The document presents a framework that integrates the industrial organization (IO) perspective and resource-based view (RBV) to explain how firms can achieve temporary competitive advantage (TCA) and transform it into sustainable competitive advantage (SCA). It hypothesizes that firms with stronger market positions can achieve better outcomes from TCA, while those with superior technological resources and capabilities can achieve better outcomes from SCA. Firms can leverage a TCA resulting from market position to improve their technological resources and capabilities, thereby enhancing their SCA. The framework is tested using a survey of 165 Taiwanese information and communication technology firms.
International Journal of Production ResearchVol. 49, No. 1, .docxmariuse18nolet
International Journal of Production Research
Vol. 49, No. 1, 1 January 2011, 269–293
Quality performance in a global supply chain: finding out the weak link
Ebrahim Soltani
a*, Arash Azadegan
b
, Ying-Ying Liao
a
and Paul Phillips
a
a
Kent Business School, University of Kent, Canterbury, Kent, UK;
b
Department of
Management, New Mexico State University, USA
(Final version received 25 May 2010)
Much has been written on the intensive interconnection between supply chain
management (SCM) and quality management (QM) with a particular focus on
the systems-based view as the common thread between these two operation
management topics. Absent in this debate has been any examination of the
dynamics of SCM and QM practices and the resultant implications for the end
customer in terms of product/service quality at a global level. In consequence, the
nature and extent of their interconnection or interlinking and the resultant
implications for the product/service quality has remained tangential. Using a
qualitative study of two very large branded athletic and casual sports apparel and
footwear manufacturers based in Asia with world-wide suppliers and distribution
centres, this study aims to broaden the debate by arguing that partnering with
suppliers of high QM capabilities in chains of relationships does not necessarily
result in downstream benefits to both the manufacturer and end customers. We
argue that both SCM and QM practices must advance from traditional firm-
driven, fire fighting and product-focused mindsets to a more collaborative mode
of inter-firm relations in that a much greater level of co-operation among both
upstream and downstream chains is regarded as a key to competitive advantage.
Keywords: supply chain management; quality management; supply chain quality
management; case study; Asia
1. Introduction
As organisations link quality management (QM) or total quality management (TQM) to
supply chain management (SCM) and extend their vision beyond their own firms into the
supply chain to manage quality, most current research has referred to such integration and
co-ordination of the two concepts as supply chain quality management (SCQM) to
highlight the paramount importance of quality to a supply chain’s long-term success (e.g.
Ross 1997, Evan and Dean 2000, Robinson and Malhorta 2005, Foster 2008, Foster and
Ogden 2008). This is particularly the case for those firms which operate globally, not least
because, first, their competitive advantage position in one country is significantly affected
by their position in other countries or vice versa, and more specifically and second, to
compete on quality in the global market firms must ensure that their suppliers are on
the leading edge in quality and regarded as high performers (see Chen et al. 2004,
Yeung 2008).
*Corresponding author. Email: [email protected]
ISSN 0020–7543 print/ISSN 1366–588X online
� 2011 Taylor & Francis
DOI: 10.1080/00207543.2010.508955
http://www.informaworld.
International Journal of Production ResearchVol. 49, No. 1, .docxnormanibarber20063
International Journal of Production Research
Vol. 49, No. 1, 1 January 2011, 269–293
Quality performance in a global supply chain: finding out the weak link
Ebrahim Soltani
a*, Arash Azadegan
b
, Ying-Ying Liao
a
and Paul Phillips
a
a
Kent Business School, University of Kent, Canterbury, Kent, UK;
b
Department of
Management, New Mexico State University, USA
(Final version received 25 May 2010)
Much has been written on the intensive interconnection between supply chain
management (SCM) and quality management (QM) with a particular focus on
the systems-based view as the common thread between these two operation
management topics. Absent in this debate has been any examination of the
dynamics of SCM and QM practices and the resultant implications for the end
customer in terms of product/service quality at a global level. In consequence, the
nature and extent of their interconnection or interlinking and the resultant
implications for the product/service quality has remained tangential. Using a
qualitative study of two very large branded athletic and casual sports apparel and
footwear manufacturers based in Asia with world-wide suppliers and distribution
centres, this study aims to broaden the debate by arguing that partnering with
suppliers of high QM capabilities in chains of relationships does not necessarily
result in downstream benefits to both the manufacturer and end customers. We
argue that both SCM and QM practices must advance from traditional firm-
driven, fire fighting and product-focused mindsets to a more collaborative mode
of inter-firm relations in that a much greater level of co-operation among both
upstream and downstream chains is regarded as a key to competitive advantage.
Keywords: supply chain management; quality management; supply chain quality
management; case study; Asia
1. Introduction
As organisations link quality management (QM) or total quality management (TQM) to
supply chain management (SCM) and extend their vision beyond their own firms into the
supply chain to manage quality, most current research has referred to such integration and
co-ordination of the two concepts as supply chain quality management (SCQM) to
highlight the paramount importance of quality to a supply chain’s long-term success (e.g.
Ross 1997, Evan and Dean 2000, Robinson and Malhorta 2005, Foster 2008, Foster and
Ogden 2008). This is particularly the case for those firms which operate globally, not least
because, first, their competitive advantage position in one country is significantly affected
by their position in other countries or vice versa, and more specifically and second, to
compete on quality in the global market firms must ensure that their suppliers are on
the leading edge in quality and regarded as high performers (see Chen et al. 2004,
Yeung 2008).
*Corresponding author. Email: [email protected]
ISSN 0020–7543 print/ISSN 1366–588X online
� 2011 Taylor & Francis
DOI: 10.1080/00207543.2010.508955
http://www.informaworld.
Currently, firm’s dynamics urges management strategies to meet globalized market requirements. This study
analyzes the impact of Logistics Flexibility on Competitiveness of Mexican manufacturing SMEs. By using the
structural equations modeling and path diagram techniques, it shows the effects of the relationship hypothesized.
