DOCSLIB.ORG

Entrepreneurial Excellence in the Knowledge Economy

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Entrepreneurial Excellence in the Knowledge Economy Entrepreneurial Excellence in the Knowledge Economy This page intentionally left blank Entrepreneurial Excellence in the Knowledge Economy Intellectual Capital Benchmarking Systems José Maria Viedma Marti and Maria do Rosário Cabrita © José Maria Viedma Marti and Maria do Rosário Cabrita 2012 Foreword © John S. Edwards 2012 Foreword © Leif Edvinsson 2012 Softcover reprint of the hardcover 1st edition 2012 978-1-137-02406-0 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No portion of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, Saffron House, 6–10 Kirby Street, London EC1N 8TS. Any person who does any unauthorized act in relation to this publication may be liable to criminal prosecution and civil claims for damages. The authors have asserted their rights to be identified as the authors of this work in accordance with the Copyright, Designs and Patents Act 1988. First published 2012 by PALGRAVE MACMILLAN Palgrave Macmillan in the UK is an imprint of Macmillan Publishers Limited, registered in England, company number 785998, of Houndmills, Basingstoke, Hampshire RG21 6XS. Palgrave Macmillan in the US is a division of St Martin’s Press LLC, 175 Fifth Avenue, New York, NY 10010. Palgrave Macmillan is the global academic imprint of the above companies and has companies and representatives throughout the world. Palgrave® and Macmillan® are registered trademarks in the United States, the United Kingdom, Europe and other countries. ISBN 978-1-349-43846-4 ISBN 978-1-137-02407-7 (eBook) DOI 10.1057/9781137024077 This book is printed on paper suitable for recycling and made from fully managed and sustained forest sources. Logging, pulping and manufacturing processes are expected to conform to the environmental regulations of the country of origin. A catalogue record for this book is available from the British Library. Library of Congress Cataloging-in-Publication Data Viedma Marti, Jose´ Ma. (Jose´ Maria) Entrepreneurial excellence in the knowledge economy : intellectual capital benchmarking systems / Jose´ Maria Viedma Marti and Maria do Rosa´rio Cabrita. p. cm. 1. Entrepreneurship. 2. Knowledge management. 3. Intellectual capital. I. Cabrita, Maria do Rosa´rio. II. Title. HB615.V448 2012 658.4Ј21—dc23 2012022125 10 9 8 7 6 5 4 3 2 1 21 20 19 18 17 16 15 14 13 12 We dedicate this book to all the active members of the Knowledge Management and Intellectual Capital Community. They were our main source of inspiration. Living with high-level intangibles such as equity, integrity, honesty and human dignity-principles give us the courage to innovate and take advantage of the opportunities Jose Maria Viedma Marti, Maria do Rosário Cabrita Contents List of Tables xi List of Figures xii Foreword by John S. Edwards xvi Foreword by Leif Edvinsson xviii Acknowledgements xx List of Abbreviations xxiii Introduction 1 1 The Knowledge Economy 10 1.1 Introduction 10 1.2 Toward a better understanding of the knowledge economy 13 1.2.1 The concept of a knowledge economy 13 1.2.2 Historical perspective 17 1.2.3 Knowledge as an economic resource 19 1.2.4 Epistemological assumptions 21 1.3 The key features of the knowledge economy 22 1.3.1 Knowledge intensity of economic activitie 23 1.3.2 Information and Communication Technologies (ICT) revolution 24 1.3.3 Globalization and deregulation 25 1.4 What is new in the knowledge economy? 