Managing green brand equity: the perspective of perceived risk theory

This paper applies perceived risk theory to explore the relationships among green perceived quality, green brand awareness, green perceived risk, and green brand equity. The research object of this study focuses on Taiwanese consumers who have the purchase experience of information and electronics products in Taiwan. The empirical results show that green perceived quality and green brand awareness would positively affect green brand equity. Furthermore, this study demonstrates that green perceived risk which is negatively influenced by green perceived quality and green brand awareness would negatively affect green brand equity. The positive relationships between green brand equity and its two antecedents—green perceived quality and green brand awareness—are partially mediated by green perceived risk. Hence, investing resources in the increase of green perceived quality and green brand awareness and the decrease of green perceived risk is helpful to enhance green brand equity.     

The nonlinear effect of green innovation on the corporate competitive advantage

This study uses Adaptive Neuro-Fuzzy Inference System (ANFIS) to explore the nonlinear relationships between green innovation performance and corporate competitive advantage. The result indicates that green innovation performance has the nonlinear effect on the corporate competitive advantage. If companies hope to enhance their competitive advantages through green innovation, they must check their green innovation performance in advance. If their green innovation performance is low, they can obtain competitive advantages through the increase of the green innovation performance; however, if their green innovation performance is high, they can not necessarily obtain competitive advantages through the increase of the green innovation performance.     

Strategic HRM in China: Configurations and competitive advantage

The strategic HR literature suggests that a firm will perform better through internal appropriate fit among HRM practices (the configuration fit) and through external appropriate fit between a firm's HRM practices and business strategy. The present study adopts a configuration approach to identify unique patterns of HR practices and business strategy that are posited to be maximally effective. The proposed relationships were empirically tested by surveying with a sample of 241 business firms in Guangzhou, South China, to find out the extent that four HR configurations could be successfully adopted in the Chinese context. The results revealed that HR configurations are significantly related to effect in predicting overall outcome performance and turnover, but not significantly related to effect on sales growth and profit growth rates. Research findings showed not only competitive strategies are significantly related to effect on HR configurations. The results also showed significant interaction effects between HR configurations and business strategy in their effect on profit and sales growth. These results further extended support for a contingency perspective in strategic HRM to the Chinese context, with significant practical implications for managing HRM in China. © 2008 Wiley Periodicals, Inc.     

Inclusion climate: A multilevel investigation of its antecedents and consequences

This study investigates the antecedents and consequences of organization‐level inclusion climate. A national sample of human resource decision‐makers from 100 organizations described their firms' formal diversity management programs; 3,229 employees reported their perceptions of, and reactions to, their employers' diversity management. Multilevel analyses demonstrate that identity‐conscious programs (programs that target specific identity groups) generate an inclusion climate. Moreover, the analyses provide evidence of multilevel mediation: In organizations with an inclusion climate, individual employees perceive the organization as fulfilling its diversity management obligations and respond with higher levels of affective commitment. This study represents an important step toward understanding how a shared perception of organizational inclusiveness develops and how inclusion climate facilitates the achievement of diversity management objectives. The findings also shed light on the important role of identity‐conscious programs in promoting organizational commitment within a diverse workforce.     

Developing people: a strategy for competitive advantage

This article will provide vital insights, acquired in a recent study with eight manufacturing companies, to guide the development of a human resource development strategy. This study was a pilot for a larger study, planned for the fall of 1995 with 50 manufacturing companies randomly chosen from the Directory of Massachusetts High Technology Companies.     

e-HRM: A meta-analysis of the antecedents,consequences, and cross-national moderators

Using information technology, a growing number of companies have adopted a digital approach to human resource management (i.e., e-HRM). This meta-analytic review systematically integrates research on the antecedents, consequences, and moderators of e-HRM. Our results show that system usefulness, organizational resources, users' knowledge, and social influence could facilitate the adoption of e-HRM; in addition to the technology, organization, and people factors, the social factor can also predict e-HRM adoption and has incremental validity in predicting e-HRM adoption after controlling for the other three factors. Further, the findings indicate that e-HRM positively relates to the overall organizational performance as well as three specific organizational performance categories and that the predictive power of e-HRM for organizations' operational performance is significantly higher than that for their relational performance and transformational performance. Furthermore, the findings also show that the positive link between e-HRM and organizational performance is stronger in countries with higher ICT development levels and countries with lower human capital quality. The theoretical and practical implications for future research and e-HRM practitioners are discussed.     

Non-regular professionals' dual commitment in South Korea: antecedents and consequences

There is a growing concern with whether nonregular professionals are concurrently committed to both the organization and their profession and whether such commitments are beneficial to that organization. This article seeks to investigate the relationship between organizational justice variables and the dual commitment of nonregular professionals via perceived organizational support (POS) and the subsequent effect of the dual commitment on organizational citizen behavior. Hypotheses are developed and then tested through structural equation modeling with data collected from a total of 1143 part-time instructors at South Korean universities. The findings of this study reveal that the perceptions held by nonregular professionals of organizational justice constructs concurrently influence organizational commitment and professional commitment via POS and that both commitments are positively associated with altruistic behavior. The findings advance our understanding of the dual commitment of nonregular professionals and provide universities with managerial implications as to how to manage effectively part-time instructors. Limitations, directions for future research, and conclusions are presented.     

