...European Journal of Marketing Emerald Article: Value creation in supply chain relationships: a critique of governance value analysis Trond Hammervoll Article information: To cite this document: Trond Hammervoll, (2009),"Value creation in supply chain relationships: a critique of governance value analysis", European Journal of Marketing, Vol. 43 Iss: 5 pp. 630 - 639 Permanent link to this document: http://dx.doi.org/10.1108/03090560910946963 Downloaded on: 07-07-2012 References: This document contains references to 41 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 2200 times since 2009. * Users who downloaded this Article also downloaded: * James DeLisle, Terry Grissom, (2011),"Valuation procedure and cycles: an emphasis on down markets", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 384 - 427 http://dx.doi.org/10.1108/14635781111150312 David Wyman, Maury Seldin, Elaine Worzala, (2011),"A new paradigm for real estate valuation?", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 341 - 358 http://dx.doi.org/10.1108/14635781111150286 François Des Rosiers, Jean Dubé, Marius Thériault, (2011),"Do peer effects shape property values?", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 510 - 528 http://dx.doi.org/10.1108/14635781111150376 Access to this document was granted through an Emerald subscription provided by University of Pretoria For Authors: If you would like to write for...
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...exhibit surprisingly low success rates. In this paper, we discuss how firms can address these failures by identifying some of the primary drivers of alliance success. First, we discuss how firms can achieve success with any individual alliance by considering critical factors at each phase of the alliance life cycle. Second, we show how firms can increase their overall alliance success by developing and institutionalizing firm-level capabilities to manage alliances. Third, we highlight emerging issues in the alliance context, including the need to recognize a new class of alliances between firms and not-for-profit organizations or individuals, the benefits of taking a “portfolio approach” to alliance strategy and management, and the opportunity to transfer one’s alliance capabilities to the effective management of other interfirm relationships, including acquisitions. I The Alliance Paradox n the last two decades, alliances have become a central part of most companies’ competitive and growth strategies. Alliances help firms strengthen their competitive position by enhancing market power (Kogut, 1991), increasing efficiencies (Ahuja, 2000), accessing new or critical resources or capabilities (Rothaermel & Boeker, 2008), and entering new markets (Garcia-Canal, Duarte, Criado, & Llaneza, 2002). By the turn of this century many of the world’s largest companies had over 20% of their assets, and over 30% of their annual research expenditures, tied up in such relationships...
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...weaker under high environmental uncertainty. We conclude that partners should concentrate on developing interorganizational trust where potential improvement in alliance performance justifies this effort, which in turn depends on the type of uncertainty faced. Strategic alliances blur firm boundaries and create mutual dependence between previously independent firms (McEvily, Perrone, & Zaheer, 2003). A distinctive characteristic of strategic alliances is that partners have to deal not only with the uncertainty in their environment but also with the uncertainty arising from each other’s behavior (Harrigan, 1985). Because of partners’ dependence on each other, previous research has emphasized the importance of relational factors for the smooth functioning of strategic alliances (Powell, 1990). Although various relational mechanisms and norms have been studied, including for instance norms of solidarity and flexibility (Poppo & Zenger, 2002: 712), none has received more attention than trust (Gambetta, 1988; Mayer, Davis, & Schoorman, 1995; McEvily et al., 2003; Sako, 1991; Zaheer, McEvily, & Perrone, 1998; Zand, 1972). Accordingly, a great deal...
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... we chose Mid Night-Sun Restaurant; they will be helping us with iftar packets (25 pieces) to distribute among poor people. Since there will not be any kinds of monetary transaction, we offer them some incentives like promotion through Social Media. But Mid Night-Sun did not agree to our proposal. Then we went to a restaurant, which is located at Bangla-Motor, Paribagh, Dhaka, The Seven-Hill Restaurant. We set a meeting with the owner and we asked him that if he was interested to work with us or not. In meeting we demanded for 35 boxes of iftar but he wanted to give us 25 boxes, we made it in 30 boxes. We also gave him the same incentives that e offered to previous restaurant and as an extra incentive we will distribute the promotional papers in a event of our North South University Campus. For that we chose upcoming “Haat-Bazaar”. After receiving 30 boxes of ifatr we need to distribute them. So there is a park in the opposite of that restaurant, Panthapath Shomobay Shomiti. We decided to distribute these boxes in two sectors like first we will distribute 5 boxes to that helpless poor people who lives in the roads, then 5 boxes to that roadside children and last, rest of the boxes will distribute to that Shomiti’s family. On the other hand we already started promoting news about Seven-Hill Restaurant in social media Analysis: When we went to the first restaurant for that deal and reject it, there the situation was distributive or Zero Sum situation. They only think from their...
