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Pricing for International Business Development
Lancioni, Richard A. - In: Management Decision 29 (1991) 1
Pricing is a primary factor in international business success. Conventional price definitions are too narrow and a wider definition, taking account of intangible as well as tangible product qualities, is more applicable. A firm needs to know the identities and strengths of its competitors. It...
Persistent link: https://www.econbiz.de/10014933448
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Maintaining Competitive Markets: The Control of Restrictive Agreements and Cartels in the UK and EC
Pass, Christopher; Lowes, Bryan - In: Management Decision 30 (1992) 5
An important aspect of UK competition policy is the attempt to maintain competitive markets by prohibiting restrictive agreements and cartels involving price fixing, market sharing, etc., the effect of which is to suppress, limit or distort active rivalry between suppliers. Examines UK policy...
Persistent link: https://www.econbiz.de/10014933519
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Managed Outsourcing: A Strategy for a Competitive Company in the 1990s
Pagnoncelli, Dernizo - In: Management Decision 31 (1993) 7
directed towards the improvement of quality in productivity and attaining competitiveness of products and services. Analyses …
Persistent link: https://www.econbiz.de/10014933578
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Defining Competitiveness
Feurer, Rainer; Chaharbaghi, Kazem - In: Management Decision 32 (1994) 2, pp. 49-58
Although the notion of competitiveness lies at the heart of business strategy development, its definition is often … vague and does not lend itself to a measurement process. The competitiveness of an organization depends on a number of … competitiveness together with a mapping process which encompasses different dimensions of competitiveness. The mapping process enables …
Persistent link: https://www.econbiz.de/10014933604
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Measuring Your Way to Profit
Bititci, Umit S. - In: Management Decision 32 (1994) 6, pp. 16-24
allow the use of modern management techniques and development of optimum business and functional strategies. Although these …
Persistent link: https://www.econbiz.de/10014933625
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HRM: A Key to Competitiveness
Terpstra, David E. - In: Management Decision 32 (1994) 9, pp. 10-14
In the increasingly competitive global economic environment, organizations are searching for strategies and practices that will give them an edge. Describes some HRM practices that are used infrequently, but which may enhance organizational effectiveness. A good deal of empirical literature has...
Persistent link: https://www.econbiz.de/10014933650
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The Quest for the Competitive Learning Organization
Miller Hosley, Suzanne; Lau, Agnes T.W.; Levy, Ferdinand K. - In: Management Decision 32 (1994) 6, pp. 5-15
In a rapidly changing and unpredictable business environment, a major source of sustainable competitive advantage is likely to be the ability to learn faster than competitors. Reviews the literature on strategic change and competition and explores their relationship to organizational learning....
Persistent link: https://www.econbiz.de/10014933657
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The MCC decision matrix
Nicholls, John - In: Management Decision 33 (1995) 6, pp. 4-10
Proposes the MCC decision matrix as a modern equivalent of the original Boston Consulting Group (BCG) portfolio matrix. Focuses on the key questions of mission and core competences which define the axes of the matrix and give it its name. Unlike the BCG matrix, the MCC matrix can be used to...
Persistent link: https://www.econbiz.de/10014933681
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Productivity management: the Japanese experience
Stainer, Alan - In: Management Decision 33 (1995) 8, pp. 4-12
Gives an overview of Japanese productivity management in both manufacturing and service industries. Discusses education … productivity management and their control systems. Reveals the prominence of productivity and quality in Japanese operations … management works and could work in Europe. Brings to the fore the inevitable challenges and changes facing Japanese industry …
Persistent link: https://www.econbiz.de/10014933698
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A new generation of competitors
Chaharbaghi, Kazem; Nugent, Edward - In: Management Decision 34 (1996) 10, pp. 5-10
Claims that by managing its processes strategically, an organization can maximize its knowledge development capabilities to the full in creating and exploiting business opportunities. Presents the concept of knowledge‐based competition and explores the changing nature of competition....
Persistent link: https://www.econbiz.de/10014933781