www.ccsenet.org/ibr International Business Research Vol. 4‚ No. 1; January 2011 A Theory of the Competing Supply Chain: Alternatives for Development Imoh Antai Department of Supply Chain Management & Corporate Geography Hanken School of Economics Arkadiankatu 22‚ 00101‚ Helsinki‚ Finland Tel: 358-(0)40-352-1283 Abstract E-mail: antai@hanken.fi Development of a coherent methodology for supply chain vs. supply chain competition remains elusive in literature in terms of purpose‚ approaches
Premium Supply chain management Competition Perfect competition
Five Ps for strategy Henry Mintzberg (1996) * Mintzberg‚ H. (1996) ’Five Ps for Strategy1 in Mintzberg‚ H. and Quinn‚ J. B. (1996) The Strategy Process‚ London‚ Prentice Hall. Originally published in extended form in California Management Review (Fall 1987). * Human nature insists on a definition for every concept. * Strategy has long been used implicitly in different ways even if it has traditionally been defined in only one. * Explicit recognition of multiple definitions can
Premium Management Strategy Evolution
Alternatives to Generic Typologies in SHRM 1 ALTERNATIVES TO GENERIC STRATEGY TYPOLOGIES IN STRATEGIC HUMAN RESOURCE MANAGEMENT Clint Chadwick Peter Cappelli Management Department The Wharton School University of Pennsylvania 3620 Locust Walk‚ Suite 2000 SH-DH Philadelphia‚ PA 19104 phone: (215) 898-6598 fax: (215) 898-0401 Forthcoming in Wright‚ Dyer‚ Boudreau‚ and Milkovich (eds.)‚ Research in Personnel and Human Resources Management‚ Greenwich‚ CT: JAI Press. Alternatives to Generic
Premium Porter generic strategies Human resource management Strategic management
Abstract This essay aims to highlight the contributions of public relations at the strategic level. J L Thompson (1995) defined strategy as a means to an end‚ and he writes‚” The ends concern the purposes and objectives of the organization. There is a broad strategy for the whole organization and a competitive strategy for each activity.” The significance of strategy is allowing practitioners to set their work in the wider organizational context. The concept of strategy is made clearer by Mintzberg
Premium Public relations United States presidential election Public
Organizational Behavior and Human Decision Processes 56 (3): 331. LeDoux‚ Joseph (1994). Emotion‚ Memory‚ and the Brain. Scientific American. 270: 50-57. Peck‚ M. Scott (1978). The Road Less Traveled. New York‚ Simon & Schuster. Postrel‚ S. and R. Rumelt (1992). “Incentives‚ Routines‚ and Self-Command.” Industrial and Corporate Change 1 : 397-425. Schwert‚ G.W. (1993). Mark-up Pricing in Mergers and Acquisitions. Rochester‚ NY‚ University of Rochester. Smith‚ Adam (1776). The Wealth of Nations. Edited
Premium Principal-agent problem Evolutionary psychology Human behavior
It was August 2011 and Martin Cartier‚ senior board member of Drowling Mountain‚ was beginning to feel the pressure of Drowling Mountain Ski Resort’s 2010 general meeting that was coming up in two months. Drowling Mountain had historically been the ski resort of choice for the local residents of Syracuse‚ New York. However‚ the company had recorded losses for the past two years. At last year’s annual general meeting‚ Cartier explicitly stated that he would bring the company to sustainable operations
Premium Resort Piste
D. Guth (1969). Business Policy: Text and Cases. Homewood. IL: Richard D. Irwin. Inc. Leidecker‚ Joel K. and Albert V. Bruno (1984)‚ "Identifying and Using Critical Success Factors." Long Range Planning. 17 (February)‚ 23-32. Lippman. S A. and R P Rumelt (1982). "Uncertain Imitability: An Analysis of Interfirm Differences in Efficiency Under Competition‚" Bell Journal of Economics. 418-38. Little. John D. C. (1979). "Decision Support Systems for Marketing Managers‚" Journal of Marketing. 43 (Summer)
Premium Marketing Strategic management
a specific time is determined by the legitimizing forces and the threats/opportunities in the future business environment (Ansoff‚ 1984: 177). Legitimizing forces are the factors that establish the purpose of the international business and the criteria for its success. These forces evolve from the external environment of the international business and involve: The determination of the key attributes measuring successes in the international business (Vogel‚ 1991); the determination of the aggressiveness
Premium Strategic management Management
The three new forces mentioned in the previous paragraphs have become powerful but the model rarely takes them into consideration. (Recklies‚ 2008) The five forces model was criticised for being analytical rather static. There were suggestions by Rumelt‚ (1991) that companies have their specific desires of strategic development regarding profitability. Moreover‚ the five forces leaves out ‘’the human resources aspects of strategy’’ (Farnham‚ 1999)‚ which will be highly important in the
Premium Strategic management Strategic management Management
Bracker (1980) Jemison (1981) Van Cauwenbergh and Cool (1982) Copyright 2007 John Wiley & Sons‚ Ltd. Strat. Mgmt. J.‚ 28: 935–955 (2007) DOI: 10.1002/smj What Is Strategic Management‚ Really? APPENDIX A: (Continued) Fredrickson (1990) Teece (1990) Rumelt‚ Schendel‚ and Teece (1994) Bowman‚ Singh‚ and Thomas (2002) Copyright 2007 John Wiley & Sons‚ Ltd. Strat. Mgmt. J.‚ 28: 935–955 (2007) DOI: 10.1002/smj
Premium Strategic management Academic publishing