Search results

The analysis of strategic groups has important implications in marketing in the identification of a firm’s competitive position. The aim of this study is to demonstrate that differences in the performance between the strategic groups within an industry exist. The initial hypothesis is that mobility barriers between the groups mean that their members have a relative advantage over other participants in the sector as far as expenses regarding imitation are concerned. Therefore, differences in profits tend to be maintained on a medium‐ and long‐term basis. However, the majority of empirical studies do not show the differences in the perfomance in a clear way. The methodology used consists of different multivariant statistical techniques. On their application to the Spanish savings banks, a limited support for this relation is obtained for some variables.

The relationship between intergroup conflict and intragroup cohesion is a longstanding concern in sociology and related disciplines. Past work suggests that intergroup conflict shapes emotional bonds between group members, promotes in-group and out-group stereotyping, encourages self-sacrifice for the group, and changes the social structure of groups. Conflict thus plays an important structural role in organizing social interaction. Although sociologists contributed much to the beginnings of this research tradition, sociological attention to the conflict–cohesion link has waned in recent decades. We contend that despite advances in our understanding of the conflict–cohesion hypothesis, more remains to be done, and sociologists are especially equipped to tackle these unanswered questions. As such, we encourage sociologists to revisit the study of intergroup conflict and intragroup cohesion and offer some possibilities for furthering our understanding of this phenomenon. After reviewing and evaluating the relevant literatures on the conflict–cohesion hypothesis, we consider ways in which a broad range of current theories from the group process tradition – including theories of status, exchange, justice, identity, and emotion – could contribute to understanding the conflict–cohesion hypothesis and how those theories could benefit from considering the conflict–cohesion hypothesis. In doing so, we make a case for the continuing importance of sociology in explaining the link between intergroup conflict and intragroup cohesion.

Illustrates the reasons that have determined the success or failure of the discount retailers on the international scene, through the identification and analysis of the strategic groups, competitive advantages, entry barriers to the sector and barriers to mobility between the groups. Three strategic groups of discount food retailers that have adopted different internationalisation strategies have been defined and a series of key success factors of the different strategic groups has been identified. The winners in the race to international expansion are in particular the leaders of the first group of German hard discount retailers. But important niches in several foreign markets can also enable growth of retailers in the second group, the German soft discount retailers specialised abroad, and of the third group, the French soft discount retailers diversified abroad.

Argues in favour of the convenience of using strategic groups analysis (SGA) as a business management tool that is especially useful for strategic marketing planning. To illustrate the great versatility offered by SGA, we take as a reference the results obtained from a study of the Spanish retail grocery sector. By way of this empirical work, we analyse how SGA responds to some of the information demands considered as essential for the design of the marketing strategy of every firm (the analysis of the environment and the main alternative strategies, the attractiveness of each strategy, the analysis of rivalry, the strengths and weaknesses of firms, the threats and opportunities offered by the market, etc.). In summary, the paper shows that SGA is a powerful tool which could help managers to concentrate the activity of their firms in solid strategic options.

Alongside universities, there are an increasing number of ‘third sector’ organisations actively involved in shaping widening participation (WP). In partnering with universities, employers and collaborative programmes like Uni Connect, they are responsible for delivering on institutional and national policy objectives around WP, as well as accountable to their own organisational missions. Despite being part of established practice in WP, with their activities praised by policymakers, their roles and practices are rarely considered in assessments of WP activity. In comparison with universities, they can experience different expectations, challenges and opportunities and can also have separate agendas driven by their missions and organisational sustainability. This chapter explores how these organisations have emerged, the roles that they have created for themselves and how they have attempted to sustain or develop these. It traces how these organisations have emerged as key players in national and institutional policy and draws on interviews with third sector leaders and practitioners to understand how WP is understood and done outside higher education providers (HEPs).

A central issue of public policy in relation to employment behaviour, particularly in the United States and Britain since the 1960s, has been the question of how to deal with discrimination against minority groups. The latter may be taken to include women, coloured employees, immigrants, foreign workers, the young and the elderly, but in this paper we concentrate on race and sex discrimination which have tended to receive most attention from both academics and policy‐makers. Further, attention is focused on the USA and Britain, partly because there is more evidence on the workings of equal opportunity legislation in the USA than in any other country, and partly for the reason that developments in Britain appear to mirror those in the USA. Since it is difficult, if not impossible, to isolate the precise extent of discrimination at the macro‐level, on account of variations in personal characteristics and establishment variables, detailed analysis of the operation of local labour markets and individual enterprises and establishments then becomes crucial. Here a feature of recent empirical work has been the emphasis placed on the internal labour market (ILM) and the related concept of the dual labour market (DLM). This is, in fact, highly relevant to equal opportunity legislation not only because it is at the level of the individual organisation or unit of employment that the laws are to be applied but also because, as will be outlined below, the legislation appears to have certain features which are consistent with a dualist interpretation of the operation of the labour market and the emphasis on equality of training and promotion opportunities is most appropriate and significant in the context of a well‐developed internal labour market.

