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Focuses on the Statistical Process Control (SPC) implementation phase in an effort to underline that SPC is not just control charts, and that many steps have to be…
Focuses on the Statistical Process Control (SPC) implementation phase in an effort to underline that SPC is not just control charts, and that many steps have to be accomplished before these charts are used. In addition, highlights the role of training and presents it as an ongoing process which involves everyone in the organization. These SPC implementation steps are not meant to be a checklist; they provide guidelines that can be modified in accordance with organizational‐specific requirements.
In this chapter, the author outlines the link between organization design and competitive strategy, focusing on rivalry. A firm’s organization design choices can affect…
In this chapter, the author outlines the link between organization design and competitive strategy, focusing on rivalry. A firm’s organization design choices can affect its competitive advantage as well as the strategic decisions of its rivals. Therefore, organization design can influence the nature and intensity of competitive interactions between firms. To illustrate this effect, the author focuses on the literature on divisionalization and offers a set of propositions as examples. Taken together, the author makes three main observations: (1) a firm’s competitive position and objectives are reflected in its organizational choices; (2) heterogeneity in competitive position and objectives lead to heterogeneity in organization design choices across firms; and (3) organization design and competitive strategy are interdependent processes. The author concludes by discussing the implications for strategy and management research and pointing out some opportunities for future research.
Attempts to shed light on some of the leading works in the field of strategic planning. Presents the findings from research into the existence of strategic planning in…
Attempts to shed light on some of the leading works in the field of strategic planning. Presents the findings from research into the existence of strategic planning in United Arab Emirates business firms, asking whether any planning has relationships with feature or characteristics of the business and finding out who is involved in the process. Suggests that the prevalence is low and not seen as beneficial. Proffers some suggestions which may explain why this may be the case.
At one point in My Writing Life Neil Bell casually remarks of one of his novels: “All I had to do was sit down and let my pen rip: and let it rip I did to the tune of about 4,000 words a day for five or six weeks.” This is facility indeed, but almost certainly many will view such facility with envy tempered with disapproval. Writers boast or confess at their own risk. Trollope's reputation suffered when he confessed in his Autobiography that he worked to a scheme and by the clock and that he considered novel‐writing to be just another of the educated professions. Thereafter, to some literary snobs, he was little more than a self‐condemned journeyman. On the other side there was Stevenson who admitted that he had “played the sedulous ape” and that he took infinite pains in his writing. He thereupon became suspect as a mere weaver of words. It is a vicious world: confess and be damned.
SYMPATHY will be extended to our colleagues in the beautiful lands of Denmark and Norway, whose civilisation is so far in advance in all its political and social qualities of that of the invaders. Denmark has for years had a library service unequalled in Europe, in particular for its country services, and its town libraries have been administered with a liberality that becomes a country where a happy, cultured and lovable people dwell—or did so dwell until the catastrophe. Norway, too, has much the same liberality of spirit, and amongst its librarians are many who are valued personal friends of their British comrades, who have studied in our library schools and worked in our libraries. We hope they and their libraries will come through safely.
The question addressed in this chapter is whether the difference in the way we look at memory and the way it actually works might be the reason for the great number of…
The question addressed in this chapter is whether the difference in the way we look at memory and the way it actually works might be the reason for the great number of conflicts and secondly, if we were able to embrace the broader, more accurate view, would it help solve or even prevent conflicts from occurring? The chapter presents an overview of the literature study into conflict and memory and a case study from my experience as a business coach working with the conflict between a fellowship of surgeons and the hospital board of directors.
– The purpose of this paper is to evaluate the relative impact of dynamic capabilities on various dimensions of strategic flexibility in Indian manufacturing industry.
The purpose of this paper is to evaluate the relative impact of dynamic capabilities on various dimensions of strategic flexibility in Indian manufacturing industry.
In this study, 102 manufacturing organizations have been extensively surveyed, to assess the relative impact of different dynamic capabilities on various dimensions of strategic flexibility. The correlations between dynamic capabilities and strategic flexibility have been evaluated and validated by employing various statistical tools.
The research focuses upon the significant contributions of dynamic capabilities such as human resource capabilities, innovative capabilities, technological capabilities, alliance capabilities and research and development capabilities, towards managing flexibility at strategic level in manufacturing organizations.
This study provides the first empirical evidence of such a relationship with a relative choice between dynamic capabilities for managing strategic flexibility in large and medium scale organizations in India.