Managerial significance of results strengthens decision taking and public policy making, providing essential
information to managers, owners and human capital of firms' internal capacities and allocation of their strategical
resources
Correlations among Brand Image, Dynamic Capability, Knowledge Management Capa...inventionjournals
This study aims to explore the relations among the brand image, dynamic capability, knowledge management capability of listed Taiwan semiconductor companies and their competitive advantage. The subject population in this study is department supervisors at listed Taiwan semiconductor companies. Convenience sampling is used to conduct sampling of the population. The results show that: (1) the brand image of listed Taiwan semiconductor companies (functionality/symbolism /experience) has a positive and significant effect on dynamic abilities; (2) dynamic capability (process/position/path) has a positive and significant effect on competitive advantage; (3) brand image (functionality/symbolic/experience) has a positive and significant effect on competitive advantage; (4) knowledge management capability (internal abilities/external abilities) has a positive and significant effect on dynamic capability; and (5) knowledge management capability (internal abilities/external abilities) has a positive and significant effect on competitive advantage. The results can serve as a reference for relevant operators when making operating policies.
Effect of Supply Chain Management Competencies on Organization Performance a ...paperpublications3
Abstract: Supply chains as one of the governance aspect are complex systems with different structures and power proportions between partners. Managers would be in a better position to meet the challenges of global supply chain processes if they understand the implementation issues and their roles on supply chain effectiveness. The main purpose of the study is to investigate the effect of supply chain management competencies on organizational performance and specifically the effect of innovation Orientation on organizational performance. Explanatory research design was used. The population of study comprised 244 employees from selected Parastatals in Nairobi City County. Questionnaires were used to collect data and data was analyzed using descriptive statistics like means, frequencies, and percentages, and inferential statistics, Pearson correlation and multiple regressions. Results indicated that innovation orientation has significant and positive effect on organizational performance. This concludes that firms whose managers have innovation orientation improve performance. It is recommended that there should be further research and development on innovative and leading organizational practices in order to enhance performance and need for supply chain management policies and procedures that follow an appropriate sequence and structure.
Creating competitive advantages through supply chain finalKurnia Rosyada
This document provides a case study on Samsung Electronics and how their supply chain management practices have helped create competitive advantages and resilience. It discusses trends in supply chain management like resilience, value chain networks, and demand-driven excellence. It also analyzes Samsung's practices like extended supplier partnerships, customer collaboration, and how these have contributed to strategic positioning, product innovation, and differentiation. The document concludes Samsung has implemented best practices that view supply chain management holistically and have created competitiveness and market resilience.
Alliance portfolios and shareholder value in post-IPO firms: The moderating roles of portfolio structure and firm-level uncertainty by Nacef Mouri, M.B. Sarkar, Melissa Frye.
Resource based view of the firm [lockett, morgenstern and thompson, internati...tamoni
This document provides a critical review of the development of the resource-based view (RBV) of the firm over the past 20 years. The RBV sees the firm as a collection of unique resources and capabilities that are the source of its competitive advantage. The review examines the RBV across five dimensions:
1. Theory - The central tenets are path dependence and firm heterogeneity. The RBV focuses on how resource differences lead to differences in firm performance.
2. Method - Empirical studies have examined the relationship between resources/capabilities and competitive advantage or performance.
3. Empirical Evidence - Studies have found firm-specific effects are at least as important as industry effects in explaining performance differences.
International Journal of Production ResearchVol. 49, No. 1, .docxmariuse18nolet
International Journal of Production Research
Vol. 49, No. 1, 1 January 2011, 269–293
Quality performance in a global supply chain: finding out the weak link
Ebrahim Soltani
a*, Arash Azadegan
b
, Ying-Ying Liao
a
and Paul Phillips
a
a
Kent Business School, University of Kent, Canterbury, Kent, UK;
b
Department of
Management, New Mexico State University, USA
(Final version received 25 May 2010)
Much has been written on the intensive interconnection between supply chain
management (SCM) and quality management (QM) with a particular focus on
the systems-based view as the common thread between these two operation
management topics. Absent in this debate has been any examination of the
dynamics of SCM and QM practices and the resultant implications for the end
customer in terms of product/service quality at a global level. In consequence, the
nature and extent of their interconnection or interlinking and the resultant
implications for the product/service quality has remained tangential. Using a
qualitative study of two very large branded athletic and casual sports apparel and
footwear manufacturers based in Asia with world-wide suppliers and distribution
centres, this study aims to broaden the debate by arguing that partnering with
suppliers of high QM capabilities in chains of relationships does not necessarily
result in downstream benefits to both the manufacturer and end customers. We
argue that both SCM and QM practices must advance from traditional firm-
driven, fire fighting and product-focused mindsets to a more collaborative mode
of inter-firm relations in that a much greater level of co-operation among both
upstream and downstream chains is regarded as a key to competitive advantage.
Keywords: supply chain management; quality management; supply chain quality
management; case study; Asia
1. Introduction
As organisations link quality management (QM) or total quality management (TQM) to
supply chain management (SCM) and extend their vision beyond their own firms into the
supply chain to manage quality, most current research has referred to such integration and
co-ordination of the two concepts as supply chain quality management (SCQM) to
highlight the paramount importance of quality to a supply chain’s long-term success (e.g.
Ross 1997, Evan and Dean 2000, Robinson and Malhorta 2005, Foster 2008, Foster and
Ogden 2008). This is particularly the case for those firms which operate globally, not least
because, first, their competitive advantage position in one country is significantly affected
by their position in other countries or vice versa, and more specifically and second, to
compete on quality in the global market firms must ensure that their suppliers are on
the leading edge in quality and regarded as high performers (see Chen et al. 2004,
Yeung 2008).
*Corresponding author. Email: [email protected]
ISSN 0020–7543 print/ISSN 1366–588X online
� 2011 Taylor & Francis
DOI: 10.1080/00207543.2010.508955
http://www.informaworld.
