Facilitating knowledge management strategies through IT and HRM

In an increasingly competitive environment, where new business practices are regularly introduced, organizations have to be innovative to survive. In the present competitive climate, knowledge is considered as the main distinguishing factor of business success, and it is seen as the foundation of organization＇s innovation. The emergence of knowledge-intensive society has changed the nature of business competition. Hence knowledge needs to be appropriately managed. Knowledge Management （KM） focuses on managing different knowledge processes such as acquiring, creating, storing, sharing, transferring and applying implicit and explicit knowledge with objective of product and process innovation, performance development and sustainable competitive advantage. This paper tries to demonstrate KM lead to promotion of innovation and performance when it is correctly supported by human resource management （HRM） and information technology （IT）. The questions we will try to investigate in this paper are： How knowledge in organizations can be managed？ What is the connection between HRM, IT and effective implementation knowledge management strategies and how these relationships affect on organizational goals？ For this means, this study ftrst states the importance of knowledge, KM process and introduces two strategies for managing knowledge （exploitative and explorative strategy）. Next, it demonstrates each strategy requires to desired facilitator to support them in action. Finally, with presenting of model, this study concludes that each one of strategy can cover some KM process. Hence for the effective implementation of knowledge management process, organizations have to utilize both strategies.     

International Development Strategies of Luxury-goods Players in China

The aim of this paper is to study and analyse the intemationalisation strategies chosen by the main luxury-goods players in the Chinese market, demonstrating the business intemationalisation processes. The research questions are： ttow luxury companies have developed distribution strategies in the Chinese markets？ What are the main formats of distribution for the Chinese markets？ Are there any differences in the internationalization process between the main players of the luxury markets and the smaller ones？ The methodology is based on the analysis on multiple-case ~.nalysis on a sample of luxury-goods companies and identifies and compares the different strategies used by the players analysed. The research process starts from identifying and selecting the most well-known companies operating in the luxury branded sector, which have established a presence in the Chinese market with their own brand, collecting secondary data for the selected companies （website, corporate profile, articles on websites and in trade magazines and interviews with the management）, analysing the data collected and interpreting the main results to have emerged from the research. The main findings and conclusions are that the route to development in the Chinese market taken by the players in the luxury-goods sector, historically undertaken by delocalising production operations, has in recent years begun to accelerate with new forms in play, principally linked to distribution. The Chinese market tbr luxury brands is ever more an outlet market rather than a production hub. The ability to create brand awareness will become a key factor for successful consolidation of the competitive position in this market, an operation that can only be performed through distribution. Moreover, Chinese high-end consumers are becoming ever more demanding, seeking out an ever more sophisticated shopping experience. Just as happening in other markets, opening directly operated stores is a strategic choice for reaching and convincing end-consumers, sinc     

Strategic group theory： A customer-oriented view

Barney and Hoskisson （1990） argue that the strategic group research has neither established the existence of strategic groups, nor their relationship to firm performance. The primary reason behind the unsatisfactory results is the lack of a theoretical framework： what strategic variables to include in the analysis and their relative importance; the definition of an industry, and how to make competitive strategy operational. First, the author presents a customer-oriented theory of management which submits that, like Procter and Gamble, understanding customers should be the primary focus of a business. Second, the author proposes an integrated approach to competitive strategy. Because customer-perceived quality is far more critical to long-term success than any other factor, it should be the centerpiece of competitive strategy. The author suggests that competitive strategy should be divided in two interdependent dimensions： external and internal. It is the external strategy that should be considered the primary dimension because it reflects the customers＇ perspective, and provides a sense of direction regarding how the internal resources should be used. Next, the author presents an operational framework of competitive strategy which proposes that the best route to market share leadership in consumer markets is competing in the mid-price segment, offering superior quality compared to competition at a somewhat higher price： （1） to maintain an image of quality, and （2） to ensure that the strategy is profitable and sustainable. Finally, the author offers a framework of business or industry definition that extends Abell＇s （1980） three dimensions to seven. He suggests that an integrated approach to market segmentation provides the foundation for conducting strategic group analysis in consumer markets. So, in strategic group research, we need a bottom-up approach that begins with a product-market segment. In each product market, real competition occurs at the brand level. This is the ground where actual competitive wars are fought, and this is where the rich dynamics of competition often come to light.     