Organizational commitment in MNC subsidiary top managers: antecedents and consequences

This article studies, first, how affective and continuance commitments affect MNC subsidiary top managers' intent to leave either their current post or the firm itself, and second, which variables influence these managers' affective and continuance commitments. The analysis uses a sample of MNC subsidiary top managers in Spain, and the results confirm that these managers' intent to leave the subsidiary and the multinational is determined by affective and continuance commitments in its two dimensions (high-sacrifice and low-alternatives), and that these commitments, in turn, are determined by the managers' personal cultural values and company bonding variables.     

Radical HRM innovation and competitive advantage: The Moneyball story

Moneyball (Lewis, 2003), a New York Times bestseller, is a book about baseball. When read through a broader lens, however, Moneyball is also a book about innovation, resistance to change, competitive advantage, achieving excellence, and, of most relevance here, human resource management. While many would agree that the radical innovation described in Moneyball represents a “new vision of management” in baseball, this article describes how Moneyball lessons might contribute to a “new vision of HRM” in various types of organizations. The focus of the article is on what HR executives and scholars can learn from the Moneyball phenomenon. More specifically, the authors address a number questions related to the Moneyball story that have relevance to successfully implementing HRM innovations; these questions have to do with overcoming resistance to the implementation of radical innovation and how HRM innovation can contribute to sustainable competitive advantage. © 2006 Wiley Periodicals, Inc.     

Total quality management and sustainable competitive advantage

Although it is generally accepted that Total Quality Management (TQM) can generate a sustainable competitive advantage, there is, surprisingly, little or no theory to underpin that belief. Therefore, the primary purpose of this paper is to explore the validity of the claim. By drawing on the market-based theory of competitive advantage, resource-based theory of the firm, and systems theory, we are able to conclude that the belief is warranted. We deduce that the content of TQM is capable of producing a cost- or differentiation-based advantage, and that the tacitness and complexity that are inherent in the process of TQM have the potential to generate the barriers to imitation that are necessary for sustainability.     

Networks,capabilities, and competitive advantage

This conceptual paper joins network theories of firm interaction with the recent resource-based perspective in strategic management. This suggests a more satisfactory underpinning for the analysis of competitive advantage within the network approach. In other words, application of the resource-based approach suggests one way to uncover the sources of competitive advantage of the network firm. The paper also makes the related point that network theorists stand to benefit from the Marshallian tradition in industrial economics, a point that has sometimes been made by network theorists, but has never or seldom been elaborated.     

品牌战略与竞争优势

本文回顾了企业竞争优势源泉的演变过程,探讨品牌资产与竞争优势的关系,强调在新的竞争环境中实施品牌战略的重要性及迫切性.     

Human resources and sustained competitive advantage: a resource-based perspective

This paper integrates the theories and findings of micro-level organizational behaviour/human resource management research with the macrolevel resource-based view of the firm, specifically presenting a firm's human resources as an important potential source of sustained competitive advantage. Unlike practice-oriented discussions that assume the role of human resources as a source of sustained competitive advantage, we use the theoretical concepts from the resource-based view of the firm (Wernerfelt, 1984; Barney, 1991) to discuss how human resources meet the criteria for sustained competitive advantage in that they are valuable, rare, inimitable and non-substitutable. The implications for developing human resources as a source of sustained competitive advantage are discussed, particularly examining the role of HR practices and managers in this process.     

HR strategy and competitive advantage in the service sector

While taking its cue from studies of high‐performance work systems in manufacturing, this article examines theory and research on the potential for HR advantage in the service sector, building directly on recent studies of market segmentation and HR strategy in the sector. The article uses these studies, along with strategic management theory, to put forward a new typology of market characteristics, competitive dynamics and HR strategy in services. Three broad types of competition, ranging from mass market to knowledge‐intensive services, are identified. This framework helps the article to explore the issue of whether competitive differentiation through human resources is possible only in high‐skill areas such as professional services. It argues that opportunities for HR advantage are broader; they exist where quality and/or knowledge are important in competitive strategy. However, seeing the opportunity is not the same as achieving the result. Service firms that identify and pursue these opportunities face the problems of building and maintaining barriers to imitation, and of managing the ‘politics of appropriation’.     

促销工具对品牌资产的影响

随着市场竞争的加剧,越来越多的企业认识到品牌的重要性。文章介绍了几种常用的促销工具,分析了其利弊,并指出促销活动一定要适度,否则将影响企业的品牌资产。     

现代消费者教育:构建企业竞争优势的新途径

随着国内竞争的国际化,技术转移和扩散的速度越来越快,企业可以在全球范围内进行采购和布点,传统的竞争优势逐渐成为市场可获得性资源,企业面临竞争优势弱化的危险,而现代消费者教育,却可以成为构建企业竞争优势的新途径。     

The competitive advantage of nations: the role of HRM and its socio-cultural context

This study focuses on the links between human resource management practices and the socio-cultural characteristics of nations, on the one hand, and their competitive advantage in the international market, on the other. The particularly important conclusion is that some nations' cultures offer their managers a higher repertoire of modes of management practices than some others. In high repertoire nations, organizations appear to be better equipped to compete internationally than their counterparts in low repertoire nations.     

Influence of brand equity on the behavioral attitudes of customers: Spanish Tourist Paradores

Quality & Quantity - The objective of this research is to contrast an explanatory model of how brand equity influences the customer’s behaviour and behavioural intentions. It will take...     

企业战略联盟的竞争优势及战略联盟管理

企业战略联盟是企业在合作竞争机制下产生的新的企业组织形式,战略缺口理论和中间组织理论是企业组建战略联盟的理论基础。本文认为应从联盟成员的选择、专门管理机构的设立以及跨文化管理等几个方面加强企业战略联盟管理,以提高企业战略联盟的成功率。