Competitive business strategies are often formulated with little regard given to the articulation format. This paper examines the strategy formulation process from a systems perspective and argues that articulation of a competitive strategy, such that sustained competitive advantage is created, requires consistency along the entire business chain. Internal consistency within the business chain is built through inter‐linkages. The inter‐linkages are made through four inter‐connective elements: human resources, technological resources, information resources and financial resources. It is argued in this paper that the human factor is of major importance since it integrates the other inter‐connective elements and therefore represents a key factor in the process of articulation and implementation. In view of the critical role of the human element in articulation of business strategy for competitive advantage, the paper develops a human‐factor related contingency framework. The developed contingency framework e...

Implanting competitive strategy: a contingency approach

Capital efficiency may be considered from various economic and socio-economic perspectives. It was only during the past decade that the agricultural sector managed to use capital more efficiently than before 1960. This is in contrast with other sectors in the economy which experienced declining capital productivity over the past three decades. However, substitutiing capital with labour is since 1985 no longer to the advantage of the industry. Several shortcomings in the measurement of capital efficiency are shown, the most important of which is inconsistent data collection by the relevant authorities. Given certain economic prospects, doubt is expressed about the flexibility of the agricultural sector to maintain the increasing tendency in capital efficiency.

/pdf/die-doeltreffende-aanwending-van-kapitaal-in-die-landbou-2n591g2qp6.pdf

Die doeltreffende aanwending van kapitaal in die landbou

This chapter provides a historical overview of the emergence of the creative technologies, tracing the usage of associated terms back to the close of the Second World War. An overall analysis of the reviewed literature suggests that the growth of the field was relatively slow prior to the year 2000; however since the turn of the millennium there has been an explosion of interest. The origin of creative technology is firmly places in the engineering disciplines with a focus on soundness of technology; however over time the field has expanded to include more artistic foci. This change in focus is discussed in light of how the creative technologies are viewed today and future directions of the field are discussed.

A Historical Review of Creative Technologies

For at least twenty-five years, researchers in general management have maintained that well managed companies succeed in achieving a tight fit between long-term corporate goals and their policies for marketing, production, and other functions. Rarely is the nature of this fit explored in detail or in breadth, particularly for diversified firms. While it is generally acknowledged that managing a diversified firm is different and more complex than managing a single business, our knowledge has been sketchy regarding ways to achieve this fit between functional policies and corporate strategy in diversified companies. The author presents the results of a two-part study which investigates how managers in such firms are achieving fit between corporate strategy and the labor relations function. The study throws some light on problems facing firms across the country as they respond to major shifts occurring in U.S. labor markets.

David L. Berman

Papers

The key to the productivity dilemma: “The performance manager”

Commentary on Fombrun