Showing papers on "Competitive advantage published in 1984"

Restoring Our Competitive Edge: Competing Through Manufacturing

Abstract: The New Competitive Challenge for Manufacturing. The Concept of Manufacturing Strategy. Long-term Capacity Strategies. Facilities Strategy. Implementing Facilities Planning Processes. The Technology of Manufacturing Processes. Matching Process Technology with Product/Market Requirements. The Experience Curve--A Framework for Manufacturing Performance Improvement. Vertical Integration and Sourcing. Managing Changes in Manufacturing's Technology and Structure. German Approaches to Manufacturing Management. Japanese Approaches to Manufacturing Management. Learning from Your World-class Competitors. Building Manufacturing's Competitive Potential. Index.

Manufacturing strategy: Defining the missing link

Abstract: Summary The primary objective of strategy is to develop and support a lasting competitive advantage. In manufacturing industries, substantial focus has been given during the early eighties to the importance of the manufacturing function's contribution to overall corporate success, and yet the apparent lack of attention (historically) to achieving that potential contribution. In this article, characteristics of competitive advantage in manufacturing firms are described, a general framework for relating such advantage to corporate, business and functional levels of strategy is given, and an approach for pursuing that potential is outlined.

Gaining competitive advantage through human resource management practices

Abstract: Critical to a corporation's growth and prosperity is gaining and retaining competitive advantage. Although corporations may pursue many paths to this end, one that is frequently not recognized is capitalizing on superior human resource management. Currently, many companies recognize the growing importance of their human resources, but few are conceptualizing them in strategic terms—in ways to gain a competitive advantage. As a result, many companies forego the opportunity to seize competitive advantage through human resource practice initiatives. However, there are a few companies that do not forego the opportunity. We use them as examples to show how to systematically develop such advantages via a “target/thrust matrix.” The end results of this matrix have significant implications for both corporate strategy and personnel and human resource management.

Design: a powerful but neglected strategic tool

Abstract: Design is a potent strategic tool that companies can use to gain a sustainable competitive advantage. Yet most companies neglect design as a strategy tool. What they don't realize is that good design can enhance products, environment, communications, and corporate identity.

Developing Business Strategies

Abstract: PART I: INTRODUCTION AND OVERVIEW. 1. Business Strategy: The Concept and Trends in Its Management. 2. Strategic Market Management: An Overview. PART II: STRATEGIC ANALYSIS. 3. External and Customer Analysis. 4. Competitor Analysis. 5. Market Analysis. 6. Environmental Analysis and Strategic Uncertainty. 7. Internal Analysis. PART III: ALTERNATIVE BUSINESS STRATEGIES. 8. Obtaining a Sustainable Competitive Advantage. 9. Differentiation Strategies. 10. Cost, Focus, and the Preemptive Move. 11. Strategic Positioning. 12. Growth Strategies: Penetration, Product-Market Expansion, Vertical Integration, and the Big Idea. 13. Diversification. 14. Strategies in Declining and Hostile Markets. 15. Global Strategies. PART IV: IMPLEMENTATION. 16. Implementation. Appendix: Planning Forms. Index.

Management for Productivity

Abstract: Partial table of contents: Managers, Diversity, and a Changing Environment International Management and the Global Economy FOUNDATIONS OF MANAGEMENT Historical Views on Management Managerial Decision Making and Problem Solving PLANNING FOR PRODUCTIVITY Fundamentals of Planning Strategic Planning and Strategic Management ORGANIZING FOR PRODUCTIVITY Organizational Culture and Design Job Designs for Individuals and Work Teams LEADING FOR PRODUCTIVITY Leading Through Motivation Leading Through Communication Leading Through Teamwork and Group Dynamics CONTROLLING FOR PRODUCTIVITY Fundamentals of Controlling Information Technology and Control PRODUCTIVITY IN THE DYNAMIC ENVIRONMENT Entrepreneurship, Innovation, and Organizational Change Workplace 2000: Managing for Quality and Competitive Advantage Supplementary Modules.