International Journal of Production ResearchVol. 49, No. 1, .docxnormanibarber20063
International Journal of Production Research
Vol. 49, No. 1, 1 January 2011, 269–293
Quality performance in a global supply chain: finding out the weak link
Ebrahim Soltani
a*, Arash Azadegan
b
, Ying-Ying Liao
a
and Paul Phillips
a
a
Kent Business School, University of Kent, Canterbury, Kent, UK;
b
Department of
Management, New Mexico State University, USA
(Final version received 25 May 2010)
Much has been written on the intensive interconnection between supply chain
management (SCM) and quality management (QM) with a particular focus on
the systems-based view as the common thread between these two operation
management topics. Absent in this debate has been any examination of the
dynamics of SCM and QM practices and the resultant implications for the end
customer in terms of product/service quality at a global level. In consequence, the
nature and extent of their interconnection or interlinking and the resultant
implications for the product/service quality has remained tangential. Using a
qualitative study of two very large branded athletic and casual sports apparel and
footwear manufacturers based in Asia with world-wide suppliers and distribution
centres, this study aims to broaden the debate by arguing that partnering with
suppliers of high QM capabilities in chains of relationships does not necessarily
result in downstream benefits to both the manufacturer and end customers. We
argue that both SCM and QM practices must advance from traditional firm-
driven, fire fighting and product-focused mindsets to a more collaborative mode
of inter-firm relations in that a much greater level of co-operation among both
upstream and downstream chains is regarded as a key to competitive advantage.
Keywords: supply chain management; quality management; supply chain quality
management; case study; Asia
1. Introduction
As organisations link quality management (QM) or total quality management (TQM) to
supply chain management (SCM) and extend their vision beyond their own firms into the
supply chain to manage quality, most current research has referred to such integration and
co-ordination of the two concepts as supply chain quality management (SCQM) to
highlight the paramount importance of quality to a supply chain’s long-term success (e.g.
Ross 1997, Evan and Dean 2000, Robinson and Malhorta 2005, Foster 2008, Foster and
Ogden 2008). This is particularly the case for those firms which operate globally, not least
because, first, their competitive advantage position in one country is significantly affected
by their position in other countries or vice versa, and more specifically and second, to
compete on quality in the global market firms must ensure that their suppliers are on
the leading edge in quality and regarded as high performers (see Chen et al. 2004,
Yeung 2008).
*Corresponding author. Email: [email protected]
ISSN 0020–7543 print/ISSN 1366–588X online
� 2011 Taylor & Francis
DOI: 10.1080/00207543.2010.508955
http://www.informaworld.
Currently, firm’s dynamics urges management strategies to meet globalized market requirements. This study
analyzes the impact of Logistics Flexibility on Competitiveness of Mexican manufacturing SMEs. By using the
structural equations modeling and path diagram techniques, it shows the effects of the relationship hypothesized.
Managerial significance of results strengthens decision taking and public policy making, providing essential
information to managers, owners and human capital of firms' internal capacities and allocation of their strategical
resources
Correlations among Brand Image, Dynamic Capability, Knowledge Management Capa...inventionjournals
This study aims to explore the relations among the brand image, dynamic capability, knowledge management capability of listed Taiwan semiconductor companies and their competitive advantage. The subject population in this study is department supervisors at listed Taiwan semiconductor companies. Convenience sampling is used to conduct sampling of the population. The results show that: (1) the brand image of listed Taiwan semiconductor companies (functionality/symbolism /experience) has a positive and significant effect on dynamic abilities; (2) dynamic capability (process/position/path) has a positive and significant effect on competitive advantage; (3) brand image (functionality/symbolic/experience) has a positive and significant effect on competitive advantage; (4) knowledge management capability (internal abilities/external abilities) has a positive and significant effect on dynamic capability; and (5) knowledge management capability (internal abilities/external abilities) has a positive and significant effect on competitive advantage. The results can serve as a reference for relevant operators when making operating policies.
Effect of Supply Chain Management Competencies on Organization Performance a ...paperpublications3
Abstract: Supply chains as one of the governance aspect are complex systems with different structures and power proportions between partners. Managers would be in a better position to meet the challenges of global supply chain processes if they understand the implementation issues and their roles on supply chain effectiveness. The main purpose of the study is to investigate the effect of supply chain management competencies on organizational performance and specifically the effect of innovation Orientation on organizational performance. Explanatory research design was used. The population of study comprised 244 employees from selected Parastatals in Nairobi City County. Questionnaires were used to collect data and data was analyzed using descriptive statistics like means, frequencies, and percentages, and inferential statistics, Pearson correlation and multiple regressions. Results indicated that innovation orientation has significant and positive effect on organizational performance. This concludes that firms whose managers have innovation orientation improve performance. It is recommended that there should be further research and development on innovative and leading organizational practices in order to enhance performance and need for supply chain management policies and procedures that follow an appropriate sequence and structure.
Creating competitive advantages through supply chain finalKurnia Rosyada
This document provides a case study on Samsung Electronics and how their supply chain management practices have helped create competitive advantages and resilience. It discusses trends in supply chain management like resilience, value chain networks, and demand-driven excellence. It also analyzes Samsung's practices like extended supplier partnerships, customer collaboration, and how these have contributed to strategic positioning, product innovation, and differentiation. The document concludes Samsung has implemented best practices that view supply chain management holistically and have created competitiveness and market resilience.
Alliance portfolios and shareholder value in post-IPO firms: The moderating roles of portfolio structure and firm-level uncertainty by Nacef Mouri, M.B. Sarkar, Melissa Frye.
Resource based view of the firm [lockett, morgenstern and thompson, internati...tamoni
This document provides a critical review of the development of the resource-based view (RBV) of the firm over the past 20 years. The RBV sees the firm as a collection of unique resources and capabilities that are the source of its competitive advantage. The review examines the RBV across five dimensions:
1. Theory - The central tenets are path dependence and firm heterogeneity. The RBV focuses on how resource differences lead to differences in firm performance.
2. Method - Empirical studies have examined the relationship between resources/capabilities and competitive advantage or performance.
3. Empirical Evidence - Studies have found firm-specific effects are at least as important as industry effects in explaining performance differences.
Explicating resource-based view critiques from a competitive heterogeneity p...Kevin Rommen
The resource-based theory of competitive advantage received stiff critiques during the years, and research discovered several weaknesses. By incorporating resource-based view into competitive heterogeneity we’ll try to weaken common critiques and strengthen the applicability of resource-based view in creating sustainable competitive advantage.
