Showing papers in "European Management Journal in 2000"
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TL;DR: In this paper, a framework is presented which is based on incorporating ebusiness activities, channel management, relationship management and back-office/front-office integration within a customer centric strategy.
519 citations
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TL;DR: In this paper, a study of 25 pioneering companies whose success has been based on radical business innovation indicates that such companies are better described as market driving while market driven processes are excellent in generating incremental innovation, they rarely produce the type of radical innovation which underlies market driving companies.
487 citations
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TL;DR: In this article, a field-based research study was undertaken to assess the core issues and challenges faced by a group of twelve culturally diverse global virtual teams with members from Europe, Mexico, and the United States.
421 citations
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TL;DR: Krut et al. as mentioned in this paper investigated the impacts of ISO 14001 certification on the operations and management of an aluminum plant in South Carolina, using a case study of the Alumax aluminum ingot production facility.
394 citations
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TL;DR: A content analysis of 38 multinational enterprises' environmental performance reports identifies and classifies their practices in the field of environmental citizenship and their contributions to sustainable development, assesses the means by which MNCs collaborate with stakeholders in solving environmental problems, and examines the factors that contribute to the success of corporate environmental citizenship for sustainable development.
329 citations
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TL;DR: In this paper, the authors explored several factors that influence small businesses in their choice of Internet use (e.g. benefits and barriers) and found that the main barriers to Internet adoption and to developing a Web presence are simply the concern that the Internet or the Website would not lead to more efficiency or lower costs.
282 citations
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TL;DR: In this paper, the authors outline a framework for considering the strategic decisions for entering into an alliance and some of the key issues involving the management process of alliances, which will work to raise the odds of a successful strategic alliance.
239 citations
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TL;DR: In this article, the authors reviewed the empirical evidence of the validity of environmental management systems (EMS) and discussed the further implications of this new management tool, showing that use of EMS leads to a more effective organization and information flow, a higher degree of legal compliance and a more comprehensive exploitation of the 'win-win' potential of ecological and economic benefits.
238 citations
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TL;DR: In this article, the authors investigate strategies for value creation of e-commerce companies and identify two main strategies: efficiency and stickiness, and give examples of European companies that can be considered ''best practice'' companies.
232 citations
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TL;DR: In this paper, the authors discuss the changes in methods of management control due to growing globalization and stiffening competition, and the changes are due to a considerable degree to the growing globalization.
211 citations
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TL;DR: A model of how team leaders can improve the knowledge management within their teams is proposed, which consists of five layers and consists of team rules, goals, and standards, and the necessary leadership functions to foster effective team knowledge management.
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TL;DR: In this article, a proactive management of environmental issues requires corporations to identify the interactions among transportation activities that have negative environmental impacts, the types of environmental impacts emanating from transportation operations and facilities, and alternative means of controlling and preventing environmental pollution and natural resource degradation.
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TL;DR: E-commerce, or shopping electronically via the internet, is revolutionizing the way retailers do business and e-tailers offer better customer service than their bricks and mortar counterparts as discussed by the authors.
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TL;DR: In this paper, the advantages and disadvantages of traditional store-based and online retailing are discussed, and it is pointed out that the stakes are not as clearly in favour of the pure Internet retailers, as often portrayed, the quality of execution of the individual company is paramount.
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TL;DR: In this article, the authors examine whether general best practices on new product development are directly applicable to a specific company and find that the market positioning of new products depends more on the specific portfolio needs of the host company than on general principles of riskiness.
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TL;DR: In this paper, the impacts of ISO 9000 certification on companies' product quality were evaluated using the eight dimensions of quality, and the reasons for seeking certification were found to influence the degree to which quality is improved.
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TL;DR: In this paper, the authors examined the question: are there some aspects of a company's core business which can and should be outsourced? This question challenges traditional models of strategy which maintain that outsourcing of core activities is risky.
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TL;DR: In this paper, the authors explore the strategic responses of multinational automotive companies embedded in a simple framework of interdependent industry forces, total globalisation barriers, and competitive regionalisation advantages, and suggest that a car producer should first become a global company, in order to efficiently and selectively regionalise in a second step.
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TL;DR: In this article, the authors discuss the pros and cons and rationale for horizontal acquisitions and scale alliances, and argue in favour of more aggressive complementary alliances combined with mergers and acquisitions to expand in Europe as well as globally.
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TL;DR: In this paper, the authors analyse the green strategies of six multinational enterprises subject to environmental regulations and find that four multinational enterprises have developed internationally transferable green capabilities (DuPont, Honeywell, McDonald's and Xerox).
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TL;DR: In this paper, the authors define marketing in value terms and explain how shareholder value analysis can be used to demonstrate the importance of marketing, value brands and test marketing strategies in the boardroom.
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TL;DR: In this article, the authors provide an empirical test of a holistic model of organizational success and propose a link between the organizational development model and the financial success of organizations, which has significant implications for both management theory and practice.
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TL;DR: In this article, the authors argue that intangible resources contribute differently to competitive advantage depending on the level of competition and argue that certain types of competencies and relationships are more critical than others.
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TL;DR: Wang et al. as mentioned in this paper conducted a survey of 100 firms in Shanghai and found that these firms are far more advanced using explicit manufacturing strategies than they had expected, but they are not as advanced in supply chain management as many Western firms.
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TL;DR: In this article, the authors describe an alternative model of a strategic planning process that attempts to link planning processes both with new views of the sources of competitive advantage and with the multiple theoretical lenses used to understand strategic change.
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TL;DR: In this paper, the authors show that failure to detect and attribute the cause of a shortfall, followed by misunderstandings among the partners pave the way to failure, and provide some suggestions on how to rescue alliances in crisis.
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TL;DR: In this article, the authors examine how firms manage their proprietary research and development programs and how they succeed in establishing a co-operative relationship with their environment, using forty interviews conducted in both the US and Europe.
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TL;DR: In this paper, the authors identify successful Greek SMEs that can be qualified as ''hidden champions'' and uncover the factors that have contributed to their success, which relate to their choice of markets served, their relationships with customers and suppliers, innovative behavior, leadership and human resources management practices.
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TL;DR: The authors found widespread but not revolutionary change in terms of organisational structures, processes and boundaries in Europe and Japan, and found that the pace of innovation is generally much faster in Europe than in Japan.