scispace - formally typeset
Search or ask a question

Showing papers by "Frans van den Bosch published in 1997"


01 Jan 1997
TL;DR: In this Part of the Corporate Reputation Review attention focusses on companies whose star is waning as discussed by the authors, the presentations made at the Stern School of Business conference and now published below comprise a distillation of the insights gained by a senior crisis-management practitioner, as well as three case studies and three more empirically-oriented crisis communication studies.
Abstract: Reputations rise and fall. In this Part of the Corporate Reputation Review attention focusses on companies whose star is waning. The presentations made at the Stern School of Business conference and now published below comprise a distillation of the insights gained by a senior crisis-management practitioner, as well as three case studies and three more empirically-oriented crisis communication studies. Included in panelists' presenta- tions are theoretical frameworks which seek to explain the behavior of managers and opponents during crisis situations.

14 citations


Journal ArticleDOI
TL;DR: In this Part of the Corporate Reputation Review attention focusses on companies whose star is waning as mentioned in this paper, the presentations made at the Stern School of Business conference and now published below comprise a distillation of the insights gained by a senior crisis-management practitioner, as well as three case studies and three more empirically-oriented crisis communication studies.
Abstract: Reputations rise and fall. In this Part of the Corporate Reputation Review attention focusses on companies whose star is waning. The presentations made at the Stern School of Business conference and now published below comprise a distillation of the insights gained by a senior crisis-management practitioner, as well as three case studies and three more empirically-oriented crisis communication studies. Included in panelists' presenta- tions are theoretical frameworks which seek to explain the behavior of managers and opponents during crisis situations.

12 citations


Book
01 Jan 1997
TL;DR: A.A. van den Bosch et al. as discussed by the authors discuss the impact of Porter's contribution to more general and dynamic Strategy Frameworks and present a survey of the contributions of Porter.
Abstract: 1. Introduction: Perspectives on Porter F.A.J. van den Bosch. 2. Porter on Business Strategy B. de Wit. 3. Business Level Strategy: Lessons from Shell C.A.J. Herkstroter. 4. Porter on Corporate Strategy R.J.H. Meyer, H.W. Volberda. 5. Corporate Strategy from a Unilever Perspective F.A. Maljers. 6. Porter on National and Regional Competitive Advantage A.-P. de Man, et al. 7. The Netherlands: More Than Flower Power L.A. Geelhoed. 8. Rotterdam seen Through Porter-Coloured Glasses R.M. Smit. 9. From Positions to Places? A.-P. de Man. 10. Porter's Contribution to More General and Dynamic Strategy Frameworks F.A.J. van den Bosch. List of Contributors. Subject Index.

11 citations


Book ChapterDOI
01 Jan 1997
TL;DR: In the last decade, the issue of competitiveness has captured an important position on the agenda of politicians and policymakers and the growing strength of Asian firms on the world market has been debated at some length in both the USA and in Europe.
Abstract: In the last decade, the issue of competitiveness has captured an important position on the agenda of politicians and policymakers. The growing strength of Asian firms on the world market has been debated at some length in both the USA and in Europe. In the USA the focus of the debate was on the trade deficit and the weak performance of American firms compared to their Japanese competitors. In the European countries competitiveness became a buzzword in the discussions about rising unemployment. An increase in competitiveness was not only seen as a remedy against the lay-offs in mature industries but was believed to spur growth rates in new hightech sectors as well.

5 citations


01 Jan 1997
TL;DR: In this paper, the authors handelt over de vergelijking of two belangrijke internationale corporate governance modellen: het Angelsaksische one-tier model and het Reinlands two-tier models.
Abstract: textDit artikel handelt over de vergelijking van twee belangrijke internationale corporate governance modellen: het Angelsaksische one-tier model en het Reinlands two-tier model. De modellen bieden een op het eerste gezicht alternatieve invulling van de organisatie van de board ter ondersteuning van de traditionele toezichthoudende rol van commissarissen. Vanuit een conflict perspectief kan worden betoogd dat de organisatorische vormgeving van de twee modellen is ingericht om de scheiding tussen toezicht (decision control) en leidinggeven (decision management) te faciliteren. Naast de zogenaamde 'monitoring rol' besteedt dit artikel in het bijzonder ook aandacht aan de sterk in opkomst zijnde strategische rol van commissarissen. In deze rol wordt juist vanuit een consensus perspectief een integratie van decision management met decision control voorgesteld. Het artikel betoogt dat beide perspectieven op de organisatie en taakvervulling van de board elkaar niet wederzijds hoeven uit te sluiten en dat dit in de praktijk aanleiding geeft tot aanpassingen in de twee corporate governance modellen. Deze aanpassingen kunnen wijzen op een convergentie tendens tussen beide modellen.

3 citations


Book ChapterDOI
01 Jan 1997
TL;DR: In this article, the authors describe Porter's contribution to a more integrated and dynamic strategy framework for understanding why firms are successful, which is a very basic question in strategy both from a practitioner and a research perspective.
Abstract: Understanding why firms are successful is a very basic question in strategy both from a practitioner and a research perspective. In the strategy and management literature, however, we are confronted with different analytical frameworks, applicable at different levels of analysis such as the industry and the national level, providing different answers! Needless to say there is a clear necessity to create more integrative strategy frameworks. This concluding chapter is devoted to this topic by briefly describing Porter’s contribution to a more integrated and dynamic strategy framework.

3 citations