power. With the help of these critical success factors, the Sagamok first nation will improve their negotiation strategy (Dam, Le Dinh & Menvielle, 2019)
Threats/ Risks	The major risks of this strategy is that sometimes it may create conflicts between the mining companies
Why is this your recommended Strategic Option?	This strategy is very helpful for the Sagamok first nation company because with the help of this strategy the company can negotiate with the companies in terns of getting the best deals.

Table 2.3 – Analysis of Strategic Options

	Option 3
Briefly Identify & Describe the Option	Access of the new the new technology by Sagamok first nation company to build the sustainable competitive advantage in the eyes of the companies
Benefits/ Advantages	The benefits of using new technology helps the Sagamok first nation company in attracting the new companies to invest in the company to provide the services to the customers.
Critical Success Factors	The Sagamok first nation have to give the training to the employees before adopting the new technology. They have to guide the employees in a way that will be easy for them for the easily access of the technology.
Threats/ Risks	The risk of the access of new technology is that sometimes the employees in the business are not able to understand that how to operate this new technology Demir, Abou-Jaoude & Kumral, 2017)
Why is this your recommended Strategic Option?	This is the recommended strategic because it helps the company in attracting the new customers and building the brand awareness of the company.

Table 3.1 - Critical Issues in the Context of Recommended Strategic Option – FINANCE

CRITICAL ISSUES	How is it manifested?	Why is it happening? Cause(s)?	1) Why Important? 2) Implications if not dealt with?
Finance F1 Technological change	The Sagamok first nation and the other mining companies are facing an issues of the technological change	It is because the mining industries change their technologies for attracting the customers	This is important because the Sagamok company will lose their customers if this will not improve by them.
F2 Feasibility issue	The Sagamok was facing the issues in financial feasibility due to its mining services.	It is happening because of lack of awareness regarding problems that may arise in the business.	It is very necessary to consider this factor while developing strategic options to the Company because it may impact upon the whole financial performance of the business.
F3 Unstable cash flow	The unstable cash flow is another issue that arise formulating the strategic option to the Company.	It is happened due to some financial challenges that may face by the Company.	It is also necessary to consider because unstable cash flow may cause increase in current liabilities of the Company.
F4 Lack of capital sources	The Company is also lacking in the financial and capital resources due to technological change and unstable cash flow.	It is happened because, URSA was entered in negotiation agreement with Sagamok.	This issue is also very essential to consider because capital or financial resources are the backbone in formulating the strategic planning for the Company.
F5 High debt services	The debt services are also high, as the Company is already facing the issues of financial viability (Fiandrino & Tonelli, 2021).	The market rates of the debt are very high to borrow.	It is also the important issue to consider by the Company by modifying of strategic options.

Table 3.2 - Critical Issues in the Context of Recommended Strategic Option – HR

CRITICAL ISSUES	How is it manifested?	Why is it happening? Cause(s)?	Why Important? Implications if not dealt with?
Human Resources HR1 Training and development	The training & development is required because they are facing communication issues.	Due to in appropriate training & development program	Is important to deal with communication problem.
HR2 Communication gap	This issue manifested due to lack of effective communication system (Jaros?awska-Sobór, 2017).	Due to lack of effective communication strategy at workplace.	Is important to develop appropriate communication strategy.
HR3 Lack of effective HR policies	Ineffective HR policies cause the problem over strategic option	Due to putting less emphasis over the HR policies	To deal with issue over strategic option of negotiation agreement
HR4 Regulatory & workplace Safety	The regulatory and safety at workplace are also hinder the implementation of strategic option	Due to constructive practices at the workplace.	To deal with the employment problem.
HR5 Retention & conflict	The employee retention issue is also manifested in Company (Parker et al., 2019).	Due to lack of motivation and encouragement and conflict management strategies	To deal with the conflicts and issue arise in negotiation contract

Table 3.3 - Critical Issues in the Context of Recommended Strategic Option – IT/MIS