26 1.5 Knowledge-based view of the firm 27 1.6 The drivers for the future wealth of individuals, organizations, regions and nations 29 1.6.1 Individuals 30 1.6.2 Organizations 32 1.6.3 Regions 33 1.6.4 Nations 36 1.7 Conclusions 38 2 Entrepreneurial Excellence in the Knowledge Economy Context: The Theoretical Foundations 40 vii viii Contents 2.1 Introduction 40 2.2 Entrepreneurial excellence in the knowledge economy context 42 2.2.1 Entrepreneurial phenomenon 42 2.2.2 Entrepreneurial excellence 44 2.3 The prevailing strategic perspective on achieving entrepreneurial excellence: good strategy formulation (business formula) and excellent strategy implementation (business recipe) 46 2.3.1 Strategy is about the direction of organizations 48 2.3.2 Strategy is about a systematic way of thinking and acting 55 2.3.3 Strategy formulation (business formula) 56 2.3.4 Strategy implementation (business recipe) 58 2.3.5 Sustainable competitive advantage and performance 60 2.4 The fundamental role of intangibles and intellectual capital on creating successful business formulas and building sound business recipes 61 2.4.1 The role of intangibles 62 2.4.2 Defining intellectual capital 68 2.4.3 Activity-based view 77 2.4.4 Resource-based view 79 2.4.5 Knowledge-based view 85 2.5 Intangibles and intellectual capital as key value drivers: the value creation process 87 2.5.1 Value-based management 87 2.5.2 The value creation process in the knowledge economy 90 2.5.3 Intangibles and intellectual capital as key value drivers 91 2.5.4 Intangible liabilities 93 2.6 In search of a comprehensive theory of intellectual capital 93 2.6.1 Assumptions and principles of the prevailing paradigm 94 2.6.2 Assumptions and principles of the new paradigm 98 2.6.3 Other new views and contributions 101 2.6.4 The formulation of a comprehensive theory of intellectual capital 106 2.7 Conclusions 108 Contents ix 3 The Practice of Entrepreneurial Excellence in the Knowledge Economy Context 110 3.1 Introduction 110 3.2 The state of the art of intellectual capital management and reporting 111 3.2.1 Measuring and reporting intellectual capital 112 3.2.2 Why, what and how to measure intangibles? 113 3.3 Non-strategy focused models 118 3.3.1 The EFQM Model 118 3.3.2 The Malcolm Baldrige Award 120 3.4 Strategy formulation models that do not break down intellectual capital into its constituent parts 124 3.4.1 The Value Explorer Model 125 3.4.2 Intellectual Capital Benchmarking System 129 3.5 Strategy implementation models which break intellectual capital down into its constituent parts 131 3.5.1 Classification of strategy implementation models 131 3.5.2 Intangible assets measuring models 134 3.5.3 InCaS-Made in Europe 161 3.6 Conclusions 168 4 Building an Integrative Methodology and Framework for Strategy Formulation 170 4.1 Introduction 170 4.2 Strategy formulation frameworks 172 4.2.1 The Acnur and Englyst model 173 4.2.2 The Boston Consulting Group (BCG) matrix 174 4.2.3 The five forces framework 176 4.2.4 A knowledge-based theory of the firm to guide strategy formulation 180 4.2.5 The SWOT analysis 182 4.2.6 Intellectual Capital Benchmarking System 192 4.3 The extended SWOT analysis 192 4.4 Business intelligence process 194 4.5 Benchmarking 195 4.5.1 Why benchmarking? 198 4.5.2 Selecting what to benchmark 198 4.5.3 Describing how to benchmark 200 4.5.4 Types of benchmarking 202 4.5.5 Strategic competitive benchmarking 206 4.5.6 The competitive gap 208 x Contents 4.6 The ICBS methodologies and frameworks: IICBS, OICBS, SCBC 209 4.7 Conclusion 216 5 Operations Intellectual Capital Benchmarking System (OICBS) 219 5.1 Introduction 219 5.2 The OICBS framework 220 5.3 The OICBS implementation process 227 5.4 Practical case 231 5.5 Benefits from using OICBS 240 6 Innovation Intellectual Capital Benchmarking System (IICBS) 242 6.1 Introduction 242 6.2 The IICBS framework 243 6.3 The IICBS implementation process 250 6.4 Benefits from using IICBS 253 6.5 Integrating IICBS and OICBS 254 7 Social Capital Benchmarking System (SCBS) 258 7.1 Introduction 258 7.2 Building the SCBS framework: theoretical background 259 7.2.1 Cluster resources