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Strategy maps: the essential link between the balanced scorecard and action

Lueg, Rainer - In: Journal of Business Strategy 36 (2015) 2, pp. 34-40

Purpose – The purpose of this paper is to show how the use of Strategy Maps substantially improves the implementation success of balanced scorecards (BSC). The BSC is supposed to translate strategy into action. Strategy maps support this by showing cause-and-effect chains. But what does this...

Persistent link: https://www.econbiz.de/10014847292

Stakeholder communication management on the Internet: An integrated matrix for the identification of opportunities

de Bussy, Nigel M.; Watson, Richard T.; Pitt, Leyland F.; … - In: Journal of Communication Management 5 (2001) 2, pp. 138-146

Until recently stakeholder communication has tended to be mostly unidirectional and simple. However, the advent of the Internet has brought unprecedented change. Stakeholder communication is no longer unidirectional, and as stakeholders increasingly communicate with each other this communication...

Persistent link: https://www.econbiz.de/10014850663

Combining the internal communication and the PR function

Morrison, Stuart - In: Journal of Communication Management 1 (1997) 3, pp. 294-300

There is a growing need in the 1990s for companies to combine the responsibilities of PR and internal communication, in order to unit the needs of both staff and customers. Aligning the two functions enables companies to keep staff informed and supportive of the company, while ensuring that...

Persistent link: https://www.econbiz.de/10014851006

Impossible dream or inevitable revolution? Investigating the concept of integrated marketing communications

Brown, Jill - In: Journal of Communication Management 2 (1997) 1, pp. 70-81

Much has been written about integrated marketing communications (IMC) but agreement on a precise definition is still lacking and, although interest levels seem to have reached fever pitch over the past few years, practical implementation, and evidence of the effectiveness of implementation, seem...

Persistent link: https://www.econbiz.de/10014851022

Evolution of strategic sales organizations in business‐to‐business marketing

Piercy, Nigel F. - In: Journal of Business & Industrial Marketing 25 (2010) 5, pp. 349-359

Purpose – This paper aims to focus on changes in the way in which business‐to‐business companies are responding to customer and market pressures for higher service and relational investments, and the need for new capabilities in managing the business risk in the company's customer...

Persistent link: https://www.econbiz.de/10014843022

The intelligent clean room: ensuring value capture in mergers and acquisitions

Chanmugam, Ravi; Shill, Walt; Mann, David; Ficery, Kristen - In: Journal of Business Strategy 26 (2005) 3, pp. 43-49

Purpose – To illustrate the importance of speeded up merger integration process that creates value part of the M … through deal execution and continuing with post‐merger integration. Most successful merger and acquisition (M&A) transactions … holistic process; focus on value creation, not just integration; accelerate merger planning and execution; and use culture as a …

Persistent link: https://www.econbiz.de/10014845013

From partition to partnership

McMurray, Robert - In: International Journal of Public Sector Management 19 (2006) 3, pp. 238-249

Purpose – Seeks to review policy and practice in the English National Health Service (NHS) to show the extent to which medically framed notions of cure act in opposition to attempts to enforce a duty of partnership in the delivery of health and social care. Design/methodology/approach – A...

Persistent link: https://www.econbiz.de/10014798868

Aligning IT applications with manufacturing strategy: an integrated framework

Kathuria, Ravi; Igbaria, Magid - In: International Journal of Operations & Production Management 17 (1997) 6, pp. 611-629

Presents an integrated framework that would help manufacturing managers to select IT applications (manufacturing management systems) that are best suited to a given process structure and the intended competitive priorities of a firm. The proposed framework is based on the premiss that the...

Persistent link: https://www.econbiz.de/10014790746

The integration of Six Sigma and lean management

Salah, Souraj; Rahim, Abdur; Carretero, Juan A. - In: International Journal of Lean Six Sigma 1 (2010) 3, pp. 249-274

description of its phases. The paper also presents the views on the integration benefits as well as on how Six Sigma compares to … integration is concluded to be possible and beneficial. Research limitations/implications – The paper discusses the existing …

Persistent link: https://www.econbiz.de/10014782515

What is integration?

Gulledge, Thomas - In: Industrial Management & Data Systems 106 (2006) 1, pp. 5-20

Purpose – This paper aims to provide a clarification of the meaning of the term integration. Design …/methodology/approach – A taxonomy of integration definitions derived from the academic and trade literature is developed, analyzed, and … documented. Findings – Integration is a word that is commonly used when discussing enterprise applications. The term integration …

Persistent link: https://www.econbiz.de/10014823928