CRITICAL ISSUES	How is it manifested?	Why is it happening? Cause(s)?	Why Important? Implications if not dealt with?
Info Tech IT1 Supply of information	It is manifested by communication gap at the workplace	It is happening due to communication gap improper flow of information.	Is important to deal with the issue and smoothen information supply.
IT2 Innovation in mining technology	It is manifested by lack of technological advancement.	Happening due to unable to deal with the technological change	To deal with negotiation contract effectively
IT3 Technological infrastructure	Lack of technological advancement.	Due to lack of financial resource	To achieve competitive advantage
IT4 Regulatory compliance	Copyright, patents laws, software license	Due to country’s laws	To deal with competitors
IT5 Risk management & governance	Risk of high costs and obsolesce	Due to dynamic technological environment	To deal with competitors

Table 3.4 - Critical Issues in the Context of Recommended Strategic Option - POM

CRITICAL ISSUES	How is it manifested?	Why is it happening? Cause(s)?	Why Important? Implications if not dealt with?
Operations OP1 Process of mining	Manifested by its complex process	Due to large number of resources are required	To ensure effective proceeding of mining
OP2 Health & Safety	Dangerous profession	Due to high risk	To ensure safety and security of employees
OP3 Access to energy	Large amount of capital is required	Due to high access to natural and financial resources	To ensure proper utilization of resources
OP4 Environmental footprints	High impact on environment	Due to high environmental impact	To ensure environmental safety
OP5 Volatility of the commodity price	By recent disruption in commodities (Jones, 2020).	Difficulty in planning income & expenditure	To ensure improving efficiency and minimizing time

Table 3.5 - Critical Issues in the Context of Recommended Strategic Option - MARKETING

CRITICAL ISSUES	How is it manifested?	Why is it happening? Cause(s)?	Why Important? Implications if not dealt with?
Marketing M1 Market volatility	By surge in demand of minerals & metals	Due to everchanging demand	To balance the demand & supply
M2 Resource scarcity & quality	Fewer quality resources are left	Difficult to access and lack of renewable resources	To balance the marketing costs of the Company
M3 Social issues	The human or society perceptions over the marketing of the mining process	Due to complex process in mining process of the Company	Developing of right marketing mining contents
M4 Market trends	Everchanging market trends i.e., rates, costs, prices	Due to dynamic nature of business environment of the Company	To cope up with the uncertain environment
M5 Marketing strategy	Manifested by inappropriate marketing strategy (G’afurovich, Abdurashidovich & Ogli, 2020).	Due to lack of effective communication system at the workplace	To become the trust advisor

NOT REQUIRED Table 3A – Vertical Causal Analysis

Description of Underlying Cause (Common causes for multiple problems)	Critical Issue(s) Addressed (as identified in Table 3)	Total Frequency	Priority and Importance
			Low	Med	High
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Additional Issues or Insights which are critical to the success of the organization

OR will critically impact on the success of your recommended strategy

Table 3B – Development of What Need to Be Addressed Statements

What Needs to Be Addressed Sagamok needed to be addressed their financial issues to improve their viability in mining reserves.
Implications if not Addressed	Opportunities if Addressed
If it would not be addressed, then the Company may face financial problem.	If it would be address, then the Company may have other opportunities in mining projects like resource development.

What Needs to Be Addressed They also needed to address their human resources practices and employee’s safety as well.
Implications if not Addressed	Opportunities if Addressed
If it would not be addressed, then the Company may face the issue of risks in workers’ life and high turnover rate.	If it would be addressed then, the Company may have the opportunity of hiring talented workforce by resolving conflicts and developing strong communication system

What Needs to Be Addressed It is also necessary for an organization to manage their operational activities i.e., mining process, reserves and environmental factors (Baatarzorig, Galindev& Maisonnave, 2018).
Implications if not Addressed	Opportunities if Addressed
If it would not be addresses, then they may face the issue of high costs.	If it would, then they may reduce their costs

What Needs to Be Addressed The Company also needs to address the marketing trends.
Implications if not Addressed	Opportunities if Addressed
If it is not, then they may lose their credibility.	If it would, then they can have knowledge with the current marketing trends

What Needs to Be Addressed Paul Eshkakogan needs to take concerned over the negotiable agreement with mutual understanding
Implications if not Addressed	Opportunities if Addressed
If it would not, they will lose their partners	If it would, then their profitability will be increase and economic, social and environmental development as well.

