Capabilities Analysis of JetBlue Airlines JFK Hub The JFK Airport hub in New York City is a tangible physical resource of JetBlue. This hub provides significant size and location capabilities. The airport is a large population center‚ with 19 million people within the 60-mile radius. The hub is also at the heart of some underserved markets‚ including upstate New York and the New England region. This resource also has political support from the state government. This support allowed JetBlue
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‚ A Critical Review of the Resource-based View of the Firm‚ Permanent URL: http://sprouts.aisnet.org/3-6 Fahy‚ J. and Smithee‚ A.‚ (1999) Strategic Marketing and the Resource Based View of the Firm‚ Academy of Marketing Science Review 1999(10) Barney‚ J.B. (1991)‚ Firm resources and sustained competitive advantage. Journal of Management‚ 17: 99-120. Priem‚ R.L. and Butler‚ J.E. (2001). Is the resource-based ‘view’ a useful perspective for strategic management? Academy of Management Review‚ 26:
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Introduction There are many things one can measure in a business; from production costs; employee absenteeism; budget variances; waste; customer satisfaction; business unit performance‚ the list could go on and on‚ however how are these measurements relevant and how do they add to business performance‚ does simply measuring something mean you can influence it? “If you can’t measure it you can’t manage it” has been stated by more than one influential business or academic expert; Deming‚ Drucker
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The Aluminum Industry in 19941 and Aluminum Smelting in South Africa: Alusaf’s Hillside Project2 1) Is primary aluminum production an attractive industry? Why or why not? Within the framework of the Structure-Conduct-Performance (SCP) model3‚ the primary aluminum production industry (“the industry”) in 1994 can be described as perfectly competitive. The industry is characterized by a large number of competing firms – the largest of which has only 4.1% of total industry capacity; homogeneous
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on customer relationships. Journal of Business Ethics‚97(4)‚ 581-597. Luo‚ X.‚ & Bhattacharya‚ C. B. (2006). Corporate social responsibility‚ customer satisfaction‚ and market value. Journal of marketing‚ 70(4)‚ 1-18. Mackey‚ A.‚ Mackey‚ T. B.‚ & Barney‚ J. B. (2007). Corporate social responsibility and firm performance: Investor preferences and corporate strategies. Academy of management review‚ 32(3)‚ 817-835. Reinartz‚ W. J.‚ & Kumar‚ V. (2003). The impact of customer relationship characteristics
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1.0 Introduction Human Capital is the most important resource for an organisation to succeed. The quality of the human resource and the work performance directly impact an organisation’s performance. Thus‚ human resource management plays an important role to ensure the efficiency in an organisation’s daily operations via efficient recruitment‚ training and development‚ and staff retention. Besides‚ efficient human resource management may create competitive advantage to an organisation. There
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Since the origins in the middle of last century (Spector‚ 2008 cited in Carroll and Shabana‚ 2010: 86)‚ Corporate Social Responsibility (CSR) has been becoming an increasingly influencing factor in corporate governance. KPMG (2008 cited in Du et al.‚ 2010: 13) indicates that the proportion of the 250 hugest enterprises in the world who annually release CSR reports has grown up from 50% in 2005 to 80% in 2008. Porter and Kramer (2006: 80) declare that CSR is more likely to be advantages such as ‘opportunity
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. The change of The Nature of Competition By IT Usage Over the last many years information technology has turned banking industry on its head. Changes in the internal environment such as the increased workload and cost pressures as well as the external environment such as globalization and capital mobility has led the banking industry to introduce ATM and subsequently develop new products‚ services‚ delivery channels that include home banking via phone and personal computer ATM networks and
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References: Arthur‚ J. B. 1994. Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal‚ 37: 670-687. Barney‚ J. 1991. Firm resources and sustained competitive advantage. Journal of Management‚ 17: 99-120 Barney‚ J.B Baird‚ L & Meshoulam‚ I. 1988. Managing the two fits of strategic human resource management. Academy of Management Review‚ 13:116-28 Cutcher-Gershenfeld‚ J Delery‚ J. E & Doty‚ D. H. 1996. Modes
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1. Question : TCO B. The "public comment" period closes on an OSHA proposed regulation‚ and your business had filed a public comment against the proposed regulation explaining that the regulation would not fix the problem that OSHA was trying to remedy‚ that the regulation would cost more than the problem itself‚ and that the regulation was a tax‚ not a safety change. List two arguments available to your company that may succeed in overturning the regulation. Student Answer: The proposed
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