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...Supply Chain Management: An International Journal Theoretical perspectives on information sharing in supply chains: a systematic literature review and conceptual framework Joakim Kembro Kostas Selviaridis Dag Näslund Article information: Downloaded by National Institute of Industrial Engineering NITIE At 14:05 29 January 2016 (PT) To cite this document: Joakim Kembro Kostas Selviaridis Dag Näslund , (2014),"Theoretical perspectives on information sharing in supply chains: a systematic literature review and conceptual framework", Supply Chain Management: An International Journal, Vol. 19 Iss 5/6 pp. 609 - 625 Permanent link to this document: http://dx.doi.org/10.1108/SCM-12-2013-0460 Downloaded on: 29 January 2016, At: 14:05 (PT) References: this document contains references to 137 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 1329 times since 2014* Users who downloaded this article also downloaded: Muhammad Mustafa Kamal, Zahir Irani, (2014),"Analysing supply chain integration through a systematic literature review: a normative perspective", Supply Chain Management: An International Journal, Vol. 19 Iss 5/6 pp. 523-557 http:// dx.doi.org/10.1108/SCM-12-2013-0491 Florian Kache, Stefan Seuring, (2014),"Linking collaboration and integration to risk and performance in supply chains via a review of literature reviews", Supply Chain Management: An International Journal, Vol. 19 Iss...
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...our licensors make no representations or warranties whatsoever as to the accuracy, completeness, or suitability for any purpose of the Content. Any opinions and views expressed in this publication are the opinions and views of the authors, and are not the views of or endorsed by Taylor & Francis. The accuracy of the Content should not be relied upon and should be independently verified with primary sources of information. Taylor and Francis shall not be liable for any losses, actions, claims, proceedings, demands, costs, expenses, damages, and other liabilities whatsoever or howsoever caused arising directly or indirectly in connection with, in relation to or arising out of the use of the Content. This article may be used for research, teaching, and private study purposes. Any substantial or systematic reproduction,...
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...the challenge to work with transnational teams. International project teams are where most of the boundary spanning works in international enterprise goes on, making them a key factor in organizational success and an important catalyst for individual and organizational development. However, little is known about the management strategies on motivation of diversity, and existing information is scattered. Motivation is a key driver of performance, therefore it is important for management to know how they can influence motivation of transnational teams. This thesis will provide an overview of the effect of culture on the motivational strategy of management on transnational team motivation. This will be guided by the following research questions: RQ 1: How is management related to team motivation? RQ 2: What is the influence of team members’ cultural background on team motivation? RQ 3: How is the relation between motivational strategy of management and team motivation moderated by culture? Different motivational theories are discussed. The most applicable motivational theory with respect to management motivational strategy is the goal-setting...
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...Cornell University ILR School DigitalCommons@ILR CAHRS Working Paper Series Center for Advanced Human Resource Studies (CAHRS) 5-1-2003 Extending the Human Resource Architecture: Relational Archetypes and Value Creation Sung-Choon Kang Cornell University Shad S. Morris Cornell University Scott A. Snell Cornell University, ss356@cornell.edu Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/cahrswp Part of the Human Resources Management Commons This Article is brought to you for free and open access by the Center for Advanced Human Resource Studies (CAHRS) at DigitalCommons@ILR. It has been accepted for inclusion in CAHRS Working Paper Series by an authorized administrator of DigitalCommons@ILR. For more information, please contact hlmdigital@cornell.edu. Extending the Human Resource Architecture: Relational Archetypes and Value Creation Abstract Theories of knowledge-based competition focus on internal resources as the source of value creation. The HR architecture (Lepak & Snell, 1999) brought human resource management directly into this forum by developing a model of human capital allocation and management. We attempt to extend the HR architecture by introducing a framework of relational archetypes—entrepreneurial and cooperative—that are derived from unique combinations of three dimensions (cognitive, structural, and affective) that characterize internal and external relationships of core knowledge employees. Entrepreneurial...