What Needs to Be Addressed They also need to address the issue over the roles and responsibilities of project manager and resolve the conflicts and community’s capacity
Implications if not Addressed	Opportunities if Addressed
If it is not, then they may face huge losses.	If it would, then they may have opportunity of increasing community’s capacity and dispute settlement.

Comment – Observations and Conclusions Regarding Diagnosis

Table 4.1 – Evaluation of Alternative Solutions & Recommendation

WNTBA Statement #1 Income decline due to conflicts & disputes at the workplace
Alternative #1 Implementing clear chain of communication	Pros It can be very helpful	Cons Lack of HR department support
Alternative #2 Conflict resolution techniques (Note: Is there another major alternative?)	Pros It can be done my various resolution methods like accommodating, accepting or compromising	Cons Lack of leadership in conflict management of the Company.
Recommendation & Rationale These alternatives are useful for resolving conflicts and disputes issues.

Table 4.2 – Evaluation of Alternative Solutions & Recommendation

WNTBA Statement #2 Processes and clearances in mining (Burger, Ellis & Pelser, 2019).
Alternative #1 Eliminating non value stages in mining process	Pros It removes unnecessary activities and prevent resource wastage	Cons It can be time consuming to analyze each activity
Alternative #2 Specifying time limit to each process	Pros It saves time	Cons It may create chaos and confusion.
Recommendation & Rationale These alternatives reduce duplication stages in mining process

Table 4.3 – Evaluation of Alternative Solutions & Recommendation

WNTBA Statement #3 Immediate actions on mining leases and negotiation agreement related issues
Alternative #1 Adopting cluster approach	Pros It grants single lease for multiple deposits	Cons Uncertain market trends & risks
Alternative #2 Permit sale license at any stage	Pros It ensures effective production	Cons It can be risky
Recommendation & Rationale These alternatives can be helpful in immediate actions for negotiable agreement

Table 4.4 – Evaluation of Alternative Solutions & Recommendation

WNTBA Statement #4 Immediate action should be taken if something goes wrong
Alternative #1 This can be done by analyzing the performance of the employees	Pros Actual data will get by Sagamok first nation company	Cons It is an time consuming process
Alternative #2 This can also be done by taking feedbacks from the colleagues (Note: Is there another major alternative?)	Pros The colleagues of the employees will get the true feedback (Domingues, Baptista & Diogo, 2017)	Cons There can be biasness from the side of the colleagues
Recommendation & Rationale Alternative 1 is recommended for the Sagamok first nation mining industry company because it ensures to measure the performance of the employees

Table 4.5 – Evaluation of Alternative Solutions & Recommendation

WNTBA Statement #5 Land disputes is major issue that has been going so this can be reduced by planning of the future activities with the consent of all the companies
Alternative #1 The Sagamok first nation company can take this issue to the court	Pros It will help them in getting the solution of a problem	Cons It takes more time as normal
Alternative #2 Land disputes can be solved by applying the performance tool methods on the companies	Pros This is not consuming the time of the Sagamok company (Holmberg et al., 2017)	Cons This has not been resolving the financial conflicts
Recommendation & Rationale Alternative 1 will be recommend to the Sagamok first nation company because the mining industry will get the positive feedback from them

Table 4.6 – Evaluation of Alternative Solutions & Recommendation

WNTBA Statement #6 They must take the decisions by involving all the employees of the mining industry
Alternative #1 The Sagamok first nation company must involve the employees in their decision making process	Pros This will give the innovative ideas to the company	Cons It is a time consuming process
Alternative #2 The Sagamok first nation company should give the priority to the employees in their decision making process	Pros It will motivate the employees	Cons This will require huge cost (Loureiro et al., 2019)
Recommendation & Rationale Alternative 1 will be recommend because the employee will motive and highly inspire to give the best to the organization