Testing Competitive Market Structures

Abstract: An accurate understanding of the structure of competition is important in the formulation of many marketing strategies. For example, in new product launch, product reformulation, or positioning decisions, the strategist wants to know which of his competitors will be most affected and hence most likely to respond. Many marketing science models have been proposed to identify market structure. In this paper we examine the managerial problem and propose a criterion by which to judge an identified market structure. Basically, our criterion is a quantification of the intuitive managerial criterion that a “submarket” is a useful conceptualization if it identifies which products are most likely to be affected by “our” marketing strategies. We formalize this criterion within the structure of classical hypothesis testing so that a marketing scientist can use statistical statements to evaluate a market structure identified by: 1 behavioral hypotheses, 2 managerial intuition, or 3 market structure identification algorithms. Mathematically, our criterion is based on probabilities of switching to products in the situation where an individual's most preferred product is not available. 'Submarkets' are said to exist when consumers are statistically more likely to buy again in that 'submarket' than would be predicted based on an aggregate “constant ratio” model. For example, product attributes e.g., brand, form, size, use situations e.g., coffee in the morning versus coffee at dinner, and user characteristics e.g., heavy versus light users are specified as hypotheses for testing alternate competitive structures. Measurement and estimation procedures are described and a convergent approach is illustrated. An application of the methodology to the coffee market is presented and managerial implications of six other applications are described briefly.

Korea's Competitive Edge: Managing the Entry into World Markets

Abstract: Korea's remarkable export growth is the envy of much of the developing world. The purpose of this book is to broaden the discussion of Korea's competitive edge by developing the two foregoing themes: the first has to do with the intricacies and inner workings of the main institutions for export promotion in Korea; and the second with the selectivity possible in acquiring technology and marketing products over seas. The book: (a) describes the system of export incentives; (b) examines the way exporters regard two key institutions of the Korean incentive system - the export targets and monthly trade promotion meetings - and we spell out some of the contribution of those institutions to informational efficiency and to the effectiveness of the entire system of export promotion; (c) examines the way of acquiring technology that Korean exporters regard as important for their main products and processes - and what is involved in mastering new technology; (d) examines who does what in marketing Korean exports; and (e) explains the probable causes of Korea's setbacks in the late 1970s, speculate about some of the challenges Korean exporters face in the 1980s, and detail some of the lessons of Korea's experience for other developing countries.

Generic competitive strategies—An analytical approach

Abstract: Summary The concept of generic strategies for gaining competitive advantage has received considerable attention recently in the business policy field. Two generic strategies usually mentioned are low cost position and highly differentiated position. This paper uses a game-theoretic model of oligopolistic competition to provide analytical support for these generic strategies, and, in places, to refine the conclusions drawn from previous research in this field. Another conclusion derived from the model is that a superior cost or differentiation position leads to a larger market share, which in turn leads to higher profitability.

Creating competitive weapons from information systems.

Abstract: As the pace of competition intensifies in the 1980s, information systems will emerge as critical new weapons in the battle to gain an advantage over competitors The authors show how a business can use modern information technologies to create a competitive edge by adding value to present products and services

Competitive Strategy Under Uncertainty.

Abstract: Competitive strategy under uncertainty involves a trade-off between acting early and acting later after the uncertainty is resolved, and another trade-off between focusing resources on one scenario...

The M-Form Society: How American Teamwork Can Recapture the Competitive Edge

Abstract: Argues that the United States can greatly move ahead by eliminating our addiction to adversarial competition and by emphasizing the teamwork necessary to create an M Form society, like Japan.

Strategy, Management, and Strategic Planning Approaches

Abstract: During the past decade strategic management has been largely dominated by portfolio analysis, experience curves, market share and competitive strategy concepts. While these appear useful in a range of situations, many organizations question their blind adoption and see shortcomings in such an approach. The strengths and weaknesses of such an analytical approach to strategy are explored and contrasted with an incremental value-based approach using Texas Instruments and Hewlett-Packard as examples.

How To Select A Business Strategy

Abstract: Forecasting the profit stream and risks associated with a business strategy can be difficult. It is thus useful to assess the appropriateness of various business strategies more indirectly by considering whether they are responsive to the external environment, involove a sustainable competitive advantage, relate appropriately to other firm strategies, provide adequate flexibility, are consistent with the business mission and long-term objectives, and are organizationally feasible.

Competitive edge : the semiconductor industry in the U.S. and Japan

Abstract: 1. Introduction 2. Background 3. Technological resources 4. Political context 5. Finance 6. Conclusions Appendixes Glossary of abbreviations and technical terms Notes Index.

The Impact of Hierarchical and Egalitarian Organization Structure on Group Decision Making and Attitudes

Abstract: This article reports a simulation experiment which compared the decisions made by hierarchically organized groups with decisions made by egalitarian groups. The criterion for evaluating decision quality was return On investment. Overall the return on investment for hierarchically organized groups was significantly less than that of egalitarian groups. However, when sacrifices by individual group members gave a competitive advantage, hierarchically organized groups had a significantly higher return than egalitarian groups. The experiment also found that the hierarchically organized groups spent more time and effort making decisions but enjoyed the task less. The experiment used 64 groups of senior level business students that were organized into 11 computing industries.