This document summarizes a research study examining how tangible resources at a consistently high-performing motor service firm in Kenya create sustainable competitive advantage. The study found that tangible resources like modern showrooms, service workshops, financial resources, spare parts warehouses, and human resources must possess characteristics like rarity, value, inimitability, and unsubstitutability. It integrated the resource-based view of management with the activity-based view to explain how tangible resources actually create value for customers. The activity-based view framework helps explain the value creation process through tangible resources. This research contributes a new theory combining resource- and activity-based views and provides implications for policymakers and businesses in the motor industry.
Dynamic Capabilities in SMEs: The Integration of External CompetenciesCSCJournals
In spite of substantial body of theoretical and conceptual contributions, empirical evidence of nature of dynamic capabilities and their influence on firm performance is still relatively scarce. We present review of empirical studies of well-known processes that highlight constituting elements of dynamic capabilities, and conclude that relatively little research has been conducted to address managerial practices and processes employed to integrate external competencies. We propose concept of ‘relationship capability’, that denotes integrative dynamic capability constituted of managerial practices and processes that are employed in SMEs, first, to sense and interpret firm’s environment, second, to reconfigure internal organizational processes to integrate external competencies in the firm and third, to develop specialized offerings based on platforms.
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/a-taxonomy-of-logistics-innovations/
In this paper we present a taxonomy of supply chain and logistics innovations, which is based on an extensive literature survey. Our primary goal is to provide guidelines for choosing the most appropriate innovations for a company, such that the company can outrun its competitors. We investigate the factors, both internal and external to the company, that determine the applicability and effectiveness of the listed innovations. We support our suggestions with real world cases reported in literature.
UNDERSTANDING THE ROLE OF AGILITY AND RESPONSIVENESS CAPABILITIES IN ACHIEVIN...ijmvsc
The supply chain agility concept has been identified as one of the most important issues in the supply chain
management literature. However, despite the popularity of the concept, many concept attributes are largely
unexplored. The mediating role of the operational capabilities, in particular the supply chain
responsiveness, in the link between the supply chain agility and the improvement of the supply chain
performance, is a field that is lacking in research. This research aims to deepen the theory by addressing
this gap in the supply chain agility literature.
The data for this study were collected through a field survey from a final sample of 131 respondents from
manufacturing companies in Morocco. An online questionnaire containing items measuring constructs of
interest was developed. The theoretical model was evaluated using structural equation modeling.
The results indicate that supply chain agility has an indirect and positive impact on supply chain
performance in the presence of supply chain responsiveness. In addition, the results provide empirical
evidence for a full mediation of supply chain responsiveness in the link between supply chain agility and
supply chain performance in an uncertain environment.
This study demonstrates why careful consideration should be made when deciding what dynamic
capabilities should be developed and, therefore, what operational capabilities will be generated or
renewed. Companies that successfully build this relationship benefit in terms of improving the performance
of both the global supply chain and its members, enabling them to achieve sustainable competitive
advantages.
Implications Of Human Resource Variables On Supply Chain Performance And Comp...CSCJournals
This paper proposes a conceptual model indicating the effect of Human Resource (HR) variables on supply chain (SC) performance and to suggest best approach suited for Indian manufacturing organizations, in general, and automotive industries, in particular. This study is a part of a larger research project exploring SC related practices. The methodology of critical evaluation involved literature review of empirical research articles on performance measurement, SCM and HR practices. A critical analysis is carried out so as to identify research gaps in content of effect of HR on performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of the role of human involvement on overall SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The study is limited to supply chains of the automotive industries and their ancillaries located in Malwa region of M.P., India. Further research can be carried out by using data of various supply chains located in other parts of India to generalize the research. Also, other sectors and industries can be included.
In this paper we present a taxonomy of supply chain and logistics innovations, which is based on an extensive literature survey. Our primary goal is to provide guidelines for choosing the most appropriate innovations for a company, such that the
company can outrun its competitors. We investigate the factors, both internal and external to the company, that determine the applicability and effectiveness of the listed innovations. We support our suggestions with real world cases reported in literature.
http://research.sabanciuniv.edu.
Drawing on and integrating the resource-based view (RBV) and competitive dynamics literature,
this study developed an interaction model to explore competitive contests by investigating how the interaction
between technologically heterogeneous resources and competitive actions affects performance in the nascent
market. The proposed model was examined using structured content analysis and data extracted from more than
3,200 news articles regarding the interfirm rivalry between Google and Apple in the table industry. The findings,
first, indicate that in nascent markets, aggressive competitive action can exert a negative effect on firm
performance. Second, this paper presents empirical evidence supporting the RBV through testing how the
technological resource heterogeneity of these firms contributed to their performance (in terms of technological
value and technological rarity). Finally, we found that technological resource heterogeneity mitigates the
potentially negative effects of aggressive competitive action on the performance of high-technology firms during
the nascent cycle.
This document discusses exploring the concept of technology management through the lens of dynamic capability perspective. It argues that studying technology management through dynamic capabilities is beneficial as dynamic capabilities help explain how firms can achieve sustainable competitive advantage. The document provides an overview of the key concepts of dynamic capabilities, including the dynamic capabilities framework involving opportunity sensing, seizing, and managing threats or transformations. It also discusses the dynamic capability view, focusing on concepts like the capability lifecycle. The goal of the document is to explore how technology management can be studied through the lens of dynamic capabilities.
Research framework for theimpact of total qualitymanagem.docxverad6
Research framework for the
impact of total quality
management on
competitive advantage
The mediating role of innovation performance
Van Cang Nguyen and Ngoc Tuan Chau
Faculty of Statistics – Informatics, University of Economics
The University of Danang, Vietnam
Abstract
Purpose – The purpose of this paper is to apply a more accurate competitive advantage construct to study
the impact of total quality management on firms’ competitive advantage in the context of the weakening of the
competitive advantage of firms that are renowned for the excellent quality management. It also aims to find a
better explanation for the source of competitive advantage through mediating constructs.
