Showing papers in "European Management Journal in 1999"

TL;DR: In this paper, the authors consider the strategic implications of the existence of different types of virtual community and community participation, and propose strategies for effectively targeting more desirable type of virtual communities and types of community members such as interaction-based segmentation, fragmentation-based, co-opting communities, paying-for-attention, and building networks by giving product away.

TL;DR: In this article, the authors present a review of the most important tools available to managers for managing intangible resources, including human resource accounting, economic value added, balanced scorecard, and intellectual capital.

TL;DR: The Balanced Scorecard has emerged in recent years as what can perhaps best be described as a strategic control tool as mentioned in this paper, which is a tool which adds value by providing both relevant and balanced information in a concise way for managers, creating an environment which is conducive to learning organisations and eliminating the need for managers to ''choose'' which type of control system to use at any given time.

TL;DR: The ability to attract and retain talent is rapidly becoming one of the key issues for human resource managers and their organisations across the globe as mentioned in this paper. But the results of these studies do not provide conclusive evidence of the link between human resource practices and the ability of organizations to attract, retain, and attract talent, although they strongly suggest that high performance organizations consistently outperform their competitors on a number of human resource factors, including the level of teamwork and openness between co-workers, the training and development opportunities they offer to employees, and the degree of pro-activity in HR planning.

TL;DR: In this article, a conceptual framework is proposed to assist managers in identifying and implementing outsourcing decisions, which suggests a way for managers to identify the pre- and post-contractual risks associated with outsourcing decisions along with strategies that can be implemented in the precontractual stage in order to mitigate those risks.

TL;DR: Dutta and Segev as mentioned in this paper studied the ways commercial organizations are exploiting the Internet and found that most large corporations and multinationals are treating it simply as a publishing medium.

TL;DR: In this paper, the authors bring together a group of the most eminent academic and practitioner thinkers in the area to consolidate what we know about best IT evaluation practice in a comprehensive and integrated manner, and also provide new ways forward.

TL;DR: In this article, a classificational schemata is developed which categorizes intangible liabilities and then a six step managerial framework for assessing the magnitude of these liabilities is developed, with special attention given to those intangible liabilities for which there is imperfect information.

TL;DR: This article found that the inability to manage an improvement program as a dynamic process is the main determinant of program failure and that failure to account for the feedbacks among these tightly coupled activities leads to unanticipated and often harmful side effects.

TL;DR: In this paper, the authors report on a survey of German and Japanese manufacturing affiliates located in the British Isles and examine how the level of autonomy may be predicted from a smaller number of significant strategic variables.

TL;DR: In this paper, the authors investigated the strategic management of information technology (IT) and organisation within European Small Enterprises (SE's) and found that European SE's have to innovate from both technological and organisational perspectives and build partnerships with other organisations in order to successfully address strategic opportunities and challenges.

TL;DR: In this article, the authors present initial findings, especially as they relate to the management of the process of product delivery, that is in the areas of operational control and governance, and briefly review the issues identified in human resources, with the eventual aim of developing a theoretical basis for the project and process-based approach which recovers the strengths of classical management.

TL;DR: In this paper, the authors examine the path dependent nature of technology trajectories and the self-reinforcing effects of installed base and complementary goods, and demonstrate how firms can manage the dynamics of technology selection in their favor.

TL;DR: In this article, the authors argue that the failure to improve project performance results, in large part, from models which do not treat projects as the complex dynamic systems which they are, and present empirical evidence from a sampling of large, complex development projects.

TL;DR: In this article, three managerial challenges for managing networks are described, which involve a different view on strategic choice, managing alliances as a portfolio (and not as dyadic relationships) and new tasks for top management.

TL;DR: In this paper, a new model of strategy-making as play is presented in response to increasing calls for a deeper theory of strategy making, where three distinct, but interrelated forms of imagination are described: descriptive, creative, and challenging.

TL;DR: In this article, the authors provide new lenses on the tacit, and evolutionary aspects of HRM and the value it creates, integrating economic considerations with contextual social legitimacy aspects, and propose a new perspective on HRM processes.

TL;DR: In this article, the authors examined cross-border mergers in the European banking sector in terms of their effect on their shareholders' wealth and found that target bank shareholders experience significant positive abnormal returns while abnormal returns to bidding bank shareholders were not significant.

TL;DR: In this paper, the authors show how activity-based costing concepts can be adapted to measure quality-related costs and prioritize quality improvement efforts and highlight how these concepts can encompass qualityrelated costs arising from supplier deficiencies and the opportunity costs of lost sales due to quality problems.

TL;DR: In this paper, the authors reviewed the Electronic Market Hypothesis (EMH) and the response that has generated in the academic literature since its publication, and they considered developments that are occurring in electronic distribution in two particular industries; retail financial services and the music industry, to determine the current validity of Malone et al.'s hypothesis.

TL;DR: The validation issue in simulation research and several examples of good simulation practice are discussed, and the emphasis on academic specialization rather than craftsmanship and the paradigm of the empirical sciences rather than design sciences which prevails in management studies are discussed.

TL;DR: In this paper, the authors examine the different approaches that have been employed in a number of such agreements, and relate these to the needs and objectives of the organisations' concerns, and explore their effectiveness in accommodating various types of change.

TL;DR: In this paper, five factors that may explain the variation in acquisition rates across industry sectors are discussed. And the results suggest that external changes to industry regulation may act as a greater trigger to industry restructuring than internal industry dynamics, and raise important issues for policy makers given the contradictory findings on the economic benefits of M&A activity.

TL;DR: In this article, the authors put forward the proposition that relational capability represents a distinctive competence for the transnational firm, and that the ability to access new knowledge or complementary capabilities, and to leverage inter-firm relationships and opportunities wherever they arise emerges as a critical factor for success on a global scale.

TL;DR: Based on an analysis of the experiences of 40 Russian IJVs, this article presented nine strategies for managing intra-IJV conflict such that it will have a minimal negative impact on IJV performance.

TL;DR: The information revolution effectively has the ability to reverse characteristics that are prototypical of 20th century society as mentioned in this paper, and a successful firm will have to use information technology to understand both itself and its customers better.

TL;DR: A model of specification management that identifies important steps from the conceiving of the idea to delivery and customer feedback is developed and it is concluded that following the steps proposed in the model could lead to a high quality product.

TL;DR: The dynamic interplay between a company's technology and competitive strategies emphasizes the importance of organizational learning and exploiting the knowledge created in this process as mentioned in this paper, and the implications of the dynamic perspective for executive action, highlighting industry forces that may impact the dynamic strategy relationship.

TL;DR: In this article, the authors suggest that the three letters ABC be used to refer to an accounting approach aimed more at understanding causality and giving decision-makers the possibility to manage costs at the root, rather than limiting it to a method of product cost calculation.

TL;DR: In this article, the authors present a conceptual framework for the go-between service provider and assess the impact of all this on corporate thinking and practice, based on case studies and interviews as part of a long-term research project.