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Management Decisions

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Опубликовано на портале: 11-12-2002
Ria 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.
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Опубликовано на портале: 11-12-2002
Hao 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.
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Опубликовано на портале: 11-12-2002
Kazem 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.
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