The Experts below are selected from a list of 150831 Experts worldwide ranked by ideXlab platform

Charles W L Hill - One of the best experts on this subject based on the ideXlab platform.

  • establishing a standard Competitive Strategy and technological standards in winner take all industries
    Academy of Management Perspectives, 1997
    Co-Authors: Charles W L Hill
    Abstract:

    Executive Overview The ability of a firm to establish its technology as an industry standard is a critical determinant of its long-term Competitive position and success. Witness, for example, the successes of Microsoft and Intel, whose technologies define standards in today's personal computer industry. The strategic options that a firm might adopt in order to establish its technology as a standard include licensing, entering into strategic alliances, adopting an appropriate positioning Strategy, and diversifying into the production of complementary products. There are benefits, costs, and risks associated with each of these options. The key factors that have an impact on the scale of these outcomes include the height of barriers to imitation, the capabilities of the firm's competitors, the firm's own resources and skills, and the availability of complementary products. These factors influence the particular Competitive Strategy that a firm adopts.

Herman J.m. Vande Putte - One of the best experts on this subject based on the ideXlab platform.

  • Corporate real estate and Competitive Strategy
    Journal of Corporate Real Estate, 2007
    Co-Authors: Bas P. Singer, Bart Bossink, Herman J.m. Vande Putte
    Abstract:

    Purpose – The purpose of this paper is to investigate how organisations use a corporate real estate Strategy to support their Competitive Strategy. It provides a theoretical and empirical overview and analysis of effective combinations of firms' real estate and Competitive strategies.Design/methodology/approach – The paper constructs a model that integrates three real estate strategies and three types of Competitive strategies. Case studies in ten multinational firms in The Netherlands apply the model, and describe and analyse the combinations of the firms' real estate – and Competitive strategies.Findings – A standardisation real estate Strategy supports all three Competitive strategies: lowest costs, differentiation, and focus. A value‐based real estate Strategy supports a Competitive Strategy of differentiation and differentiation‐focus, and does not contribute to a Competitive Strategy of lowest costs, or lowest costs‐focus. Finally, an incremental real estate Strategy is ambiguous, and does not suppo...

Bas P. Singer - One of the best experts on this subject based on the ideXlab platform.

  • Corporate real estate and Competitive Strategy
    Journal of Corporate Real Estate, 2007
    Co-Authors: Bas P. Singer, Bart Bossink, Herman J.m. Vande Putte
    Abstract:

    Purpose – The purpose of this paper is to investigate how organisations use a corporate real estate Strategy to support their Competitive Strategy. It provides a theoretical and empirical overview and analysis of effective combinations of firms' real estate and Competitive strategies.Design/methodology/approach – The paper constructs a model that integrates three real estate strategies and three types of Competitive strategies. Case studies in ten multinational firms in The Netherlands apply the model, and describe and analyse the combinations of the firms' real estate – and Competitive strategies.Findings – A standardisation real estate Strategy supports all three Competitive strategies: lowest costs, differentiation, and focus. A value‐based real estate Strategy supports a Competitive Strategy of differentiation and differentiation‐focus, and does not contribute to a Competitive Strategy of lowest costs, or lowest costs‐focus. Finally, an incremental real estate Strategy is ambiguous, and does not suppo...

  • Corporate Real Estate and Competitive Strategy
    Serie Research Memoranda, 2007
    Co-Authors: Bas P. Singer, Bart Bossink, J.m. Van De Putte
    Abstract:

    Purpose. The purpose of his paper is to investigate how organisations use a corporate real estate Strategy to support their Competitive Strategy. It provides a theoretical and empirical overview and analysis of effective combinations of firms' real estate- and Competitive strategies. Design/methodology/approach. The paper constructs a model that integrates three real estate strategies and three types of Competitive strategies. Case studies in ten multinational firms in the Netherlands apply the model, and describe and analyse the combinations of the firms' real estate- and Competitive strategies. Findings. A standardisation real estate Strategy supports all three Competitive strategies: lowest costs, differentiation, and focus. A value-based real estate Strategy supports a Competitive Strategy of differentiation and differentiation-focus, and does not contribute to a Competitive Strategy of lowest costs, or lowest costs-focus. Finally, an incremental real estate Strategy is ambiguous, and does not support any of the three Competitive strategies. Originality/value – The paper constructs a literature-based model that combines real estate Strategy and Competitive Strategy. It applies the model in a study of ten cases. Practitioners can use the model to analyse and reconsider the combination of their organisation's real estate Strategy and Competitive Strategy. Academics can use the qualitative research results to design further research that qualifies and quantifies the relationship between various elements of real estate- and Competitive Strategy.

Malcolm Patterson - One of the best experts on this subject based on the ideXlab platform.

  • do organizational climate and Competitive Strategy moderate the relationship between human resource management and productivity
    Journal of Management, 2005
    Co-Authors: Andrew Neal, Michael West, Malcolm Patterson
    Abstract:

    This study examined whether the effectiveness of human resource management (HRM) practices is contingent on organizational climate and Competitive Strategy. The concepts of internal and external fit suggest that the positive relationship between HRM and subsequent productivity will be stronger for firms with a positive organizational climate and for firms using differentiation strategies. Resource allocation theories of motivation, on the other hand, predict that the relationship between HRM and productivity will be stronger for firms with a poor climate because employees working in these firms should have the greatest amount of spare capacity. The results supported the resource allocation argument.

Juan A Trespalacios - One of the best experts on this subject based on the ideXlab platform.

  • how organizational learning affects a firm s flexibility Competitive Strategy and performance
    Journal of Business Research, 2012
    Co-Authors: Maria Leticia Santosvijande, Jose Angel Lopezsanchez, Juan A Trespalacios
    Abstract:

    article i nfo An organization's ability to learn is a key strategic capability to compete in modern markets. This research seeks to achieve an in-depth understanding of learning's contribution to a firm's Competitiveness by analyz- ing how organizational learning (OL), understood as a dynamic capability, shapes firms' strategic flexibility and Competitive Strategy implementation to ultimately improve customer, financial, and market-related per- formance. This article proposes that OL acts as a forerunner of a firm's ability to adapt to evolving market con- ditions (strategic flexibility), and that OL and flexibility simultaneously foster the implementation of differentiation and cost-leadership strategies. This strategic behavior allows firms to reduce costs without damaging differentiation levels, and to improve customer and business performance. The study employs structural equation modeling (SEM) to evaluate the causal links that the research model depicts. Data anal- ysis follows from a sample of 181 medium-sized Spanish manufacturing firms. The results confirm the expected relationships and reveal OL to be an important instrument in modern markets to provide customer value and to improve organizational performance by means of efficient Competitive Strategy design and flex- ible adaptation to rapid market evolution.