and capabilities 260 7.2.2 Social capital as an important constituent of network organization 263 7.2.3 Social capital as the main source of cluster sustainable competitive advantage 266 7.2.4 Profiting from social capital when building networked organizations: the need to benchmark 268 7.3 Building the SCBS general framework 270 7.3.1 From the general to the specific SCBS framework 274 7.3.2 The key role of social capital benchmarking in the framework construction 276 7.4 The SCBS implementation 276 7.5 Benefits from using SCBS 278 8 Conclusions 282 References 286 Index 307 List of Tables 2.1 Strategy definitions 52 2.2 Classification of intangibles according to Sveiby 65 2.3 Definitions of intellectual capital 69 2.4 Summary of intellectual capital classifications 72 2.5 Barriers to resource duplication 80 2.6 Key questions on successful core competencies 85 3.1 Differences between financial accounting and measurement of IC 112 3.2 Fundamental concepts of excellence 120 3.3 The Malcolm Baldrige Award criteria 122 3.4 The value explorer method application 127 3.5 Testing core competence strengths and weaknesses 128 3.6 Methods for measuring intangibles 132 3.7 Intellectual capital models classification 135 3.8 Intangible assets monitor 146 3.9 Factors affecting the selection of IC forms, weightings and indicators 151 4.1 Ten knowledge strategy issues 184 4.2 Benchmarking definitions 196 6.1 OICBS and IICBS equivalent concepts and terms 257 xi List of Figures I.1 Formulating good strategies and implementing excellent strategies 4 I.2 Book navigation map 6 1.1 Historic evolution of knowledge importance in the economy 15 1.2 The key features of the knowledge economy 23 2.1 On achieving excellence in the knowledge economy 41 2.2 Intelligent enterprise network
Load more

Recommended publications
  • CGMA TOOL – How to Develop a Strategy Map the Strategy Pyramid
    CGMA TOOL How to Develop a Strategy Map coNteNts Two of the world’s most prestigious accounting bodies, the AICPA and CIMA, have formed a joint venture to establish the Chartered Global Management Accountant (CGMA) designation to elevate the profession of management accounting. The designation recognises the most talented and committed management accountants with the discipline and skill to drive strong business performance. Introduction 2 The Strategy Pyramid 3 Step 1: Specify an Overriding Objective 5 Step 2: Choose the Value Proposition 6 Step 3: Choose the Financial Strategies 7 Step 4: Choosing the Customer Strategies 8 Step 5: Execute Through the Internal Perspective Strategies 9 Step 6: Plan the Learning and Growth Strategies 10 Validating and Cascading the Strategy Map 11 Conclusion 12 1 INTRodUctioN The vast majority of organisations have well-defined procedures for developing strategic plans. And for the most part, the result of their planning exercises are good, solid, strategies designed to move the entity forward and provide sustainable, even superior, returns. But there is often a major disconnect between the formulation and execution phases of strategy. The ability to cascade an organisation’s vision, mission and core strategies into actionable behaviours that achieve critical objectives continues to be a challenge for most organisations. As the saying goes, “a picture is worth a thousand words.” Strategy maps, pioneered by Balanced Scorecard founders Robert Kaplan and David Norton, allow organisations to describe and communicate their strategies concisely and succinctly and close the gap between formulation and successful implementation of strategy. Strategy maps describe how organisations create value by building on strategic themes such as “growth” or “productivity.” These themes determine what specific strategies organisations will adopt at their customer, process, and learning and growth levels.
