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1. |
Environmental Regulation For Competitive Advantage |
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Business Strategy Review,
Volume 2,
Issue 1,
1991,
Page 1-15
Scott Barrett,
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PDF (1019KB)
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摘要:
The public's increasing demand for environmental protection will inevitably increase the demands for environmental regulation. But this need not be bad news for industry. Companies will often find that their interests coincide with those of the regulators, and astute players will try to shape the regulation accordingly.
ISSN:0955-6419
DOI:10.1111/j.1467-8616.1991.tb00144.x
出版商:Blackwell Publishing Ltd
年代:1991
数据来源: WILEY
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2. |
Managing Relationships With Customers And Suppliers: Law, Economics And Strategy |
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Business Strategy Review,
Volume 2,
Issue 1,
1991,
Page 17-34
J A Kay,
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PDF (1089KB)
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摘要:
Vertical relationships – contracts or ownership and control, enable firms to exercise extensive control and influence over a supplier or retailer. Such vertical links can increase firms’competitiveness in a whole range of ways. Some of these – reducing costs through integrating processes or ensuring effective product retailing also serve the consumer interest. Others, preventing retailers from offering competing products, for example, don't; and this explains the suspicion with which such links are often viewed by the competition authorities. The consequence is that strategy for vertical relationships must encompass commercial, economic and legal dimensions. It is a key element in corporate strategy in many indus
ISSN:0955-6419
DOI:10.1111/j.1467-8616.1991.tb00145.x
出版商:Blackwell Publishing Ltd
年代:1991
数据来源: WILEY
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3. |
Turning Technology Into Competitive Advantage |
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Business Strategy Review,
Volume 2,
Issue 1,
1991,
Page 35-48
Peter Grindley,
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PDF (922KB)
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摘要:
Firms often think that technology is the quick way to business success, allowing them to bypass other business problems and to leap ahead of competitors. Such strategies are rarely successful. Technology can only be effective if it is fully integrated into the firm's business, stressing its commercialization. What appears to be a technological edge usually rests on an organizational structure which either enables the firm to generate successive innovations, or to handle the implementation of technology more effectively than competitors. This is the only way to generate lasting technology‐related competitive advantag
ISSN:0955-6419
DOI:10.1111/j.1467-8616.1991.tb00146.x
出版商:Blackwell Publishing Ltd
年代:1991
数据来源: WILEY
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4. |
Continental Mergers Are Different |
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Business Strategy Review,
Volume 2,
Issue 1,
1991,
Page 49-70
Evan Davis,
Graham Shore,
David Thompson,
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PDF (1483KB)
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摘要:
In recent years, business has been heavily preoccupied with two themes: merger and acquisition activity, and the development of the Single European Market. The topic of this paper combines the two: Continental mergers. The authors argue that the costs and benefits of Continental mergers are different from those of their domestic counterparts, and they need to be handled in different ways. This has implications both for the form of integration and for the way in which it is implemented. Most important, it is relevant to the selection of the right partner.
ISSN:0955-6419
DOI:10.1111/j.1467-8616.1991.tb00147.x
出版商:Blackwell Publishing Ltd
年代:1991
数据来源: WILEY
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5. |
Managerial Buyouts, Incentives And Performance |
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Business Strategy Review,
Volume 2,
Issue 1,
1991,
Page 71-83
Ken Robbie,
Steve Thompson,
Mike Wright,
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PDF (711KB)
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摘要:
The managerial buyout (MBO) is a means of motivating senior managers and institutional investors to increase their monitoring efforts and so raise the performance of the firm. This paper suggests that the typical MBO contains a mix of incentives which motivate managers by raising the rewards for success and increasing the penalties for failure. At the same time, the relationship between the new company and its institutional backers encourage the latter to monitor the efforts and achievements of the management team. Such a structure appears useful in raising the performance of divested divisions, particularly in mature industries.
ISSN:0955-6419
DOI:10.1111/j.1467-8616.1991.tb00148.x
出版商:Blackwell Publishing Ltd
年代:1991
数据来源: WILEY
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6. |
Distribution: Japan's Hidden Advantage |
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Business Strategy Review,
Volume 2,
Issue 1,
1991,
Page 85-105
Peter J. Williamson,
Hideki Yamawaki,
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PDF (1237KB)
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摘要:
For the exporter the distribution channel is critical. It determines the presentation of products to the customer. It is often argued that the complexity of Japanese distribution channels is an important barrier to Western exporters. Whilst this is true, Japanese exporters faced an equal hurdle in exporting to the West. The key to overcoming this hurdle has been a strategy of significant investment by Japanese companies in distribution. This strategy is a central – although often unrecognised – factor in the success of Japanese exporters to the West. It is Japan's “hidden advan
ISSN:0955-6419
DOI:10.1111/j.1467-8616.1991.tb00149.x
出版商:Blackwell Publishing Ltd
年代:1991
数据来源: WILEY
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