Showing papers in "European Management Journal in 1993"

TL;DR: Analytical and administrative approaches for conceptualizing and managing the emerging nexus between strategic management and information technology, defined in terms of four basic domains of strategic choice, are discussed.

TL;DR: Van Ackere et al. as mentioned in this paper use a well-known logistical system to illustrate re-engineering concepts and tools in a multi-stage production and distribution system involving a single brand of beer.

TL;DR: In this paper, the authors examine the contribution that logistics can make to the achievement of sustained competitive advantage, particularly through the combined impact of improved customer service and lower costs to serve.

TL;DR: Survey and building upon the existing literature, Gabriel Bitran and Maureen Lojo develop a framework for evaluating and improving the quality of the customer interface and describe six basic phases of service encounters.

TL;DR: In this article, the authors identify a new generic strategy, mass customization, in the story of continuous growth fuelled by response to crisis, so revered in Japan and cite case studies of Melbo (mens' clothing) and National Panasonic Bicycle as successful Japanese examples, underlining the fact that such achievement depends on a high degree of manufacturing competence.

TL;DR: Useem, Bowman, Myatt, and Irvine as mentioned in this paper present the results of an extensive survey of US institutions in three main areas: investor relations with management, shortcomings of the present governance system, and anticipated trends in shareholder activism.

TL;DR: In this paper, Puffer explains how Russian managers think and act in three time periods: the autocrat in pre-revolutionary tsarist times, the comrade communist from the Russian revolution of 1917 to the collapse of the Soviet Union in 1991, and the emergent entrepreneur in the fledgling market-oriented economy of the 1990s.

TL;DR: A recent survey revealed that more than half of the large European corporations participating in the study lacked a strategy either in writing or as a commonly articulated value for internationalizing their managers.

TL;DR: The success of Moscow McDonald's is now legendary; since January 1990 it has become the most visited restaurant in the McDonald's worldwide system, and also the largest as mentioned in this paper, and Oleg Vikhanski and Sheila Puffer explore McDonald's human resource philosphy and methods and explain how they evoked an especially enthusiastic response from the recruited Russian labor force.

TL;DR: In this paper, Heinz-Dieter Meyer explains how cultural differences can obstruct international cooperation at a point when participants may expect it least - in the group-formation and relationship building phase.

TL;DR: In this article, the authors propose an eight-step process for companies wishing to achieve the best type of distribution system for their products and services, with the emphasis on the market rather than the company.

TL;DR: In this article, the authors chart three key elements in pricing studies using Conjoint Measurement, and expect the method to gain rapid acceptance by European managers, and show that it is a very effective tool when determining the value of a product and deriving price response functions and profit optimal prices.

TL;DR: In this paper, the authors argue that the secret is "outmanaging" the competition, not "outsmarting" it, and emphasize the clear advantages of internal and external negotiated strategies on corporate value-added and distinctive competence respectively.

TL;DR: In this paper, a multistage strategy development and implementation cycle within which the reasons for failure fall into distinct clusters is described, which can also be used as a learning process which incorporates the characteristics of best practice firms which have helped them to avoid pitfalls.

TL;DR: Hiltrop as discussed by the authors considers the economic, demographic and technological changes that are currently affecting European organization, paying particular attention to the European employment scene, highlighting the internationalization of business alliances, the movement towards greater decentralization of decision-making, the changing values and expectations of the work force, and their effects on the management of human resources.

TL;DR: In this paper, Manfred Perlitz demonstrates a flexible individual concept in connection with the process of international strategy development and tries to generate solutions with a question sequence of how to do the repair.

TL;DR: In this paper, the authors examine the contrasting experiences of three British companies in attempting to establish joint ventures in Hungary and highlight some of the important "do's and don'ts" of setting up joint venture in previously centrally planned economies.

TL;DR: Muller and Watts as discussed by the authors consider two main responses in organisations to present-day business turbulence: designing and experimenting (modelling) and practical adaptation (muddling) and focus less on modelling solutions than on muddling through the ones, in particular, the role of learning in developing organizations.

TL;DR: In this article, Hamel explores core competence further, pointing out that it provides logic for the corporation and argues that strategy should be'stretch' not 'fit', competition should shape industry futures rather than merely position within existing industry boundaries, and resources should be leveraged rather than allocated.

TL;DR: Richter and Yukihiro Wakuta as mentioned in this paper explore the Japanese problems and compare the car manufacturers' relationships with suppliers in Japan and Europe, and recommend a new alternative - permeable networks - as preferable to both.

TL;DR: In this article, Roure, Alvarez, Garcia-Pont, and Nueno present a review of the literature on managing internationally, and use field research to demonstrate that global managers are less in evidence than is commonly believed, regional management is more widespread than global management, and internationalisation of managers affects their internal activities more than their external ones.

TL;DR: In this article, Hamill examines the strategic response of leading international carriers to the competitive challenges currently facing the world airline industry, including the expansion of global route networks, customer/marketing-oriented strategies aimed at improving service quality and securing brand loyalty; and cost control strategies.

TL;DR: In this article, a new approach to managerial work experience patterns in complex multinational corporations is proposed, which is based on a view of different situational career step contexts, and its implications for management development and general human resource management are discussed.

TL;DR: In this paper, the authors support the idea that strategy formulation is a top-down activity, which, for its successful implementation, requires managers to use the right instruments, such as the business mission statement, strategic control and the evaluation of finance, marketing, R&D, production and personnel, future-oriented control, competitive bench marking, identifying critical success factors, and including "what if?" analyses.

TL;DR: This article found that the word "strategy" is less useful to business managers if it is allowed to cover tactical concepts like "ploys" or " instinctive unplanned patterns of managerial behaviour".

TL;DR: Following the moves to unification in East and West Germany, and market reform in the East, Sony Europa GmbH decided to accelerate its development in the east, with an initial focus on Poland as discussed by the authors.

TL;DR: Vandermerwe et al. as mentioned in this paper proposed a framework for the Euro-organization of transnationally in Europe, and the base line is understanding future Euro-customers.

TL;DR: The risk/return characteristics of world stock markets are examined for the period 1973-1990 and three sub-periods as mentioned in this paper, and the evidence suggests that a strong dollar and deeper recession in Europe may have contributed to the poor performance of EC stock markets between 1979 and 1984.

TL;DR: In this paper, the authors investigated the objectives of firms investing in new technology and found seven categories of such reasons, in order of importance, are: (i) market (e.g. to introduce new products), (ii) efficiency, (iii) image enhancement, (iv) developmental, (v) complying with regulatory demands, (vi) standardization, and (vii) loans and grants.