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Environmental consultancy in the UK: structure and implications

Caldwell, Nigel - In: Management Decision 34 (1996) 3, pp. 15-22

The environmental consultancy market is, by any measure, expanding. Yet, what does the future hold for those entering the market? In essence the market will be split between three types of organizations: large environmental consultancies; niche players; and low‐cost providers of environmental...

Persistent link: https://www.econbiz.de/10014933737

Benchmarking: a general reading for management practitioners

Wah Fong, Sik; Cheng, Eddie W.L.; Ho, Danny C.K. - In: Management Decision 36 (1998) 6, pp. 407-418

This paper aims at introducing benchmarking to management practitioners. Emphases have been placed on the … as a result of assisting in promoting management perspectives and facilitating the formation of various specific goals …

Persistent link: https://www.econbiz.de/10014933919

The pursuit of immortality: a new approach beyond the competitiveness paradigm

Xavier, M.J.; Ramachander, S. - In: Management Decision 38 (2000) 7, pp. 480-490

Discusses the death of inter‐firm and intra‐firm competition as we know it and propose an approach beyond competition – “the pursuit of immortality”. Our digital age offers immense and unprecedented opportunities to bring forth the latent potential of organizations, by allowing...

Persistent link: https://www.econbiz.de/10014932186

Knowledge management: strategy or software?

Beckett, Alan J.; Wainwright, Charles E.R.; Bance, David - In: Management Decision 38 (2000) 9, pp. 601-606

Knowledge management is a rapidly growing, and rapidly changing discipline. While the link between knowledge assets and … tools that are labelled as knowledge management processes. This article details the strategic requirements linking the … conceptual “mission” of knowledge management with the processes that serve it. …

Persistent link: https://www.econbiz.de/10014932189

Market orientation and market strategy profiling: an empirical test of environment‐behaviour‐action coalignment and its performance implications

Dobni, C. Brooke; Luffman, George - In: Management Decision 38 (2000) 8, pp. 503-522

Organizational performance is greatly influenced by employee behaviours and the resulting market orientation that they possess. Market orientation is a behavioural culture that affects strategy formulation and strategy implementation, and how an organization interacts with its environment and...

Persistent link: https://www.econbiz.de/10014932207

Competitive advantage: what’s luck got to do with it?

Ma, Hao - In: Management Decision 40 (2002) 6, pp. 525-536

business reality. In addition to effective strategic maneuvering and well‐run internal management, luck often plays a non …

Persistent link: https://www.econbiz.de/10014932295

Added value, enterprise value and competitive advantage

Walters, David; Halliday, Michael; Glaser, Stan - In: Management Decision 40 (2002) 9, pp. 823-833

economy”’, Management Decision , Vol. 40 No. 8) which dealt with how business has had to reevaluate the importance of its …

Persistent link: https://www.econbiz.de/10014932325

To win without fighting: an integrative framework

Ma, Hao - In: Management Decision 41 (2003) 1, pp. 72-84

“To win without fighting” is perhaps the supreme ideal in strategic management. This article coalesces extant strategy … larger perspective of strategic management practice. …

Persistent link: https://www.econbiz.de/10014932351

First mover advantages in emerging economies: a discussion

Rahman, Zillur; Bhattacharyya, S.K. - In: Management Decision 41 (2003) 2, pp. 141-147

context, first mover advantages in an emerging economy constitute an important topic of research in management because the …

Persistent link: https://www.econbiz.de/10014932355

A framework for concentric diversification through sustainable competitive advantage

Rijamampianina, Rasoava; Abratt, Russell; February, Yumiko - In: Management Decision 41 (2003) 4, pp. 362-371

This article investigates the issue of diversification around the core business, namely concentric diversification. There have been many diversification failures reported over the last few decades. Little guidance has been available to firms who plan to diversify in order to grow. The literature...

Persistent link: https://www.econbiz.de/10014932365

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