Table 5 – Recommendation Detail

Recommendations & ST = 0 to 3 months, MT = 3 to 9 months Supporting Detail LT = 9 to 15 months, Immediate – 0 to 15 days	Timing	Priority (See Note to the Marker)
Rec #1 They should give the trainings to the employees for the effective communication strategy	2 weeks	High
Rec #1 - Critical Success Factors & Risks to be Managed This can be done by proper listening, verbal communication, and nonverbal communication.
Rec #2 They should follow the rules and regulations of the government so that the Sagamok first nation company cannot face any issue (Mardonova & Choi, 2018)	1 week	High
Rec #2 - Critical Success Factors & Risks to be Managed This can be done by proper emotional awareness, written communication, and so on

Table 5 – Recommendation Detail

Recommendations & ST = 0 to 3 months, MT = 3 to 9 months Supporting Detail LT = 9 to 15 months, Immediate – 0 to 10 days	Timing	Priority
Rec #3 The Sagamok first nation company should provide the positive environment culture	1 week	Medium
Rec #3 - Critical Success Factors & Risks to be Managed The critical success factors of this recommendation is that they have to give the flexibility in terms of time
Rec #4 They should give the priority to the employees	1 week	High
Rec #4 - Critical Success Factors & Risks to be Managed This can be done by involving the employees in the decision making process.

Table 5 – Recommendation Detail

Recommendations & ST = 0 to 3 months, MT = 3 to 9 months Supporting Detail LT = 9 to 15 months, Immediate – 0 to 10 days	Timing	Priority
Rec #5 They have the cultural issues so the Sagamok company should give the knowledge to the employees related to the cultural background of the customers	2 weeks	High
Rec #5 - Critical Success Factors & Risks to be Managed This can be done by analyzing the different culture by the trainer.
Rec #6 The Sagamok first nation company should develop their negotiation skills	1 week	Medium
Rec #6 - Critical Success Factors & Risks to be Managed This can be done by giving the trainings to the employees.

OPTIONAL Table 1 - A SWOT+ Data Gathering Table (STRATEGY)

	Strategy
Strengths/ Positives INT	The Sagamok first nation company has a strong promotional strategy to attract the customers
Opportunities EXT	They have the opportunity to identify the competitor’s strategy for increasing the sales.
Threats EXT	The Sagamok first nation company has a threat of arising the conflicts between the team members
Problems/ Challenges/ Weaknesses INT	The problems that they are facing is related to the planning of the strategies in advance

OPTIONAL Table 1.1 - A SWOT+ Data Gathering Table (FINANCIAL MANAGEMENT)

	Finance
Strengths/ Positives INT	The strength of the Sagamok first nation is that there are many mining industries like URSA, KGHM international ltd, who are combined together to form a business. It means all the risks are bear by all of the companies
Opportunities EXT	They have the opportunity that they can invest more to increase their sales on a particular area.
Threats EXT	The threat of the financial management is the competitors of the Sagamok first nation who are trying to grab the land of the company.
Problems/ Challenges/ Weaknesses INT	The challenges that has been faced by the Sagamok first capital is the access of capital

OPTIONAL Table 1.2 - A SWOT+ Data Gathering Table (HR MANAGEMENT)

	Human Resources
Strengths/ Positives INT	The Sagamok first nation company has a powerful and skilled workforce employees to deal with the customers
Opportunities EXT	They have the opportunity that the Sagamok first nation company can expand their business by using this workforce to the other countries.
Threats EXT	The threat of the Sagamok first nation company is that the competitors of the company can high their employees by giving them the higher opportunity on the high pay basis
Problems/ Challenges/ Weaknesses INT	The Sagamok first nation company has been facing the challenges of tackling the mental health issues of the employees.