Design/methodology/approach – The authors use iterative methodology by reviewing, analyzing,
synthesizing and refining the current state of the literature and propose a research framework which allows
for overcoming the limitation encountered in previous empirical research.
Findings – The use of two second-order constructs including the incremental innovation performance and
radical innovation performance which enable the researchers to have a better explanation about the mediating
role of innovation performance.
Practical implications – This study is seeking to contribute to the practice of total quality management
area of research. Specifically, this study applies two second-order measurement scales of innovation in use,
actualize the use of the new measurement scale of competitive advantage and explain clearly the role of total
quality management on competitive advantage in the current context.
Originality/value – This is one of the few papers investigating the impact of total quality management on
competitive advantage, developing the conceptual model that examines the mediating role of innovation
performance.
Keywords Competitive advantage, Total quality management, Radical innovation,
Incremental innovation
Paper type Research paper
1. Introduction
The weakening of many Japanese firms that are well-known worldwide because of their
excellent quality management, along with the strong rise of Korean and Chinese firms that
tend to innovate rapidly, is currently shaking the confidence in the philosophy of total
quality management (TQM). The success of global companies such as BMW, LG Electronics,
Nintendo, Nokia, Samsung, Tata and Toyota has often been attributed to their innovative
product offerings and systematized approach to use R&D for product development (Colvin,
2009). Innovation is an important source of competitive advantage in the knowledge
economy era (Daghfous, 2004; Prajogo and Ahmed, 2006). Numerous companies which have
benefited from innovation increased their profits and market share, but the important point
is that, a firm cannot be successful with innovation if it cannot produce products that meet
acceptable quality standards (Nowak, 1997).
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldin.
Entrepreneurial Views of Competitive StrategyKivanc Ozuolmez
The document discusses entrepreneurial views of competitive strategy compared to traditional positioning and resource-based views. It summarizes several articles that look more closely at the internal workings of firms and how value is created. Specifically, it discusses how these views examine rent appropriation within firms, new definitions of performance, sources of value creation like talent and innovation, and the importance of disequilibrium in the market. Overall, the entrepreneurial views presented provide a more detailed perspective of the internal firm processes that can explain performance differences between companies.
Dynamic capabilities link with firm performance evidence from aNghiên Cứu Định Lượng
This document summarizes a study examining the relationships between dynamic capabilities, resources, and firm performance using data from a Vietnamese IT company. The study developed a model linking marketing capability, entrepreneurial orientation, innovation capability, firm reputation, and firm performance. A survey was conducted of managers in the company across its domestic and international markets. The results found that marketing capability positively influences innovation capability and firm performance. Entrepreneurial orientation positively influences marketing capability, firm reputation, and firm performance. Innovation capability positively influences firm performance, while firm reputation positively influences firm performance. The findings provide insights into how capabilities influence performance in a developing market context like Vietnam.
This document proposes a new framework for conceptualizing and assessing IT outsourcing (ITO) success. The framework consists of a list of 25 common goals that organizations pursue through ITO arrangements. However, the framework recognizes that not all organizations pursue all goals, and the goals may change over time.
The document presents evidence from case studies and a survey that supports the framework. The evidence shows that the 25 goals were considered applicable by at least 20% of organizations, but no organization pursued all goals. Goals also changed over the course of outsourcing relationships.
The proposed framework aims to address limitations of prior ITO success measures by accounting for variability in goals between organizations and over time. Assessing success based
Idiosyncratic Effect of Corporate Solvency Management Strategies on Corporate...IOSR Journals
The study identifies and evaluates the association among corporate solvency management strategies and the corporate performance valuation in Chemical industry of Pakistan. The study uses purposive sampling or judgmental sampling for selecting 30 sample companies from the sector; covering 10 years financial statements data ranging from year 2002 to 2011. Balanced panel data is taken for the purpose of study. Levin, Lin & Chu test is used to check the stationarity of data whereas White Test is used to check the heteroskedasticity of data. Panel Least square technique with fixed effects is used to generalize the relationship between studied variables. The study observed that the performance of the chemical sector in terms of market to book value is affected by internal firm and industry specific factors related to solvency management strategic decisions. Findings of the study provide with the overview of historic performance and the potential performance of the selected sector to help policy makers including finance, economics and industry experts for creating value through the idiosyncratic resources.
Market pioneers, late movers, and the resource based view (rbv)- a conceptual...tamoni
This document discusses a conceptual framework linking first-mover advantages (FMAs) with the resource-based view (RBV) of the firm. It examines FMAs in light of a four-step resource management process consisting of: 1) efficient acquisition, 2) bundling/combining, 3) positioning, and 4) maintenance/protection. The framework proposes that firms who are highly skilled at efficiently acquiring resources, bundling resources, and positioning resources are more likely to become market pioneers and enjoy short-term advantages over competitors. However, it also notes that few first movers retain their advantages over the long run as competitors enter the market and the pioneer's initial resource base ages.
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/a-taxonomy-of-supply-chain-innovations/
In this paper, a taxonomy of supply chain and logistics innovations was developed and presented. The taxonomy was based on an extensive literature survey of both theoretical research and case studies. The primary goals are to provide guidelines for choosing the most appropriate innovations for a company and helping companies in positioning themselves in the supply chain innovations landscape. To this end, the three dimensions of supply chain innovations, namely the goals, supply chain attributes, and innovation attributes were identified and classified. The taxonomy allows for the efficient representation of critical supply chain innovations information, and serves the mentioned goals, which are fundamental to companies in a multitude of industries.
Esteban Koberg- Global sustainable supply chains, the role of configuration a...Esteban Koberg
This document summarizes a master's thesis that reviewed literature on sustainability in global supply chains. It addressed two research questions: 1) What supply chain configurations do firms use to accomplish sustainability? And 2) What governance mechanisms are employed with each configuration? It identified four configurations: open, closed, third-party, and transitional. It also discussed two governance mechanisms: hands-on and hands-off. The thesis found configurations vary with geographic and cultural distance in supply chains. It concluded by proposing opportunities for future research at the intersection of configurations and governance mechanisms, as extant literature has mainly focused on hands-on governance.