The Scenario of Lean Product Development in Brazilian Auto-industry

The purpose of this paper is to evaluate the impact of lean product development （LPD） in the Brazilian automotive sector. A mailed-questionnaire survey was used to examine 23 questions about LPD principles and practices. The target population for the study was Brazil＇s largest product development and design companies. The study identified that although the automobile sector is seen as a reference in the adoption of lean practices, there is still potential for improvement by establishing partnership relations with suppliers, and with those on the other points of the chain by identifying what provides value to clients. Set-based concurrent engineering is also a practice that needs to be better developed, as well as the value stream mapping tool to identify waste and activities that add value to the product development process. There has been no previous study of this nature in Brazil that characterizes the sector and highlights its importance in relation to the global scene, providing incentives to international investors. The value of the work is in the results that allow diagnosing the lean development practices that are most used in the automotive sector. Moreover, the survey questions can be applied in other economic sectors and at companies of other sizes. The study contributed to providing a systematic view of the product development process from the perspective of people, processes, and technology, and assists companies and academics manage change.     

Management of risks posed by human resource outsourcing

In a competitive environment where human capital plays a fundamental and often decisive role in business profitability and survival, human resources outsourcing （HRO） has become a common practice. By means of HRO, companies not only gain the benefit by a more focused business approach, but insure the flexible availability of professional services where it is needed most at an affordable price. However, HRO requires thoughtful preparation and monitoring to be fully beneficial. The benefits and risks posed by HRO are explored, and some strategies to avoid the risks are proposed at last.     

An Intermediary Organization Finds Potential Needs By Exploiting Serendipity

This paper intends to clarify the needs serendipity in creating new business. The authors will show that serendipity is capability method of finding potential needs and/or new markets. In economic society, potential needs and/or new markets are only partially exposed, such as an iceberg. Serendipity is a capability that can expose the potential hidden part through accidental opportunity. Something more concrete can be formed from the exposed parts. The authors describe cases that demonstrate the usefulness of serendipity. In one case, a high-tech start-up had intended to use medical electronic equipment and/or industrial electronic equipment as the first application of their core technology. In these markets, they were competing with established major companies, so this start-up had difficulty entering these markets. However, a specific distributor found potential needs that were met by the start-up＇s products, and has created a new market by combining their core technology with social needs. The authors define serendipity capability by analyzing this case example and argue that serendipity can contribute to finding opportunities and solving social issues.     

Implementing a model for identifying organizational complications for the purpose of increasing productivity in hydropower plant

The present economical conditions on today＇s world require specific point of view and policy making in business agencies. In this competitive world to achieve competence, competitive advantages in order to better governance, organizations have to increase their competitive powers through promotion and productivity. One of the fundamental approaches to elevate the productivity level is finding the complications and obstacles, and arise planning to remove them. In order to understand organizational complication, we have tried to take critical factors of success and continue improvement into consideration to demonstrate a model to find the main and radical problems and complications and recognize the recoverable areas in the business agencies. In order to verify and validate the performed research, he planned model has been accomplished in the Hydropower Plant Department, positive and acceptable results were obtained and organizations total factor productivity improvement was achieved which was appreciated by the organization.     

Model Analysis of the Relationship Between Strategic Organization Knowledge and the Use of Information Systems in Firm Performance in Brazil

Information Technology （IT） consolidates as an essential element to support the business strategies to survive and rapidly adapts to changes in the competitive environment. This paper examines the impact of the use of information systems （IS） and strategic organization knowledge （SOK） on firm performance in 150 Brazilian companies. The study uses partial least squares structural equation modeling （PLS-SEM） and establishes models to express the relationship among the constructs examined. The study identifies that the direct influence of 1S use on performance is moderately significant. However, when mediated by orientation strategy, the total effect of IS use on firm performance is demonstrated to be highly significant. The model explains 54% of the variability of firm performance and confirms IS use as a fundamental resource to support strategic business processes.     