OPTIONAL Table 1.3 - A SWOT+ Data Gathering Table (IT/MGT INFO SYSTEMS)

	Information Technology
Strengths/ Positives INT	The information technology helps the Sagamok first nation company in tracking and maintain the mining performance in the real time
Opportunities EXT	They have the opportunity to expand the business online by the Sagamok first nation company
Threats EXT	The threat of the mining industry related to the Information technology are the hackers that are hacking the password of the company.
Problems/ Challenges/ Weaknesses INT	The weakness of the Sagamok first nation related to the information technology is related to the crime and terrorism (Qi, 2020)

OPTIONAL Table 1.4 - A SWOT+ Data Gathering Table (PRODUCTION OPERATIONS MANAGEMENT)

	Operations
Strengths/ Positives INT	The Sagamok first nation has a strong chain of producing and manufacturing the products.
Opportunities EXT	The opportunity of the mining industry is that they can increase the production process so that they will get the benefits.
Threats EXT	The threat of increasing the production process is that the competitors can copy the same process as of the Sagamok first nation.
Problems/ Challenges/ Weaknesses INT	The problems that has been faced by the Sagamok first nation is that while increasing the production process they has been facing the shortage of skilled labor workforce.

OPTIONAL Table 1.5 - A SWOT+ Data Gathering Table (MARKETING MANAGEMENT)

	Marketing
Strengths/ Positives INT	They have the strong promotional strategy to attract the customers. The Sagamok first nation has an strong power to promote the business
Opportunities EXT	They have the opportunity to access the new market by using their promotion strategy in the mining industry
Threats EXT	The threat for the Sagamok first nation company is that the competitors can copied their strategy in terms of increasing the sales of the company.
Problems/ Challenges/ Weaknesses INT	The problems that the Sagamok first nation company has been facing is the planning of managing the marketing related activities to promote the business.

Table 1.6 The Five Forces of Competition in the Industry
Rivalry among Competing Sellers	There competition between the existing mining industry are low.
Potential Entry of New Competitors	The chances of entry of new firms are low because the high investment is required
Competitive Pressures from Substitute Products	There are many competitors that are present so the Sagamok company must provide the quality products
Competitive Pressures from Supplier Bargaining Power and Supplier-Seller Collaboration	High bargaining power by providing the high quality products
Competitive Pressures from Seller-Buyer Collaboration and Bargaining	Low bargaining power if the Sagamok providing the high quality product to the customers

NOT REQUIRED Table 1.7 Industry Key Success Factors
Technological related	Technological opportunity, developmental risks
Operations related	Skilled labour workforce (Perevozova, Daliak & Babenko, 2019)
Distribution related	Good supply chain management
Marketing related	Strong promotional strategies
Skills related	Communication skills
Organizational capacity	11750 approx. acres land to increasing the capacity of the company
Other	Skilled employee workforce

NOT REQUIRED Table 1.8 Industry Prospects and Overall Attractiveness
Factors making the industry attractive	The factors that attracts the mining industry is the process of production
Factors making the industry unattractive	The factors that making the industry unattractive is related to local communities
Special industry issues/problems	The challenges that has been faced by the mining industry is related to the global demand, resource scarcity ,and quality
Profit outlook	The profits are earned by the Sagamok first nation company if they have been providing the quality in their product

Table 1.9 The Business Environment
	Opportunities	Threats
Political	They can increase their sales by adopting the culture of political parties	There may chances that the government of the country may apply high taxes on the mining companies
Economic	Development of the country while providing the employment opportunities (Parker et al., 2019)	The competitors of the mining industry can give more employment opportunities to the population of the country.
Societal/Cultural	The neighbors of the Sagamok first nation company are also participating in the activities of the industry.	The mining industry affects the human health around the globe
Technological	The company has an opportunity to adopt the new technology for accessing the new customers	The other companies of mining can adopt the new technologies before Sagamok first nation company

References

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Dam, N. A. K., Le Dinh, T., & Menvielle, W. (2019). Marketing Intelligence from Data Mining Perspective—A. International Journal of Innovation, Management and Technology, 10(5). doi: 10.18178/ijimt.2019.10.5.859