Corporate entrepreneurship and business performance the moderating role of o...Ying wei (Joe) Chou
This document summarizes a research paper that investigated the relationships between corporate entrepreneurship, organizational culture, and business performance in selected banks in Pakistan. The study found that corporate entrepreneurship was positively related to business performance, and that organizational culture was positively related to business performance. Additionally, the study found support for the hypothesis that organizational culture moderates the relationship between corporate entrepreneurship and business performance, such that the relationship is stronger when organizational culture is considered. The study used a survey to collect data from managers in major Pakistani banks and analyzed the results using structural equation modeling.
This paper promotes integrating the activity-based view and resource-based view theories to analyze how firms create sustainable competitive advantage. It advocates using the activity-resource-based view (ARBV) framework, which views a firm's activities and resources together. The paper reviews definitions of key terms like resources, capabilities, and competencies. It analyzes a case study of a high-performing automotive service firm in Kenya to illustrate how the firm's resources, when applied through activities, create capabilities and core competencies that lead to competitive advantages like low costs and differentiation. The paper concludes the ARBV framework clarifies terminology and the value creation process better than using theories in isolation. It provides guidance for future research on analyzing how firms
This document proposes a hybrid methodology to help organizations achieve agility. It involves identifying key performance indicators (KPIs) aligned with strategic objectives, then constructing "houses of quality" to identify and rank important agile attributes, enablers, and improvement paths. The methodology is demonstrated through a case study of a food company in Iran. The company was able to identify the most suitable improvement paths to enhance its organizational agility. Some limitations are that only a limited number of KPIs could be included, and the metrics may be more industry-specific than inclusive of all possibilities. The practical implication is that the methodology ensures the right agility metrics are selected to match the organization's values and objectives.
Explicating resource-based view critiques from a competitive heterogeneity p...Kevin Rommen
The resource-based theory of competitive advantage received stiff critiques during the years, and research discovered several weaknesses. By incorporating resource-based view into competitive heterogeneity we’ll try to weaken common critiques and strengthen the applicability of resource-based view in creating sustainable competitive advantage.
This document summarizes a research study examining how tangible resources at a consistently high-performing motor service firm in Kenya create sustainable competitive advantage. The study found that tangible resources like modern showrooms, service workshops, financial resources, spare parts warehouses, and human resources must possess characteristics like rarity, value, inimitability, and unsubstitutability. It integrated the resource-based view of management with the activity-based view to explain how tangible resources actually create value for customers. The activity-based view framework helps explain the value creation process through tangible resources. This research contributes a new theory combining resource- and activity-based views and provides implications for policymakers and businesses in the motor industry.
Dynamic Capabilities in SMEs: The Integration of External CompetenciesCSCJournals
In spite of substantial body of theoretical and conceptual contributions, empirical evidence of nature of dynamic capabilities and their influence on firm performance is still relatively scarce. We present review of empirical studies of well-known processes that highlight constituting elements of dynamic capabilities, and conclude that relatively little research has been conducted to address managerial practices and processes employed to integrate external competencies. We propose concept of ‘relationship capability’, that denotes integrative dynamic capability constituted of managerial practices and processes that are employed in SMEs, first, to sense and interpret firm’s environment, second, to reconfigure internal organizational processes to integrate external competencies in the firm and third, to develop specialized offerings based on platforms.
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/a-taxonomy-of-logistics-innovations/
In this paper we present a taxonomy of supply chain and logistics innovations, which is based on an extensive literature survey. Our primary goal is to provide guidelines for choosing the most appropriate innovations for a company, such that the company can outrun its competitors. We investigate the factors, both internal and external to the company, that determine the applicability and effectiveness of the listed innovations. We support our suggestions with real world cases reported in literature.
UNDERSTANDING THE ROLE OF AGILITY AND RESPONSIVENESS CAPABILITIES IN ACHIEVIN...ijmvsc
The supply chain agility concept has been identified as one of the most important issues in the supply chain
management literature. However, despite the popularity of the concept, many concept attributes are largely
unexplored. The mediating role of the operational capabilities, in particular the supply chain
responsiveness, in the link between the supply chain agility and the improvement of the supply chain
performance, is a field that is lacking in research. This research aims to deepen the theory by addressing
this gap in the supply chain agility literature.
The data for this study were collected through a field survey from a final sample of 131 respondents from
manufacturing companies in Morocco. An online questionnaire containing items measuring constructs of
interest was developed. The theoretical model was evaluated using structural equation modeling.
The results indicate that supply chain agility has an indirect and positive impact on supply chain
performance in the presence of supply chain responsiveness. In addition, the results provide empirical
evidence for a full mediation of supply chain responsiveness in the link between supply chain agility and
supply chain performance in an uncertain environment.
This study demonstrates why careful consideration should be made when deciding what dynamic
capabilities should be developed and, therefore, what operational capabilities will be generated or
renewed. Companies that successfully build this relationship benefit in terms of improving the performance
of both the global supply chain and its members, enabling them to achieve sustainable competitive
advantages.
Implications Of Human Resource Variables On Supply Chain Performance And Comp...CSCJournals
This paper proposes a conceptual model indicating the effect of Human Resource (HR) variables on supply chain (SC) performance and to suggest best approach suited for Indian manufacturing organizations, in general, and automotive industries, in particular. This study is a part of a larger research project exploring SC related practices. The methodology of critical evaluation involved literature review of empirical research articles on performance measurement, SCM and HR practices. A critical analysis is carried out so as to identify research gaps in content of effect of HR on performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of the role of human involvement on overall SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The study is limited to supply chains of the automotive industries and their ancillaries located in Malwa region of M.P., India. Further research can be carried out by using data of various supply chains located in other parts of India to generalize the research. Also, other sectors and industries can be included.
In this paper we present a taxonomy of supply chain and logistics innovations, which is based on an extensive literature survey. Our primary goal is to provide guidelines for choosing the most appropriate innovations for a company, such that the
company can outrun its competitors. We investigate the factors, both internal and external to the company, that determine the applicability and effectiveness of the listed innovations. We support our suggestions with real world cases reported in literature.
http://research.sabanciuniv.edu.