Surprise and the competitive advantage

Abstract: To compete in the new global environment, companies must constantly map the terrain in which they operate, alert for signs of change. Managers must move beyond the narrow concepts of segmentation and begin to think in terms of strategic arenas in order to be successful.

Readings in strategic management

Abstract: Part I: The General Manager and Strategy 1. Building Your Company's Vision (Harvard Business Review, Sep/Oct 1996) by James C. Collins and Jerry I. Porras 2. Creating a Corporate Vision (Re-use: Long Range Planning, 25, no. 6, 1992) by M.S. S. El-Namaki 3. One More Time: What Business Are You In? (Long Range Planning, 28, No. 2. 1995) by Ron McTavish 4. Strategy As Revolution (Harvard Business Review, July/Aug 1996) by Gary Hamel 5. Sun Tzu and Machiavelli on Strategy (Journal of Business Strategy, 16, no. 1, 1995) by Bernard Boar 6. Strategic Dissonance (California Management Review, 38, no. 2, 1996) by Robert A. Burgelman and Andrew S. Grove PART 2: Business Strategy Formulation 1. What Is Strategy? (Harvard Business Review, Nov/Dec 1996) by Michael E. Porter 2. Using Core Capabilities to Create Competitive Advantage (Organizational Dynamics, Summer 1995) by Carl Long and Mary Vickers-Koch 3. Competing on Resources: Strategy in the 1990s (Harvard Business Review, July/Aug 1995) by David J. Collis and Cynthia A. Montgomery 4. Looking Inside for Competitive Advantage (Academy of Management Executive, 9, no. 4, 1995) by Jay B. Barney 5. Transforming Technological Pioneering into Competitive Advantage (Academy of Management Executive, 9, No. 1, 1995) by Shaker A. Zahara, Sarah Nash, and Deborah J. Bickford 6. Choosing an Innovation Strategy: Theory and Practice (Business Horizons, 37, no. 6, 1994) by Joseph T. Gilbert 7. Sleeping with the Enemy: Doing Business with a Competitor (Business Horizons, 37, no. 5, 1994) by Barbara A. Carlin, Michael J. Dowling, William D. Roering, John Wyman, John Kalinoglou, and Greg Clyburn 8. Coping with Hypercompetition: Utilizing the New 7S's Framework (Academy of Management Executive, Vol. 9, No. 3, 1995) by Richard A. D'Aveni 9. Developing Global Strategies for Service Businesses (California Management Review, 38, no. 2, 1996) by Christopher H. Lovelock and George S. Yip 10. Mining for Niches (Re-use: Business Horizons, May/June 1992) by Robert E. Linneman and John L. Stanton, Jr. 11. When and When Not to Vertically Integrate (Re-use: Sloan Management Review, Spring 1993, pp. 71-83) by John Stuckey and David White PART 3: Strategic Analysis in Diversified Companies and Strategic Alliances 1. Why Diversify? Four Decades of Management Thinking (Re-use: Academy of Management Executive, 7, no. 3, 1993) by Michael Gould and Kathleen Luchs 2. Success in Diversification: Building on Core Competencies (Re-use: Long Range Planning, 26, no. 5, 1993) by Philippe Very 3. Collaborating Across Lines of Business For Competitive Advantage (Academy of Management Executive, 10, no. 2, 1996) by Jeanne M. Liedtka 4. Strategic Collaboration: Breaching the Castle Walls (Business Horizons, 39, no. 2, 1996) by Richard J. Schonberger 5. Strategic Alliances and Joint Ventures: Making Them Work (Business Horizons, 37, no. 4, 1994) by Bruce A. Walters, Steve Peters, and Gregory G. Dess PART 4: Managing Strategy Implementation 1. Great Strategy or Great Strategy Implementation--Two Ways of Competing in Global Markets (Re-use: Sloan Management Review, Winter 1993, pp. 366-50) by William G. Egelhoff 2. The Horizontal Corporation (Re-use: Business Week, December 20, 1993, 00. 76-81) by John a. Byrne, Journalist 3. Rethinking Organizational Design (Academy of Management Executive, 8, no. 4, 1994) by Robert W. Keidel 4. Ten Commandments for CEOs Seeking Organizational Change (Business Horizons, 37, no.1) by James H. Reynierse 5. Business Process Reengineering: Improving in New Strategic Directions (California Management Review, Summer 1994) by J. Robb Dixon, Peter Arnold, Janelle Heineke, Jay S. Kim, Paul Mulligan 6. Strategic Outsourcing (Sloan Management Review/Summer 1994) by James Brian Quinn and Frederick G. Hilmer 7. Benchmarking: The Japanese Experience (Long Range Planning, 27, no. 4) by Yoshinobu Ohinata 8. TQM's Challenge to Management Theory and Practice (Re-use: Sloan Management Review/Winter 1994) by Robert M. Grant, Rami Shani and R. Krishnan 9. Quality Lessons from America's Baldridge Winners (Business Horizons, 37, no. 4, 1994) by Richard M. Hodgetts 10. The Strategic Power of Internal Service Excellence (Business Horizons, 39, no. 4, 1996) by Richard D. Hays 11. Strategic Control Through Core Competencies (Long Range Planning, 28, no. 2) by David C. Band and Gerald Scanlan 12. Producing Sustainable Competitive Advantage Through the Effective Management of People (Academy of Management Executive, 9, no. 1, 1995) by Jeffrey Pfeffer 13. Brain Power: Who Owns It...How They Profit From It (Fortune, March 17, 1997) by Thomas A. Stewart 14. On the Folly of Rewarding A While Hoping for B (Academy of Management Executive, 9, no. 1, 1995) by Steven Kerr 15. Creating the Climate and Culture of Success (Organizational Dynamics, Summer 1994) by Benjamin Schneider, Sarah K. Gunnarson and Kathryn Niles-Jolly 16. Culture, Leadership, and Power: The Keys to Organizational Change (Business Horizons, 37, no. 1, 1994) by Ronald W. Clement 17. The Leadership Mystique (Academy of Management Executive, 8, no. 3, 1994) by Manfred F. R. Kets de Vries PART 5: Business Ethics and Social Responsibility 1. Business Ethics: A View From The Trenches (California Management Review, 37, no. 2, 1995) by Joseph L. Badaracco, Jr. and Allen P. Webb 2. The Strategic Power of Corporate Values (Long Range Planning, 27, no. 6, 1994) by John Humble, David Jackson and Alan Thomson 3. Corporate Ethics Statements: Current Status and Future Prospects (Journal of Business Ethics, 14: 727-740, 1995) by Patrick E. Murphy 4. Ethics: Are Standards Lower Overseas? (Re-use: Across the Board, September 1991, pp. 31-34) by Andrew W. Singer