Demir, S., Abou-Jaoude, E., & Kumral, M. (2017). Cognitive work analysis to comprehend operations and organizations in the mining industry. International Journal of Mining Science and Technology, 27(4), 605-609. Doi: https://doi.org/10.1016/j.ijmst.2017.05.008

Domingues, M. S., Baptista, A. L., & Diogo, M. T. (2017). Engineering complex systems applied to risk management in the mining industry. International journal of mining science and technology, 27(4), 611-616. Doi: https://doi.org/10.1016/j.resourpol.2018.09.004

Holmberg, K., Kivikytö-Reponen, P., Härkisaari, P., Valtonen, K., & Erdemir, A. (2017). Global energy consumption due to friction and wear in the mining industry. Tribology International, 115, 116-139. Doi: https://doi.org/10.1016/j.jclepro.2018.02.051

Loureiro, S. M. C., Guerreiro, J., Eloy, S., Langaro, D., & Panchapakesan, P. (2019). Understanding the use of Virtual Reality in Marketing: A text mining-based review. Journal of Business Research, 100, 514-530. Doi: https://dx.doi.org/10.1016/j.jbusres.2018.10.055

Mardonova, M., & Choi, Y. (2018). Review of wearable device technology and its applications to the mining industry. Energies, 11(3), 547. Doi: https://doi.org/10.1007/s12613-019-1937-z 

Parker, P., Cotton, R. D., Yates, M. S., Baxter, J., & Arend, S. (2019). Developmental network structure and support: gendered consequences for work–family strain and work–parenting strain in the Australian mining industry. The International Journal of Human Resource Management, 30(10), 1635-1665. Doi: DOI: 10.1080/09585192.2017.1299195

Perevozova, I., Daliak, N., & Babenko, V. (2019). Modeling of Financial Support for the Competitiveness of Employees in the Mining Industry. In CEUR Workshop Proceedings (Vol. 2422, pp. 444-454). Doi: https://doi.org/10.1051/shsconf/20196501001

Qi, C. C. (2020). Big data management in the mining industry. International Journal of Minerals, Metallurgy and Materials, 27(2), 131-139. Doi:  https://doi.org/10.1007/s12613-019-1937-z 

Fiandrino, S., & Tonelli, A. (2021). A Text-Mining Analysis on the Review of the Non-Financial Reporting Directive. Bringing Value Creation for Stakeholders into Accounting. Sustainability, 13(2), 763.doi:  https://doi.org/10.3390/su13020763

Parker, P., Cotton, R. D., Yates, M. S., Baxter, J., & Arend, S. (2019). Developmental network structure and support: gendered consequences for work–family strain and work–parenting strain in the Australian mining industry. The International Journal of Human Resource Management, 30(10), 1635-1665. Doi: https://doi.org/10.1080/09585192.2017.1299195

Jaros?awska-Sobór, S. (2017). HR Excellence in Research as an Attribute of Scientific Institutions? Competitiveness. Marketing of Scientific and Research Organizations, 23(1), 1-20. Doi: 10.14611/minib.23.03.2017.07

Jones, B. (2020). Revenue forecasting in the mining industries: A data-driven approach (No. 2020/22). WIDER Working Paper. Doi: https://doi.org/10.35188/UNU-WIDER/2020/779-8

G’afurovich, K. O., Abdurashidovich, U. A., & Ogli, B. A. O. (2020). Small Torch Progress In Prospects Gold Mining In Improving Countries. The American Journal of Interdisciplinary Innovations and Research, 2(09), 65-72. Doi: https://doi.org/10.37547/tajiir/Volume02Issue09-11

Baatarzorig, T., Galindev, R., & Maisonnave, H. (2018). Effects of ups and downs of the Mongolian mining sector. Environment and Development Economics, 23(5), 527-542. Doi: 10.1017/S1355770X18000153

Burger, F. J., Ellis, S., & Pelser, T. G. (2019). Organisational alignment of South African mining organisations. DOI: https://doi.org/10.4102/sajbm.v50i1.409