Showing papers in "European Management Journal in 2001"

TL;DR: In this paper, the authors explore the three main issues that can enable (or hinder) the development of customer relationship management in the service sector; the organisational issues of culture and communication, management metrics and cross-functional integration, especially between marketing and information technology.

TL;DR: The authors analyzed developments in the oil industry over the past few years, observing considerable shifts in corporate climate strategies, and compared British Petroleum, Royal Dutch Shell, Texaco and ExxonMobil, of which currently only the latter strongly oppose a climate treaty.

TL;DR: In this article, a human-centred view of knowledge is presented, emphasizing the deep tacit knowledge which underpins human thought and action, and the complex sense-reading and sense-giving processes which human beings carry out in communicating with each other and "sharing" knowledge.

TL;DR: In this paper, the authors examine three related critical issues: identifying specific processes and tasks for the broader area of purchasing involvement in product development; forming an organisation that supports the execution of such tasks; and staffing the organisation with people that have the right skills.

TL;DR: In this paper, the authors propose a three-stage model of mergers and acquisitions that systematically identifies several human resource issues and activities and concludes with a description of the role and importance of the HR department and leader.

TL;DR: In this article, an alternative view of project management is proposed based on an integrative model and areas for further development are identified, identifying problems with the role of strategy and planning, the units of assessment, the planning process itself and the body of knowledge of the subject.

TL;DR: This article examined the relationship between three types of reputation building activities (i.e., marketing investments, reputation borrowing, and media exposure) and firm performance using a sample of Top-50 pure Internet firms.

TL;DR: In this paper, the broker and steward roles in a project-based organization are described and a transaction cost perspective of the governance mechanisms observed and the two roles is provided, and it is shown that the same governance mechanisms are adopted whether the project is managed in the market or the hierarchy.

TL;DR: Corporate entrepreneurship encompasses a set of activities, attitudes, and actions that are believed to help large companies regain some of the lost magic as mentioned in this paper, but very little is understood regarding its implementation within large company settings.

TL;DR: In this article, the authors use evidence from more than 200 organizations to demonstrate how companies which invest in alliance structures to co-ordinate alliance activity and systems to capture, codify, communicate and coach alliance-related know-how, definitely reap benefit in a number of ways.

TL;DR: In this article, the authors argue that most business activity by large firms takes place in regional blocks and that there is no uniform spread of American market capitalism nor are global markets becoming homogenized.

TL;DR: The authors report on the growing importance of competitive intelligence as a management practice in the majority of leading companies and identify five categories of attitudes towards competitive intelligence.

TL;DR: In this article, the authors used the case of telecommunications software company APiON to illustrate how the company developed and implemented a growth strategy that allowed it to realize a dramatic increase in s...

TL;DR: In this article, the effects of corporate culture on financial performance were examined using a regression analysis, and it was shown that there is a statistically significant relationship between culture and financial performance.

TL;DR: In this paper, the authors examine nearly 200 corporate strategies which promised innovation at the level of the business model, and which were successful, and distill ten essential "innovation themes" which provide basic elements for a fresh perspective on strategy.

TL;DR: In this article, a survey carried out on 160 large French and German firms highlights the main differences between the two countries' IT outsourcing practices and finds that German firms tend to outsource less critical activities than French ones and that IT outsourcing operations more frequently entail personnel transfers and layoffs in France than in Germany.

TL;DR: In this article, the authors present three European cases of b2b digital marketplaces to illustrate how competitive infomediation works, and provide a conceptual framework which aims to show how these new virtual infomediaries are affecting strategic company resources and reshaping the dynamics of competition.

TL;DR: In this article, the authors identify several challenges companies encounter as they attempt to promote entrepreneurship and discuss ways executives can creatively address them and how managing these challenges can encourage organizational learning of new skills, thereby giving companies new competencies that allow them to profit from expanding their international operations.

TL;DR: In this paper, the authors compare and identify differences in the ways by which SMEs and large firms have attempted to change their management practices in order to cope with the formidable challenges associated with competing in the EMU.

TL;DR: In this paper, the authors report the results of a recent large study of corporate centre transformation: a question which is often an early priority when a new chief executive takes office, and summarise their approach to corporate centre design which maximises value creation.

TL;DR: The first and qualitative section of a two-part strategy research project as discussed by the authors examines the state of the global telecommunications market and assesses the business factors and environmental variables such as country/regional economic profiles, political systems and regional alliances, that influence strategic directions of firms in the converging global telecom market.

TL;DR: In this article, the authors analyze phase two of the Internet revolution in which the best incumbent organizations are being recharged and revitalized by the Internet and digital technologies to emerge as leaders in the Internet economy.

TL;DR: In this paper, a turnaround stages framework was developed and tested against the case of IBM UK which experienced a now celebrated turnaround over the period 1988-1997, and the framework was found to be robust and stable.

TL;DR: In this paper, the authors examine the functions that brands perform, the consequent values they generate, and delineate the critical dimensions that need to be managed, and offer senior managers a series of integrative frameworks to facilitate thinking about and managing brands.

TL;DR: In this article, the authors argue that when international expansion decisions become ‘unaligned with business strategy, organizational structure, and managerial processes, corporations can lose sales and market share, incur increasing costs and inefficiencies, generate discontent among customers and suppliers, engender internal organizational conflict, and lose strategic direction.

TL;DR: In this paper, the similarities and differences in the design and functioning of top management teams across national borders were explored, and the characteristics of the top management team members were defined and aspects of their functioning were analyzed.

TL;DR: In this paper, the authors focus on the extent to which Dutch firms disclose their strategy in their annual reports (the narrative part) and find that Dutch companies narrowly pass the strategy-test.

TL;DR: In this paper, the authors consider e-Business as a threat or an opportunity for consumer brands and present a set of reflection tracks, ideas and tentative positions. But they do not consider the impact of e-commerce on the role of brands.

TL;DR: In this paper, the authors discuss the role of control systems in multibusiness companies and discuss three widely used control models: performance management, value-based management, and strategic management.

TL;DR: In an exploratory study of British and Swedish managers' perspectives on the process of signalling high commitment, half said they actively managed the promotion of commitment as discussed by the authors, which could be described as impression management strategies.