Management of Foreign Market Entry： A Study of Czech Companies

Internationalization of company activities is the necessity of the development for majority of entrepreneurial subjects in the Czech Republic. Internationalization of entrepreneurial activities becomes a tool of business competitiveness. Selecting the right foreign entry mode is an important decision, which demands a lot of resources and thorough planning. The factors influencing company＇s choice of entry mode are divided into two main groups subsuming--external and internal factors. External factors consist of determinants regarding the company＇s environment while the intemal ones are determined by the company＇s specific factors. The opening of new markets such as in the Czech Republic has created the potential for small and medium-size enterprise （SME） expansion and investment. The objective of this paper is to present an application of the entry modes of the selected Czech entrepreneurial subjects. The companies included in the study are those that have undertaken internationalization activities and are incorporated in the Czech Republic. There were a total of 297 enterprises that participated in the research. The research method was an oral questioning and the main instrument was a questionnaire. A relatively low degree of Czech companies that have undergone intemationalization has resulted in the dominance of the least advanced forms of internationalization expansion, mainly exports with a small share of more advanced forms of foreign direct investments and a very low level of forms of international cooperation. Czech companies are in decision about the choosing the foreign entry mode influenced by the many factors. The greatest influence on the choice of foreign entry mode has entry mode variables. Entry mode variables constitute variables assessment characteristics of particular entry mode.     

Board Independence and Internal Committees in the BRICs

To be successful in global markets, companies from the emerging countries need the approval of foreign investors and other stakeholders. In this regard, Brazil, Russia, India, and China （BRIC） have progressively strengthened their corporate governance rules to help their companies overcome the competitors from the old industrialized countries. Directors＇ non-executive qualification, independence, and professional expertise represent basic requirements for effective corporate governance, so they should be carefully considered to guarantee a proper board composition and an adequate establishment of internal committees in listed companies. The paper intends to compare the legislative and regulatory frameworks adopted by the four countries; then it aims at answering to the following research questions by means of an empirical investigation： Have BRIC companies appointed non-executive and independent board members？ What do BRIC companies do in order to assure an effective participation of non-executive and independent board members to corporate governance activities？ Have BRIC companies established internal committees？ The research examines the appointment of non-executive directors and independent directors to the boards of 100 BRIC leading firms, as well as their involvement in internal committees focused on matters requiring motivated and impartial opinions. Although the laws and recommendations seem to favor a general convergence of corporate governance principles among the four BRIC and towards the international best practices, some differences and peculiarities emerge from a firm-level perspective. Indeed, the Indian and the Chinese companies analyzed appear more inclined than the Brazilian and the Russian ones to reassure their international stakeholders about board independence and effective committees.     

New ideas on China＇s Foreign Trade Development Strategy

China has been a leader in export strategy since the reform and opening-up for trade. This has played a positive role in economic development, however, since stepping into a large country economy, entering the.WTO and the current development of economic globalization at a rapid rate, the leading export strategy has already been very difficult to adapt to the daily challenges in export because of the constant changes in domestic and international economic environment. In view of this, China should turn its strategy into one of dynamic comparative advantages with a global competitive strategy, in conformity with big country＇s economy in the economic background of globalization.     

Management Modes of Employment Relationship under a Changing and Reforming Circumstance in China： a Competitive Advantage Perspective

Since the 1990s, organizational environments in China have taken an unprecedented, unrelenting and largely unpredictable change, competitive advantage has increasingly depended on core employees, conventional and rigid employment modes have been confronted with a serious challenge. In contrast to pervious work in employment relationship, this paper explores how to achieve and maintain sustainable competitive advantage through differential management of employees in a business climate characterized by increasingly fierce competition and diverse human resources. On the assumption that human capital is idiosyncratic and according to a two dimensional matrix of strategic value and firm-specificity of human capital, the paper establishes a binary matrix model and develops a classification of four types of workers： firm-specific core employees, generic key employees, generic ancillary employees, and idiosyncratic allied employees. Each is viewed as playing a different strategic role in organization and should be developed and supported by different employment modes： commitment management based on skill, productivity management based on job, compliance management based on short-term contact, and collaboration management based on alliance, in order to facilitate employment relationship management in congruence with other HR practices and enterprise strategy for winning sustainable competitive advantage.     

