共查询到20条相似文献,搜索用时 15 毫秒
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Carlos F. Gomes Mahmoud M. Yasin João V. Lisboa Michael H. Small 《The Service Industries Journal》2013,33(12):974-998
This cross-sectional study of Portuguese service organizations seeks to determine the level of alignment of competitive methods with strategy typologies covered in the business literature. Surveyed firms were asked to indicate their level of utilization of several competitive methods. The results of factor analysis of the survey data indicate that 30 of the 33 competitive methods covered in this study represent seven underlying strategy dimensions. Further analysis revealed that there is some congruence between the derived strategy dimensions and established strategy typologies in the literature. Cluster analysis revealed that each of the responding firms could be classified into one of four hybrid or mixed strategy orientations. However, differences in strategy orientation were not statistically significant in explaining differences in the financial performance of these organizations. These findings are discussed in the light of their implications for strategy development, strategy choices and performance evaluation in the Portuguese service sector. 相似文献
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《Business Horizons》1987,30(3):46-52
According to John A. Young, CEO of Hewlett-Packard, “In today's competitive environment, ignoring the quality issue is tantamount to corporate suicide.”Product quality is a powerful ingredient in a successful competitive strategy. Quality can increase productivity and profitability by lowering costs and increasing sales. 相似文献
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进行节目营销,是当下在纷繁众多的电视频道中占有一席之地并获得收视长虹的必由之路。本文从营销内涵的基本理念入手,探究如何实现节目营销。 相似文献
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Competitive business strategies are often formulated with little regard given to the articulation format. This paper examines the strategy formulation process from a systems perspective and argues that articulation of a competitive strategy, such that sustained competitive advantage is created, requires consistency along the entire business chain. Internal consistency within the business chain is built through inter‐linkages. The inter‐linkages are made through four inter‐connective elements: human resources, technological resources, information resources and financial resources. It is argued in this paper that the human factor is of major importance since it integrates the other inter‐connective elements and therefore represents a key factor in the process of articulation and implementation. In view of the critical role of the human element in articulation of business strategy for competitive advantage, the paper develops a human‐factor related contingency framework. The developed contingency framework examines Porter's (1980, 1985) generic strategies with respect to congruent requisites necessary for building competitive advantage. 相似文献
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沟通是人与人之间互相传递信息的过程,可以满足彼此信息的需要。良好的沟通能够有效提高工作水平并改善工作质量,能够使团队合作更加融洽。当然,在内部审计工作中,沟通的重要性和必要性也毋庸置疑。沟通在工作中可以起到枢纽的作用,将彼此的想法不断融合、不断进步。本文主要分析了在内部审计工作中沟通的重要性、沟通存在的问题以及相关问题的解决策略,以供日后研究内部审计沟通问题时参考。 相似文献
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《Business Horizons》2021,64(5):697-709
This conceptual article explores how mindfulness can be successfully integrated in the strategy tool kit of organizations. The likely global reconstruction in the aftermath of COVID-19 can be effective if organizations reexamine their existing philosophies and business practices. Against this backdrop, mindfulness is a time-tested practice that has the potential to transcend all functions in a company’s value chain and to create a sustainable competitive advantage. This article uses a strategy lens to examine mindfulness in organizations, which has implications for researchers and practitioners. First, I discuss the theoretical frameworks of mindfulness, the performance improvements that individuals can expect from consistent practice, and how these improvements translate to organization-level performance. Next, I summarize the methods and tools for workplace application and the steps for implementing mindfulness strategies in organizations. Finally, I describe implementation challenges and offer assessment tools for mindfulness. 相似文献
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This study investigates the types of international competitive strategies (ICS) followed by Chinese and Indian firms. Using firm-level primary data, the contribution analyses the factors that affect ICS choices and whether these factors differ between the two countries. It argues that firms' resources and capabilities influence firms' propensity to choose a specific ICS and that the strategies differ in relation to firms' location, sector and destination market as well. 相似文献