    [Show full text]
  • Design and Development of a Third Generation Balanced Scorecard
    Journal of Multidisciplinary Engineering Science Studies (JMESS) ISSN: 2458-925X Vol. 6 Issue 11, November - 2020 Design and development of a Third Generation Balanced Scorecard Prototype that facilitates strategic implementation in automotive organizations Braulio López Morales1 Dr. Roberto Baeza Serrato1 University of Guanajuato, Multidisciplinary Studies University of Guanajuato, Multidisciplinary Studies Department Department Guanajuato, México. Guanajuato, México. [email protected] [email protected] Abstract — The present document aims to Currently, the growth of this sector continues to rise, design and develop a Third Generation Balanced integrating new countries in automotive production, Scorecard (BSC) prototype with the purpose of while trends in this market are constantly changing. facilitate the planning, execution and monitoring Following this scheme of accelerated changes in a of an organizational strategy through the use of highly globalized industry such as the automotive visual elements that speed up the reading of sector, the emergence of an important aspect for the performance in the strategic execution, therefore development of the sector is predicted according to [3], is integrated into BSC: a strategic map with the related with the migration of automotive propulsive causal relationship among objectives and methods, becoming indispensable the avant-garde of destination statements, preserving the 4 original the organizations to remain competitive in the sector, perspectives of the BSC, responsible positions requiring in some cases an internal restructuring to and graphics that allow monitoring the gradual adapt to the new market trends. progress of the goals. Thus, it contributes to the implementation of a strategy within the Based on the growth of these markets and their automotive sector and to the simplification of the competitiveness, is crucial for companies to evaluate use of this tool.
    [Show full text]
  • Focusing Your Organization on Strategy—With the Balanced Score- Card, 2Nd Edition Putting the Balanced Scorecard to Work
    C O L L E C T I O N www.hbr.org Focusing Your Organization Your strategy’s on Strategy—with the brilliant—but can you execute it? Balanced Scorecard, 2nd Edition Included with this collection: 2 Putting the Balanced Scorecard to Work by Robert S. Kaplan and David P. Norton 19 Measuring the Strategic Readiness of Intangible Assets by Robert S. Kaplan and David P. Norton 35 Using the Balanced Scorecard as a Strategic Management System by Robert S. Kaplan and David P. Norton 49 Having Trouble with Your Strategy? Then Map It by Robert S. Kaplan and David P. Norton Product 5933 Collection Overview The Articles The Balanced Scorecard has transformed 3 Article Summary companies around the globe. This revolu- tionary performance management sys- 4 Putting the Balanced Scorecard to Work by Robert S. Kaplan and David P. Norton tem has been helping top executives set Your Balanced Scorecard provides a top-down description of your company’s strategy and corporate strategy and objectives—and your assumptions about the corporate objectives and measures needed to implement that translate them into a coherent set of mea- strategy. sures—since 1992. To begin building your scorecard, ask: “If we successfully implement our strategy, how will What makes the Balanced Scorecard so we look different to our shareholders and customers? How will our internal processes powerful? It transforms strategy into a change? What will happen to our ability to innovate and grow? What are each scorecard perspective’s critical success factors? What metrics will tell us whether we’re addressing continuous process owned by every em- those factors as planned?” ployee, not just top managers.
    [Show full text]
  • Third Generation Balanced Scorecards for Libraries: from Measuring Instrument to Core Strategic Management Tool
    1 Third generation Balanced Scorecards for libraries: from measuring instrument to core strategic management tool Monica Hammes Department of Library Services of the University of Pretoria Abstract Over a period of seventeen years the Balanced Scorecard has evolved from a performance measurement instrument to a key strategic management tool firmly entrenched in the business world and also used by many non-profit organizations. The article first sketches the key points in this history and how it has been used by the library. A case study is then described of a recent BSC implementation for the University of Pretoria Library Service’s Open Scholarship Programme. The conclusion is that the balanced scorecard and in particular its associated strategy map is a useful tool for translating, communicating and implementing strategy. Introduction When the Balanced Scorecard (BSC) was introduced in 1992 it was a response to the growing realisation that financial measures are inadequate to describe the performance of an organization or to use as a basis for decision making. Robert Kaplan and David Norton, who created the concept, aimed to broaden performance management by including three additional perspectives: customers, internal business processes, learning and growth. Apart from giving a more balanced view of an organization’s performance it was also argued that financial performance is a lag indicator, telling you what already happened without any indication of the organization’s readiness for future development and growth. In seventeen years it has gone through three developmental phases, or generations, evolving “to be a strategic management tool that involves a wide range of managers in the strategic management process, provides boundaries of control, but is not prescriptive or stifling and most importantly removes the separation between formulation and implementation of strategy” (Lawrie & Cobbold, 2004).