Industry—university research programs

Abstract: Cooperative research ventures between industrial sponsors and universities are attracting increasing attention, not only because they offer benefits for both parties, but also because they promise to improve technology transfer for the nation as a whole. Yet there are risks inherent in such arrangements, as much recent press coverage suggests. This press attention reflects a concern that the needs of industrial sponsors for proprietary secrecy and other competitive advantages may undermine academic traditions of open scientific exchange. I shall examine these issues in the light of our experience with joint programs at MIT. I am not presenting MIT as a paradigm for success in this area, but we have had, perhaps, more experience with these arrangements than any other campus (see table, page 27); also, these are the arrangements with which I am most familiar. Our experiences at MIT have led me to conclude that the incentives for both parties must, from the outset, be clarified and assessed, for they are key...

Management's Role in Planning the Automated Factory

Abstract: The potential for competitive advantage from an automated factory is of concern to all business managers. A description is given as to how one may go about planning for factory automation. Starting with the business objectives, it leads through development of a supporting manufacturing strategy, and on to preparation of an automation strategy.

Gaining the competitive edge.

Abstract: Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Business model innovation can help international firms struggling to make an impact within emerging markets. By tailoring their models to meet the unique demands of each specific markets, such organizations should be better placed to improve performance and secure a competitive edge. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Technology utilization — The new corporate challenge

Abstract: Technology transfer and utilization is a process that has a profound impact on the survival of the firm, particularly in today's high technology market where technological changes are rapid and often dramatic. The market place both locally and internationally is replete with business failures resulting from the inability of firms to maintain a competitive edge in technology utilization and/or transfer. We contend that many such failures could be avoided by establishment of in-house programs developed specifically to address the utilization and transfer of technologies associated with the firm. This paper proposes a general methodology to identify and establish such an in-house program regardless of the technology area of interest. Once implemented such program can be used as engines of technological innovation by working in an active versus reactivemode.