Drawing on and integrating the resource-based view (RBV) and competitive dynamics literature,
this study developed an interaction model to explore competitive contests by investigating how the interaction
between technologically heterogeneous resources and competitive actions affects performance in the nascent
market. The proposed model was examined using structured content analysis and data extracted from more than
3,200 news articles regarding the interfirm rivalry between Google and Apple in the table industry. The findings,
first, indicate that in nascent markets, aggressive competitive action can exert a negative effect on firm
performance. Second, this paper presents empirical evidence supporting the RBV through testing how the
technological resource heterogeneity of these firms contributed to their performance (in terms of technological
value and technological rarity). Finally, we found that technological resource heterogeneity mitigates the
potentially negative effects of aggressive competitive action on the performance of high-technology firms during
the nascent cycle.
This document discusses exploring the concept of technology management through the lens of dynamic capability perspective. It argues that studying technology management through dynamic capabilities is beneficial as dynamic capabilities help explain how firms can achieve sustainable competitive advantage. The document provides an overview of the key concepts of dynamic capabilities, including the dynamic capabilities framework involving opportunity sensing, seizing, and managing threats or transformations. It also discusses the dynamic capability view, focusing on concepts like the capability lifecycle. The goal of the document is to explore how technology management can be studied through the lens of dynamic capabilities.
Research framework for theimpact of total qualitymanagem.docxverad6
Research framework for the
impact of total quality
management on
competitive advantage
The mediating role of innovation performance
Van Cang Nguyen and Ngoc Tuan Chau
Faculty of Statistics – Informatics, University of Economics
The University of Danang, Vietnam
Abstract
Purpose – The purpose of this paper is to apply a more accurate competitive advantage construct to study
the impact of total quality management on firms’ competitive advantage in the context of the weakening of the
competitive advantage of firms that are renowned for the excellent quality management. It also aims to find a
better explanation for the source of competitive advantage through mediating constructs.
Design/methodology/approach – The authors use iterative methodology by reviewing, analyzing,
synthesizing and refining the current state of the literature and propose a research framework which allows
for overcoming the limitation encountered in previous empirical research.
Findings – The use of two second-order constructs including the incremental innovation performance and
radical innovation performance which enable the researchers to have a better explanation about the mediating
role of innovation performance.
Practical implications – This study is seeking to contribute to the practice of total quality management
area of research. Specifically, this study applies two second-order measurement scales of innovation in use,
actualize the use of the new measurement scale of competitive advantage and explain clearly the role of total
quality management on competitive advantage in the current context.
Originality/value – This is one of the few papers investigating the impact of total quality management on
competitive advantage, developing the conceptual model that examines the mediating role of innovation
performance.
Keywords Competitive advantage, Total quality management, Radical innovation,
Incremental innovation
Paper type Research paper
1. Introduction
The weakening of many Japanese firms that are well-known worldwide because of their
excellent quality management, along with the strong rise of Korean and Chinese firms that
tend to innovate rapidly, is currently shaking the confidence in the philosophy of total
quality management (TQM). The success of global companies such as BMW, LG Electronics,
Nintendo, Nokia, Samsung, Tata and Toyota has often been attributed to their innovative
product offerings and systematized approach to use R&D for product development (Colvin,
2009). Innovation is an important source of competitive advantage in the knowledge
economy era (Daghfous, 2004; Prajogo and Ahmed, 2006). Numerous companies which have
benefited from innovation increased their profits and market share, but the important point
is that, a firm cannot be successful with innovation if it cannot produce products that meet
acceptable quality standards (Nowak, 1997).
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldin.
Entrepreneurial Views of Competitive StrategyKivanc Ozuolmez
The document discusses entrepreneurial views of competitive strategy compared to traditional positioning and resource-based views. It summarizes several articles that look more closely at the internal workings of firms and how value is created. Specifically, it discusses how these views examine rent appropriation within firms, new definitions of performance, sources of value creation like talent and innovation, and the importance of disequilibrium in the market. Overall, the entrepreneurial views presented provide a more detailed perspective of the internal firm processes that can explain performance differences between companies.
Dynamic capabilities link with firm performance evidence from aNghiên Cứu Định Lượng
This document summarizes a study examining the relationships between dynamic capabilities, resources, and firm performance using data from a Vietnamese IT company. The study developed a model linking marketing capability, entrepreneurial orientation, innovation capability, firm reputation, and firm performance. A survey was conducted of managers in the company across its domestic and international markets. The results found that marketing capability positively influences innovation capability and firm performance. Entrepreneurial orientation positively influences marketing capability, firm reputation, and firm performance. Innovation capability positively influences firm performance, while firm reputation positively influences firm performance. The findings provide insights into how capabilities influence performance in a developing market context like Vietnam.
This document proposes a new framework for conceptualizing and assessing IT outsourcing (ITO) success. The framework consists of a list of 25 common goals that organizations pursue through ITO arrangements. However, the framework recognizes that not all organizations pursue all goals, and the goals may change over time.
The document presents evidence from case studies and a survey that supports the framework. The evidence shows that the 25 goals were considered applicable by at least 20% of organizations, but no organization pursued all goals. Goals also changed over the course of outsourcing relationships.
The proposed framework aims to address limitations of prior ITO success measures by accounting for variability in goals between organizations and over time. Assessing success based
Idiosyncratic Effect of Corporate Solvency Management Strategies on Corporate...IOSR Journals
The study identifies and evaluates the association among corporate solvency management strategies and the corporate performance valuation in Chemical industry of Pakistan. The study uses purposive sampling or judgmental sampling for selecting 30 sample companies from the sector; covering 10 years financial statements data ranging from year 2002 to 2011. Balanced panel data is taken for the purpose of study. Levin, Lin & Chu test is used to check the stationarity of data whereas White Test is used to check the heteroskedasticity of data. Panel Least square technique with fixed effects is used to generalize the relationship between studied variables. The study observed that the performance of the chemical sector in terms of market to book value is affected by internal firm and industry specific factors related to solvency management strategic decisions. Findings of the study provide with the overview of historic performance and the potential performance of the selected sector to help policy makers including finance, economics and industry experts for creating value through the idiosyncratic resources.