Defining the Entrepreneurial Capital Construct

The purpose of this paper is to show preliminary results from an international research project on intellectual capital and value creation led by Lappeenranta University of Technology （Finland）. In the case of this paper, results from Italy will be reported and specifically. The Italian analysis focuses on the entrepreneurial capital （EC） and it analyses how large Italian companies develop and enhance this intangible element. The main research question is： What is the current level of EC in Italian organizations and how does it affect value creation.＇？ To this end, the research addressed the different definitions of EC that literature offers. As a secondary step, this paper analysed the variables suggested by previous literature and proposed an original definition for the research project. The definition is that EC is a stock of competences and the personnels＇ attributes related to proactive, risky, and aggressive decision-making and behaviour. This research provides researchers and managers with unique insights into the evolutionary nature of the relationships between distinct 1C variables and draws a picture on the state of art of corporate EC in the selected sample. This research highlights and improves companies＇ abilities to manage their EC. Furthermore, this research will set the agenda for improving the EC practices of Italian companies and will allow future comparison with firms from other countries that are participating in the same project identifying different pathways to success.     

Competitiveness of Egyptian cotton exports in the international market

Cotton plays a vital role in the Egyptian economy by meeting domestic and export demands,contributing significantly to agriculture,industry,export earnings,and providing a cash income to roughly one million small farmers.This paper examines the competitiveness of Egyptian cotton exports（ECE） in the international market during the period 1990-2006.It mainly aims at investigating the trends in cotton exports over the studied period,analyzing the competitive position of Egyptian cotton by employing several economic and trade indices,and identifying the key factors that influence Egypt＇s cotton exports to the world.The results revealed that the total quantity of ECE has fallen from 196.8 thousand tons in 2003 to 87.2 thousand tons in 2006.It also shows a high degree of geographic concentration of ECE,into India,Italy,the Republic of Korea,and Japan.Together,these markets imported about 50%of ECE during 1990-2006.The competitive advantage of Egyptian cotton would appear dependent on quality not price.Japan,the Republic of Korea and Italy presented the most stable markets for ECE.Linear regression analysis suggests that a one percent increase in the Egypt-to-USA export price ratio leads to a decrease in ECE by about 27.8 thousand tons.Such analysis has also shown a positive and significant effect of the World Trade Organization on ECE.     

The 2007-2009 Financial Crisis on Emerging Markets： Quantitative Identification of Crisis in Continent-based Regions

This paper focuses on a direct quantitative identification of crisis periods in selected emerging stock markets from four continent-based regions of Europe, Latin America, East Asia, and Middle East and North Africa （MENA）, in the context of an influence of the 2007 U.S. subprime financial crisis. The 17 emerging stock markets and, for comparison, the U.S. stock market are investigated. A statistical method of dividing market states into bullish and bearish markets, based on monthly logarithmic returns of major stock market indexes, is employed. The analyzed sample period begins in January 2003 and ends in December 2013. As there is no unanimity in the literature about the crisis periods in the continent-based regions, a formal statistical identification of crises is worthwhile to conduct. Furthermore, the effect of increasing cross-market correlations in the crisis compared to the pre-crisis period in the context of contagion is examining. To address this issue, both standard contemporaneous cross-correlations and volatility-adjusted cross-correlations are applied. The results are consistent with the literature and confn＇m that tests for contagion based on cross-market correlations are problematic due to the bias introduced by changing volatility in market returns. As contagion can be confused with globalization, the globalization tests in the group of international investigated markets are employed. The results generally do not confirm a global world market integration effect, i.e. there is no reason to reject the research hypothesis of no globalization during the 2007-2009 financial crisis.     

Eco-transformation of steel industry in China: from the perspective of industrial ecology and circular economy

Recently the behavior of human has resulted in the deterioration of global ecological environment, and global warming and environmental pollution have caused the occurrence of extreme events frequently If we repeat the reckless environmental overkill, civilization will enter a victous circle of decline and lose even the strength and vitality to live in harmony with the environment. At Present, China is in a speciat period of rapid economic develop- ment. Some enterprises focus on short-term profits and don＇t formulate long-term strategies. For example, with the rapid expansion of the steel industry, some serious problems have emerged. Based on principles of industrial ecology and the concept of circular economy, to develop a new development model, taking a new road to industrialization is very necessary. Re-examining the current steel enterprises, this＇ paper proposes the new methods of the integration of material, energy integration, water system integration and sharing of information and facilities. Through ecologi- calization of technology, system, and industrial structure and product structure adjustment, the eco-transformation of the modern steel industry will be gradually achieved in China     

