Showing papers in "European Management Journal in 1992"

TL;DR: In this paper, Christoph Bronder and Rudolf Pritzl present a structured procedure for developing strategic alliances that outlines four critical phases: strategic decision for an alliance, alliance configuration, partner selection, and alliance management.

TL;DR: In this paper, the authors use Porter's model of the national diamond to explain the role of national environment in the competitive position of industries and firms, however, the influence of national culture on the competitive advantage of nations is given too little attention.

TL;DR: Gronhaug and Nordhaug as mentioned in this paper discuss the relationships between competences and strategies in firms, and suggest a way of filling such gaps in a stepwise manner, in order to fill such gaps.

TL;DR: Ghauri et al. as discussed by the authors used data on Swedish firms' operations in Southeast Asia, and found that head offices tend to spawn subsidiaries which become independent and stronger than their parent.

TL;DR: Leslie Willcocks as discussed by the authors used case studies to evaluate the feasibility of IT investment and found that the economics do not justify it, and current evaluation techniques are not reliable enough to assess the investment.

TL;DR: In this article, the authors focus on seven key operational issues that may be critical to achieving a productive and smoothly running service operation and the ideal strategy is one that achieves synergy between marketing and operational objectives.

TL;DR: Lawler and Ledford as mentioned in this paper explore all aspects of this emerging new model of HRM and, in particular, review the strategic, structural and cultural conditions in organizations which favour its implementation.

TL;DR: In this paper, Roos and von Krogh point out that most firms compete on competencies, and therefore possession of competence is the most important competitive advantage for any firm, and that competence is determinant of competitive advantage.

TL;DR: Hrebiniak as discussed by the authors reviews both the general issues and specific needs of global strategy and categorizes four stages that companies go through in pursuit of their global destiny, including creating a cadre of effective global managers, forming strategic alliances, and employing lateral or matrix type structures.

TL;DR: Faulkner and Bowman as mentioned in this paper argue that it is false to choose between low cost leadership and differentiation, and that only the low cost strategy with internal success criteria establishing differentiation and delivering at low cost, and thus able to achieve what the authors call "external success criteria" of both Cheaper and Better, will gain sustainable competitive advantage.

TL;DR: In this article, the authors illustrate an approach to surfacing and mapping managerial assumptions about competitive strategy, explaining the process by which this is done, and then giving a number of case examples of managerial workshops in which the approach has been applied.

TL;DR: In this article, the use of Just-In-Time (JIT) manufacturing control systems and some of the most remarkable benefits that have been attributed to it in the literature are discussed.

TL;DR: In this paper, the authors argue that the renewal process in organisations originates in the mental structures and capacities of its members, and explore possible relations between this feeling of the unlikely event of "renewal" and such strong "shared conceptions" involved in construction.

TL;DR: The authors cover the important area of teaching the organization to learn via personnel-based systems and propose a network or 'cluster' organization.

TL;DR: In this article, the author discusses agency theory, or the managerial theory of the firm, and finds it suffers from limitations, such as the avoidance of ways in which exploitation can be structurally encouraged by the asymmetric distribution of power in bureaucracies.

TL;DR: In this article, Rost and Smith propose a postindustrial concept which concentrates on a relationship of influence between leaders and followers who agree mutual purposes and really intend to carry them out.

TL;DR: In this paper, the authors present a strategic approach to the management of uncertainty which firms can use to achieve a desirable balance of risk and return, and suggest the conditions under which each approach might be appropriate, and describes the important managerial issues surrounding the different approaches.

TL;DR: In this paper, the authors identify hidden champions in Germany, such as Heidelberg Printing Machines, BMW and Mercedes-Benz, which integrate market and technology as equal driving forces and provide quick and reliable customer service.

TL;DR: In this paper, Simon and Kucher argue strongly against any premature unifying or European prices, even if Europewide product or brand policies would seem to require it, and suggest a compromise between individually optimised prices in each country and a uniform European price: the European price corridor.

TL;DR: Corporate identity design has become trivialised by too close association with external visual symbolism, like logos or branding as mentioned in this paper, and its dynamics lie within the corporation and have more to do with manners and interrelationships than markets.

TL;DR: In this article, a model of eight interrelated elements is described which top management should pursue to encourage creativity and innovation, and the authors demonstrate the process of strategy search, structured group work using specially-devised techniques and aids to creative thinking.

TL;DR: Bjornsson and Lundegard as discussed by the authors suggest a more appropriate framework for evaluation of investment in IT, especially Return on Investment (ROI), which is the principal problem in using ROI calculations is measuring the benefits of IT technology.

TL;DR: Evans as mentioned in this paper identifies two current views and groups of leaders -expertise oriented and lead by their technical authority, and generalists who lead by management skills, distinguished in various ways such as their attitudes towards delegation and sensitivity to matching jobs and personalities.

TL;DR: In this article, the authors argue that a distinctive kind of "European" management is required in an increasingly globally competitive environment, and they give reasons why there is such a requirement, describe the best features to be adopted and explore ways in which European managers should be trained and developed.

TL;DR: In this paper, the authors identify three critical psychological motives for managers to escalate initial commitments into a competitive spiral that can ultimately lead to very damaging consequences, and such escalation can even occur without competition.

TL;DR: Marley Automotive Components Ltd. as mentioned in this paper entered into an international joint venture (IJV) with the US company, Davidson Instrument Panel of Portland, New Hampshire, in the late 1980s.

TL;DR: In this article, van den Bosch and van Prooijen stress that Europe is a locus of competitive advantage if one is prepared to pay attention to the possibility of "European Management" as a potential asset of European firms.

TL;DR: In this paper, the authors present the views of the general manager and the human resources manager of Davidson-Marley BV, the international joint venture of Davidson Instrument Panel (US) and Marley PLC (UK).

TL;DR: In this article, the authors present a survey of 236 managers interviewed in a diverse group of companies in three distinctly different industries in Europe, the US and Japan and give clear prescriptions on how to develop companies' organisational capabilities to implement new competitive global strategies.

TL;DR: Taillieu as mentioned in this paper made an analysis of the views, aspirations and preferences of the young men and women concerning an international business career, and then matched these attitudes to profiles of the graduates.