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...definitive version of this work, please refer to the published source: #10541, p. 1 CONSTRUAL LEVEL AND INGROUP BIAS Abstract The causal relationship between mental construal level and ingroup bias remains elusive. This paper uncovers a boundary condition and a mechanism underlying the relationship. We predict and find support for our hypotheses in four experiments conducted in East Asian and Western cultures. Data showed that a high- (vs. low-) level construal activated state belongingness, but had no effect on state rejection, state self-esteem, positive emotion, or negative emotion in participants from Korea (Experiment 1) and Australia (Experiment 3). Moreover, a high- (vs. low-) level construal triggered greater ingroup bias for Koreans (Experiment 2) and Australians (Experiment 3) primed with a relational self, but not for those primed with an independent self. This construal level effect on ingroup bias was eliminated when belongingness was primed at both a high- and a low-level construal; instead, relationals under a low-level construal were more ingroup-biased when they were primed with a belongingness (vs. baseline) condition (Experiment 4). These findings highlight that the relational self is a boundary condition...
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...Eastern Asian Enterprise Structures and tlie Comparative Analysis of Forms of Business Organization Richard D. Whitley Abstract Richard D. Whitley Manchester Business School, Manchester, U.K. The economic success of different forms of business organization in East Asian countries emphasizes the variety of viable enterprise structures and suggests the need for a comparative analysis of how they develop and operate in different societal contexts. Major differences between East Asian business 'recipes' include the range of activities that are authoritatively coordinated, their pattems of development, the ways in which they are organized and controlled and the organization of inter enterprise relations. These differences suggest eight major dimensions on which dominant enterprise structures in different societies can be compared and how their development can be linked to major social institutions. Introduction Organization Studies 1990,11/1:047-074 © 1990 EGOS 0170-8406/90 0011-0003 $1.00 The economic success of Japanese firms over the past 40 years has emphasized the viability of alternatives to United States management structures and practices, as well as highlighting the limited generality of the business strategy-structure relationships identified by Chandler (Alford 1976; Kagono et al. 1985: 99-110; Maurice et al. 1986). Whereas it may have seemed reasonable in the 1960s and 1970s to regard Japanese organizational practices and forms as temporary stepping stones...
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...The purpose of the research is to discuss possible security threat across the borders happened due to the ethnic conflict of Myanmar. In this era of globalization, internal factors of a state can produce some external impacts on other neighboring countries; which is commonly known as a “spillover effects” in political science. Some cases even become so much critical to solve, that the whole continent become affected by the problem. The impact of that ethnic conflict becomes so vulnerable, that the case has not been concealed nationally but also become an international phenomenon. In my case, the problem has become a huge threat to national and international security system. The hypothesis of the paper is to conducting possible security threat across the borders, particularly in the whole south-Asian region. The ethnic violence in Myanmar has some direct impact on social, political and economic processes at national and international levels. In fact, the conflict can result not only in destabilizing the trade and security of Myanmar, but also of the surrounding states. But my concern is focusing the ongoing security issue inside and across borders due to that conflict. That’s why, I think this is a very urgent matter to study and its totally connected with the problem of IR. (Koser 2005, pp- 12) International communities could not able to present perfect legislation or implement new constitution for that particular case so far in order to address the problem of security threat...
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...PALM BEACH ATLANTIC UNIVERSITY RINKER SCHOOL OF BUSINESS INTERNATIONAL MANAGEMENT BUI 4513 (01) (3 hour credit) SPRING 2014 RSC 1330 TR, 09:30 a.m. – 10:45 a.m. DR. JOE J. EASSA, JR. RSC 1354 (561) 803-2460 Cell Phone: (561) 758 -9792 E-mail: joe_eassa@pba.edu Susan Williams Rinker School of Business, Dean’s Assistant 561-803-2450 susan_williams@pba.edu PROFESSOR OFFICE HOURS: M 12:30 p.m. – 02:30 p.m. T 11:00 a.m. – 12:00 p.m. W 12:30 p.m. – 04:30 p.m. R 11:00 a.m. – 12:00 p.m. F 01:00 p.m. – 03:00 p.m. Otherwise, at the convenience of the student. COURSE DESCRIPTION: This course reviews and critically examines international management theory and practice. The course is divided into four main areas: 1) assessing the global environment, 2) examining the cultural context of global management, 3) formulating and implementing international strategy, and 4) exploring the dynamics of international human resources management. The main goal of this course is to give students a fundamental understanding of the environment in which international business operates and of the practices required to compete successfully in global markets. TEXTBOOK: Deresky, Helen, (2014). International Management: Managing Across Borders and Cultures. NJ: Prentice Hall (Pearson). 8th edition, ISBN: 978-0-13-306212-0. BUI 4513 (01) INTERNATIONAL MANAGEMENT PAGE 2 LEARNING OUTCOMES & ASSESSMENT MEASURES: Learning Outcome | Assessment | ...