This article aims to explore how understanding the challenges faced by companies' attempts to create competitive advantage through their human resources and HRM practices can be enhanced by insights into the concept of strategic groups within industries. Based within the international hotel industry, this study identifies how strategic groups emerge in the analysis of HRM practices and approaches. It sheds light on the value of strategic groups as a way of readdressing the focus on firm and industry level analyses.

Senior human resource executives and their teams across eight international hotel companies (IHCs) were interviewed in corporate and regional headquarters, with observations and the collection of company documentation complementing the interviews.

The findings demonstrate that strategic groups emerge from analysis of the HRM practices and strategies used to develop hotel general managers (HGMs) as strategic human resources in the international hotel industry. The value of understanding industry structures and dynamics and intermediary levels of analysis are apparent where specific industries place occupational constraints on their managerial resources and limit the range of strategies and expansion modes companies can adopt.

This study indicates that further research on strategic groups will enhance the theoretical understanding of strategic human resource management and specifically the forces that act to constrain the achievement of competitive advantage through human resources. A limitation of this study is the dependence on the human resource divisions' perspectives on realising international expansion ambitions in the hotel industry.

This study has implications for companies' engagement with their executives' perceptions of opportunities and threats, and suggests companies will struggle to achieve competitive advantage where such perceptions are consistent with their competitors.

Developments in strategic human resource management have relied on the conceptual and theoretical developments in strategic management, however, an understanding of the impact of strategic groups and their shaping of SHRM has not been previously explored.

This paper first aims to examine associations between factors involved in business-to-business complaints management and results (satisfaction and loyalty) and analyses three types of distributors based on their cultural profile (domestic, low context and high context). Second, the paper investigates whether the identified associations remain stable over time.

Data from a sample of distributors for a manufacturing company were gathered during two periods of time. A factorial analysis of correspondences and a cluster analysis were carried out to visually represent the associations among clients, complaints and results in the associations among clients, complaints and results. The stability over time of these relationships was also analysed by calculating the correlations between the Euclidean distances on the two maps (one per year) and their mobility ratio.

The authors found significant evidence that clients from different cultures are associated with varying profiles of complaint and different result types and that certain associations remain stable over time.

While many studies have analysed complaint behaviour in business-to-consumer contexts, there is a lack of research from an international business-business relations point of view, leaving questions virtually unexplored. Second, the last phases of supply chain management, specifically complaints management, have been undeveloped, limiting the cultural factor to the general scope of negotiation. In this vein, this paper compares different complaint profiles and results, comparing culturally different customers/distributors. Third, research has mostly referred to a single period, while this paper investigates two different periods of time for the same company (and their distributors) to analyse the relevance of the stability (or not) over time of the associations identified.

Increasing diversity in higher education (HE) – or widening participation (WP) – is now a concern worldwide (Billingham in this volume, Chapter 1; Bowes, Thomas, Peck, & Nathwani, 2013; Shah, Bennett, & Southgate, 2016). However, we all know that access to HE is not sufficient; access needs to be accompanied by success – staying on the course, gaining a good degree and securing graduate-level employment. In this chapter, it is argued that in order to equalise student outcomes a ‘whole institution approach’ (WIA) is required. Evidence is drawn from two studies (each led by the author): one focussing on improving student retention and success in HE, which concluded that a WIA is required (Thomas, Hill, O’ Mahony, & Yorke, 2017, pp. 133–135). The second commissioned by the Office for Fair Access to better understand a WIA to WP (Thomas, 2017). The chapter discusses three key findings: the importance of both cultural and structural change; the role of evidence and the need for a deliberate process of change. These findings are illustrated with examples.

The emerging concept of smart city is known to aim at sustainable urban development. One of the requirements for a smart city is to address accessibility inequalities. This study aims to investigate the accessibility level issues in urban transformation before and after combining different street networks for Penang, Malaysia, as a case study to reveal greater insight and helpful information into mobility and accessibility inequalities for future smart city planning.

Using DepthmapX software, two main quantitative methodologies of space syntax, namely, spatial integration accessibility (SIA) and angular segment analysis by metric distance (ASDMA), are employed to analyse the level of accessibility for the main streets of George Town site before and after combination with contemporary networks. Integration, choice and entropy values were calculated for the study analysis.

Results revealed the implications of combining old irregular gridiron structures with the existing planned grid structures. George Town seems to have gained a higher capacity for pedestrian accessibility; however, vehicle accessibility has lost its capacity. Findings further suggest that a combination of irregular structure and grid structure is essential for urban growth in similar historical contexts to improve accessibility and address mobility inequalities.

The study concludes by highlighting the importance of the analysis of street structure transformation to predict consequences and promote the potential to reduce current inequalities in vehicle accessibility.