Market pioneers, late movers, and the resource based view (rbv)- a conceptual...tamoni
This document discusses a conceptual framework linking first-mover advantages (FMAs) with the resource-based view (RBV) of the firm. It examines FMAs in light of a four-step resource management process consisting of: 1) efficient acquisition, 2) bundling/combining, 3) positioning, and 4) maintenance/protection. The framework proposes that firms who are highly skilled at efficiently acquiring resources, bundling resources, and positioning resources are more likely to become market pioneers and enjoy short-term advantages over competitors. However, it also notes that few first movers retain their advantages over the long run as competitors enter the market and the pioneer's initial resource base ages.
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/a-taxonomy-of-supply-chain-innovations/
In this paper, a taxonomy of supply chain and logistics innovations was developed and presented. The taxonomy was based on an extensive literature survey of both theoretical research and case studies. The primary goals are to provide guidelines for choosing the most appropriate innovations for a company and helping companies in positioning themselves in the supply chain innovations landscape. To this end, the three dimensions of supply chain innovations, namely the goals, supply chain attributes, and innovation attributes were identified and classified. The taxonomy allows for the efficient representation of critical supply chain innovations information, and serves the mentioned goals, which are fundamental to companies in a multitude of industries.
Esteban Koberg- Global sustainable supply chains, the role of configuration a...Esteban Koberg
This document summarizes a master's thesis that reviewed literature on sustainability in global supply chains. It addressed two research questions: 1) What supply chain configurations do firms use to accomplish sustainability? And 2) What governance mechanisms are employed with each configuration? It identified four configurations: open, closed, third-party, and transitional. It also discussed two governance mechanisms: hands-on and hands-off. The thesis found configurations vary with geographic and cultural distance in supply chains. It concluded by proposing opportunities for future research at the intersection of configurations and governance mechanisms, as extant literature has mainly focused on hands-on governance.
Corporate entrepreneurship and business performance the moderating role of o...Ying wei (Joe) Chou
This document summarizes a research paper that investigated the relationships between corporate entrepreneurship, organizational culture, and business performance in selected banks in Pakistan. The study found that corporate entrepreneurship was positively related to business performance, and that organizational culture was positively related to business performance. Additionally, the study found support for the hypothesis that organizational culture moderates the relationship between corporate entrepreneurship and business performance, such that the relationship is stronger when organizational culture is considered. The study used a survey to collect data from managers in major Pakistani banks and analyzed the results using structural equation modeling.
This paper promotes integrating the activity-based view and resource-based view theories to analyze how firms create sustainable competitive advantage. It advocates using the activity-resource-based view (ARBV) framework, which views a firm's activities and resources together. The paper reviews definitions of key terms like resources, capabilities, and competencies. It analyzes a case study of a high-performing automotive service firm in Kenya to illustrate how the firm's resources, when applied through activities, create capabilities and core competencies that lead to competitive advantages like low costs and differentiation. The paper concludes the ARBV framework clarifies terminology and the value creation process better than using theories in isolation. It provides guidance for future research on analyzing how firms
This document proposes a hybrid methodology to help organizations achieve agility. It involves identifying key performance indicators (KPIs) aligned with strategic objectives, then constructing "houses of quality" to identify and rank important agile attributes, enablers, and improvement paths. The methodology is demonstrated through a case study of a food company in Iran. The company was able to identify the most suitable improvement paths to enhance its organizational agility. Some limitations are that only a limited number of KPIs could be included, and the metrics may be more industry-specific than inclusive of all possibilities. The practical implication is that the methodology ensures the right agility metrics are selected to match the organization's values and objectives.
1) The document discusses strategic human resource management (SHRM) and how it can be used to create a sustained competitive advantage.
2) It defines SHRM as linking human resource management strategies to business strategies in order to improve organizational performance.
3) The document argues that for organizations to deal with a changing global business environment, they need to reconsider their HRM strategies and implement SHRM practices to build capabilities that allow them to adapt and maintain competitiveness.
The document discusses sustainable competitive advantage and how it is essential for business sustainability but is not adequately captured by traditional financial reporting. It defines sustainable competitive advantage as a company's ability to survive and prosper in competition over the long run through strategic assets that are valuable, rare, and difficult to imitate. While strategic assets drive competitive advantage, they are largely missing from financial statements which instead reflect past performance. The author argues that evaluating a company's competitive advantage requires focusing on information provided about strategic assets like technology, brands, and business processes in conference calls and presentations, rather than traditional accounting measures like earnings which can be delayed indicators of changes in competitive positioning.
This document discusses strategic resources that can provide sustainable competitive advantage for companies. It defines resources as any assets, capabilities, or knowledge that a company controls. To gain competitive advantage, resources must be valuable, rare, imperfectly imitable, and non-substitutable (VRIN). However, the authors identify an alternative framework of strategic resources being excellent, non-substitutable, non-tradable, rare, imperfectly imitable, and able to be modified (EXSTRIM). If companies can effectively combine and manage their strategic EXSTRIM resources, it can help them achieve and maintain a sustainable competitive advantage over competitors.
This document discusses a study examining the impact of knowledge sharing and knowledge retention on employee development through the mediation of sustainable competitive advantage and the moderation of transformational leadership. The study was conducted in the telecommunications sector, collecting data from 200 respondents. The findings showed that knowledge sharing and knowledge retention have a significant positive relationship with employee development. Sustainable competitive advantage was found to mediate this relationship. However, transformational leadership did not significantly moderate the relationship between knowledge sharing, knowledge retention, and sustainable competitive advantage. The document provides background on the concepts of knowledge sharing, knowledge retention, sustainable competitive advantage, and transformational leadership based on prior literature.
This document discusses factors that can help companies build and sustain competitive advantages. It analyzes leadership, organizational culture, design, and systems. Leadership is important through setting vision, mission, and governance. A company's values and culture also influence competitive advantage. Resources and capabilities are key, and must be valuable, rare, imperfectly imitable, and non-substitutable to provide sustained advantages. The document examines early strategy models and proposes that integrating multiple internal and external factors is needed to identify and sustain sources of competitive advantage.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.