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...Balancing Global and Local Strategic Contexts: Expatriate Knowledge Transfer, Applications and Learning within a Transnational Organization J. Barry Hocking Michelle Brown Anne-Wil Harzing Version January 2007 Accepted for Human Resource Management Copyright © 2003-2007 Barry Hocking, Michelle Brown and Anne-Wil Harzing. All rights reserved. Dr. Anne-Wil Harzing University of Melbourne Department of Management Faculty of Economics & Commerce Parkville Campus Melbourne, VIC 3010 Australia Email: anne-wil@harzing.com Web: www.harzing.com Balancing Global and Local Strategic Contexts: Expatriate Knowledge Transfer, Applications and Learning within a Transnational Organization Abstract In this paper we investigate how expatriates contribute to the transnational firm’s strategic objectives of global efficiency, national (‘local’) responsiveness, and worldwide learning. We focus on their knowledge applications and experiential learning, two assignment-based outcomes of potential strategic value to the firm. We assess how these outcomes are impacted by the expatriate’s everyday knowledge access and communication activities, measured by their frequency and geographic extent. Within our case organization, a prototype transnational firm, we find that the expatriates’ knowledge applications result from their frequent knowledge access and communication with the corporate headquarters and other global units of the firm. In contrast, their experiential learning derives from...
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...Psychology, University of Akron, Akron, OH 44325-4301, USA b University of Waterloo, Waterloo, Ontario, Canada Abstract This article discusses two means by which leaders can impact on subordinate self-regulatory processes Ð making particular patterns of values salient and activating specific subordinate selfconcepts. Research indicating compatible structures among values and self-identities is discussed, and it is suggested that such structures are automatically related by networks of mutual activation or inhibition. The potential of this framework for advancing leadership practice and research is also discussed. D 2001 Elsevier Science Inc. All rights reserved. 1. Introduction Most definitions of leadership share the common assumption that leaders influence subordinate's task and social behaviors (Yukl, 1992). However, the leadership literature, in general, has paid little attention to understanding the intervening mechanisms by which leaders influence followers. Instead, much of the research has focused on the relationship between a leader's behavior or traits and subordinates' satisfaction, behavior, and performance (Lord & Maher, 1991). In the present paper, we attempt to partially bridge this gap by focusing on two key intervening mechanisms Ð values and self-concepts Ð that link leader characteristics and important outcomes. We focus on these two constructs because of their important role in regulating behavior. Although there appears to be good reason to suspect that...
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...Psychology, University of Akron, Akron, OH 44325-4301, USA b University of Waterloo, Waterloo, Ontario, Canada Abstract This article discusses two means by which leaders can impact on subordinate self-regulatory processes Ð making particular patterns of values salient and activating specific subordinate selfconcepts. Research indicating compatible structures among values and self-identities is discussed, and it is suggested that such structures are automatically related by networks of mutual activation or inhibition. The potential of this framework for advancing leadership practice and research is also discussed. D 2001 Elsevier Science Inc. All rights reserved. 1. Introduction Most definitions of leadership share the common assumption that leaders influence subordinate's task and social behaviors (Yukl, 1992). However, the leadership literature, in general, has paid little attention to understanding the intervening mechanisms by which leaders influence followers. Instead, much of the research has focused on the relationship between a leader's behavior or traits and subordinates' satisfaction, behavior, and performance (Lord & Maher, 1991). In the present paper, we attempt to partially bridge this gap by focusing on two key intervening mechanisms Ð values and self-concepts Ð that link leader characteristics and important outcomes. We focus on these two constructs because of their important role in regulating behavior. Although there appears to be good reason to suspect that...
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