The Redesign of the Business Model Based on the Structural Perspective

At present, whether internally or abroad, whether in the theory or business, there is a lack of a unified understanding about the basic concepts of structural system and theoretical category of enterprise business model, and its theoretical analysis framework has not been built up, it is the exploratory phase of the model research in the mass. This study aims to analyze the formation mechanism, action mechanism, and evolution mechanism about the business model from the perspective of structure, and designs the enterprise business model architecture and forms a system, besides, explores approaches and strategies about enterprise carrying out business model innovation, and does beneficial bedding in order to use and improve the theoretical system in the process of the enterprise management practice. The significance of this study is to provide analytical methods and tools for the business model questions in the enterprise management practice. This paper firstly defined the connotation of enterprise business model and summarized the seven characteristics of the corporate business model. On the basis of outlining the enterprise business model design theory, the structural design of the corporate business model is mainly discussed. This paper designed the structure of the business model on modular perspective, proposed four constituent units and nine elements of enterprise business model structure system. Through the design of the enterprise business model structure and analysis of the elements that constitute structure, provide the basis for the transformation of innovative enterprise business model, or both enterprise business models, avoid the lack of elements of the enterprise business model structure and lead to business failure. Finally, the paper concludes with the five core strategies for the implementation of the enterprise business model design.     

A critique of Porter＇s cost leadership and differentiation strategies

Porter identifies high market share with cost leadership, citing GM as a successful practitioner of this strategy. However, GM became a market share leader in the American automobile industry due to a strategy of market segmentation, differentiation and a broad scope shaped during the 1920s. Porter argues that cost leadership and differentiation offer an equally viable path to competitive success. Nevertheless, a differentiation strategy based on superior quality compared to competition is more profitable than cost leadership strategy. It can lead a business to become a market share leader, and consequently even a low-cost leader. Research indicates that differentiation and cost leadership can co-exist. However, Porter insists that each generic strategy requires a different culture and a totally different philosophy. The problem is that Porter＇s generic strategies are too broad. It is not his logic that is flawed, but his basic premise that prescribes cost leadership strategy as the only route to market share leadership, and presents a narrow view of differentiation with a unique product--sold at a premium price--on the one hand, and a ＂standard, or no-frills＂ product on the other. Mintzburg （1988） says Porter＇s cost leadership strategy should be called ＂price differentiation＂： a strategy that is based on a lower price than that of the competition. He suggests that business strategy has two dimensions： differentiation and scope. Thus, setting scope aside, competitive strategy has only one component： differentiation. So, the key question is not whether to differentiate, but how？ First, make customer-perceived quality as the foundation of competitive strategy because it is far more critical to long-term success than any other factor. Second, serve the middle class by competing in the mid-price segment, offering better quality than the competition at a somewhat higher price. It is this path that can lead to market share leadership--a strategy that can be both profitable--and sustainable.     

The possibilities of entering new markets for Romanian companies from wood manufacturing industries

Romania has the potential of resources, labor and real capacity to adapt to the gait of a global economic competition. But it required a long term policy and environment which could support this potential value. If not, we will risk turning into a consumer economy, consumption will not be funded on internal production and become supplier of labor services for peripheral. In the context of economic crisis, Romanian furniture retains its significant competitive advantages, including the price in export markets. The most important markets for exporters of furniture from Romania are Ukraine and Russia, markets with great potential, but affected by problems such as devaluing local currencies, and recently, imposing new duties.     

Italian Banking Sector and Value Creation

The finn value is the fundamental topic of corporate finance. The value creation is the aim of economic initiatives, strategies, corporate policies, and all business activities, including banking. It depends, among other things, on size, legal form, and business model. Therefore, this paper wants to demonstrate and explain the differences about the value created in the Italian banking sector, where there is much diversity regarding size, legal form, and business model. This paper estimated and compared the value of Italian listed companies from 2010 to 2012 and found the result： Banks create more value if they are big and operate in investment banking. Furthermore, it proved that legal form hasn＇t influenced performance and value of banks.