Опубликовано на портале: 11-12-2002Ria Duddy, Jay Kandampully Management Decisions. 1999. Vol. 37. No. 1. P. 51-56.
While service quality has proved an essential ingredient in convincing customers to choose one organisation over another, many organisations have realised that maintaining excellence on a consistent basis is imperative if they are to gain customer loyalty. This long-term perspective has created a strong shift in orienting service strategy towards a service promise. Moreover, in the present competitive setting, if one were to understand the lifetime value of a customer, creating and maintaining long-term relationships with the customer and other stakeholders is paramount to an organisations market leadership. Relentless advances in technology have rendered products and services with ever shorter life cycles and, hence, diminished customer appeal. This paper argues that firms are required not only to improve, but to innovate products and services and anticipate customer needs on a continuous basis. It is highlighted here that, in order to maintain a longterm relationship with the customer, firms need to demonstrate their ability to think for the customer, and to conceive and implement new ways to serve them better. Moreover, in order to develop and maintain customer relationships, an organisation needs the assistance and partnership of their respective stakeholders; for example, employees, suppliers and distributors.
Corporate reputation management: "living the brand"/Корпоративное управление репутацией: жизнь бренда [статья]
Опубликовано на портале: 24-01-2004Alan Wilson Management Decisions. 2001. No. 2. P. 99-104.
It is recognised that an organization's corporate reputation is affected by the actions of every business unit, department and employee that comes into contact with another stakeholder. However, the means by which employees can be directed or encouraged to "live the brand" is an area which has received relatively limited coverage. This article explores the management actions that are required if employees are to support and enhance the organization's corporate reputation. The study illustrates the pivotal role of staff in the corporate reputation management process and presents ways through which organizations can encourage commitment, enthusiasm and consistent staff behaviour in delivering the brand values.
Опубликовано на портале: 11-12-2002Hao Ma Management Decisions. 1999. Vol. 37. No. 3. P. 259-266.
Competitive advantage arises from the differential among firms along any dimension of firm attributes and characteristics that allows one firm to better create customer value than do others. Generic sources of competitive advantage include ownership of assets or position; access to distribution and supply, as well as proficiency knowledge, competence, and capability in business operation. To achieve and sustain competitive advantage, a firm needs to creatively and proactively exploit the three generic sources, preempt rivals' attempt at these sources, and/or pursue any combination of proactive and preemptive efforts. Juxtaposing creation and preemption as well as ownership-based, accessbased, and proficiency-based sources, this article advances an integrative framework that helps management practitioners systematically analyze the nature and cause of competitive advantage.
Leadership Styles and Human Resource Management: A Content Analysis of Popular Management Writings [статья]
Опубликовано на портале: 01-10-2003Refik Culpan Management Decisions. 1989. Vol. 27. No. 4.
Popular management writings are examined in an attempt to answer the following questions: What constitutes effective management? What are the current themes of, and approaches to, management? Emerging leadership styles and human resource management implications are discussed.
Management Challenges: A Worldwide Perspective (Проблемы управления: международная перспектива. Рецензия на книгу) [статья]
Опубликовано на портале: 09-01-2003Abbass F. Alkhafaji Management Decisions. 1991. Vol. 29. No. 6.
The study of international business has become increasingly important in recent years. So important that the American Assembly of the Collegiate Schools of Business (AACSB) has called for the internationalisation of business curricula. In 1992 and beyond, successful business people will treat the entire world as their domain. No one country can operate in an economic vacuum. Any economic measures taken by one country can affect the global economy. This book is designed to challenge the reader to develop a global perspective of international business. Globalisation is by no means a new concept, but there are many new factors that have contributed to its recently accelerated growth. Among them, the new technologies in communication and transport that have resulted in major expansions of international trade and investment. In the future, the world market will become predominant. There are bound to be big changes in the world economy. For instance the changes in Eastern Europe and the European Community during the 1990s. With a strong knowledge base in international business, future managers will be better prepared for the new world market. This book introduces its readers to the exciting and rewarding field of international management and international corporations. It is written in contemporary, easy-to-understand language, avoiding abstract terminology; and is organised into five sections, each of which includes a number of chapters that cover a subject involving activities that cross national boundaries.
Strategic change leadership [статья]
Опубликовано на портале: 01-10-2003Fiona Graetz Management Decisions. 2000. Vol. 38. No. 8. P. 550-554.
Against a backdrop of increasing globalisation, deregulation, and the rapid pace of technological innovation, the primary task of management today is the leadership of organisational change. Seeks to examine the role of leadership in managing the challenge of deliberate large-scale change and whether it is possible to pinpoint factors that are critical to leading change effectively. Also investigates the view that effective change leadership involves instrumental and charismatic roles, integrating operational know-how with strong interpersonal skills. Uses a qualitative, case study approach, involving three multinational companies operating in Australia. Cross-case analysis indicates that effective change leaders recognise the importance of blending the charismatic and instrumental dimensions of change leadership. The ability to conciliate and balance the two roles depends primarily on whether a leader possesses certain qualities and attributes required for effective change leadership. Strong interpersonal skills permeate these key change leadership qualities and attributes and provide the nexus between the charismatic and instrumental roles.
Опубликовано на портале: 11-12-2002Kazem Chaharbaghi, Richard Lynch Management Decisions. 1999. Vol. 37. No. 1. P. 45-50.
This paper introduces the concept of strategic advantage and distinguishes it from competitive advantage. This concept helps to explain the full nature of sustainable competitive advantage through uncovering the dynamics of resource-based strategy. A new classification of resources emerges, demonstrating that rents are more relevant than profits in the analysis of sustainable competitive advantage.
The comparative attractiveness of international business locations: the role of labor law (Сравнительная привлекательность места расположения международного бизнеса: роль трудового права) [статья]
Опубликовано на портале: 03-10-2003Kerstin Pull Management Decisions. 2002. Vol. 40. No. 7. P. 647-654.
At a time of intensifying uncertainty, managerial flexibility to adapt to changes in the economic environment is increasingly important. Different business locations, it is frequently argued, offer this flexibility to differing degrees, labor law being one essential factor in determining the resulting attractiveness of a country as a business location. This paper takes an options perspective in order to grasp the potential effect of labor law on location decisions. The option value of an investment, it is argued, is influenced, among other factors, by labor law provisions. Depending on their preference for a certain set of options, different investors will prefer different labor market settings. The ability of the options perspective to assess the role of labor law for the attractiveness of international business locations is exemplified in a British-German comparison and confronted with data on the composition of foreign direct investment in the two countries.
The role of economics and industrial relations in the development of the field of personnel/human resource management (Роль экономики и производственных отношений в развитии управления персоналом/человеческими ресурсами) [статья]
Опубликовано на портале: 20-04-2003Bruce E. Kaufman Management Decisions. 2002. Vol. 40. No. 10. P. 962 - 979.
This paper surveys the contribution of economics and industrial relations (E/IR) to the development of the field of personnel/human resource management (P/HRM). A brief review of existing accounts of the evolution of the field reveals that they give little mention to the role of E/IR. A re-examination of the early years of P/HRM suggests, however, that this is a serious omission. It is demonstrated, for example, that E/IR was in fact the principal disciplinary base for research and teaching in P/HRM in US universities into the 1940s and that for the first two decades of the field's existence the most influential and authoritative academic-based writers came from the ranks of economists and economics-trained IR scholars. After describing the reasons for this close relationship, The centrifugal forces that caused a gradual split between E/IR and P/HRM are described. This split had roots in the 1920s, became increasingly visible in the 1950s and beyond, and by the late 1980s had reached a point where the two subject areas had little intellectual or organizational interaction. The paper ends with a brief review of recent developments that herald a modest rapprochement between E/IR and P/HRM.
Toward a conceptual framework of employee volunteerism: an aid for the human resource manager. К теоретическим основам добровольности работников: в помощь HR-менеджеру [статья]
Опубликовано на портале: 21-08-2003Gary D. Geroy, Philip C. Wright, Laura Jacoby Management Decisions. 2000. Vol. 38. No. 4. P. 280 - 287.
В статье даются некоторые наставления для HR-менеджеров при разработке ими программ с участием работников-добровольцев, когда к рабочей силе предъявляются специфические требования. Как показывают данные, работники, участвовавшие в добровольческих мероприятиях, полагают, что такой опыт выгоден им лично, поскольку улучшает их способность выполнять свои рабочие обязанности. Типы программы несколько различались, причем работники, участвовавшие в программах с сильной менеджерской поддержкой и обязательностью, считали, что в целом они получили высокое вознаграждение за свою волонтерскую деятельность. Наблюдалось следующее воздействие деятельности добровольцев на участвовавших работников: повышенная способность справляться с трудностями в ходе работы; улучшение контактов и навыков, могущих пригодиться в работе; повышение самооценки и чувства гордости. Эти факторы могут повысить способность работников упреждать потенциальные проблемы в ходе работ.