    [Show full text]
  • O BSC Na Gestão De Desempenho Do Ensino Secundário Público
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by The Repositório Aberto UNIVERSIDADE ABERTA Dissertação de Mestrado - Comércio Electrónico e Internet O BSC na Gestão de Desempenho do Ensino Secundário Público . Joaquim António Silva Moreira dos Santos (Licenciado) Orientador: Prof. Doutor Carlos M. J. Costa Dezembro de 2009 O BSC na Gestão da Performance do Ensino Secundário Público. Imagem da capa: o Bloco emitido pelos CTT (Correios de Portugal, S.A.) em 15 de Dezembro de 2008, alusivo ao tema “ Novas Tecnologias de Informação ”, de valor facial de € 3,00. o Design: João Machado o Refª Nº: 20083212199 “O Programa @ escola, lançado pelo Governo em Junho de 2007, tem como objectivo o financiamento de acções que facilitem o acesso à sociedade de informação, de modo a promover a info-inclusão (…) Em Novembro de 2007, o Programa @ escola recebeu de uma marca tecnoló- gica internacional, o Best European Project Award, por ter sido reconhecido como um projecto inovador que contribuiu decisivamente para o desenvolvi- mento da sociedade de informação (…)”. (CTT, 2008 ) 2 O BSC na Gestão da Performance do Ensino Secundário Público. Índice Pág nº Índice de Figuras. 7 Índice de Tabelas. 8 Índice de Gráficos. 9 Agradecimentos. 10 Listagem de Acrónimos. 11 Glossário de Termos. 13 Resumo e Palavras-Chave. 20 Abstract and Keywords. 21 1 Introdução . 1.1. - Contextualização do Problema. 22 1.2. - Questão de Investigação. 25 1.3. - Objectivos da Investigação. 25 1.4. - Metodologia de Investigação. 26 1.5. – Estrutura da Dissertação. 26 2 Enquadramento Teórico: Revisão de Literatura .
    [Show full text]
  • Strategy Mapping: Applying a Six-Step Process To
    Strategy Mapping APPLYING A SIX-STEP PROCESS TO YOUR ORGANIZATION Cam Scholey What is the issue? In many organizations there is a gap between strategy formulation and strategy execution. Why is it important? Without alignment between formulating and executing a strategy, an organization will not perform to its maximum capability. What can be done? Strategy mapping provides a visual representation of how an organization can align its resources and capabilities to achieve its strategic objectives. MANAGEMENT ACCOUNTING GUIDELINE GUIDELINE CONTENTS Strategy Mapping Overview 2 What is RAISE and How does it Apply to Strategy Mapping? 3 Step 1: Specify an Overriding Objective 6 Step 2: Determine the Dominant Value Proposition 7 Step 3: Choose the Key Financial Strategies 9 Step 4: Choose the Key Customer Strategies 11 Step 5: Execute Through the Internal Perspective Strategies 13 Step 6: Plan the Learning and Growth Strategies 15 In Summary 19 Additional Sources of Information 19 2 Strategy Mapping Overview The majority of organizations have well-defined procedures for developing strategic plans. However, there is a major disconnect between the formulation and execution phases of strategy. The ability to cascade an organization’s mission, core values, and vision into actionable behaviours that achieve critical objectives is more difficult than much of what current strategy literature suggests. Failure to execute strategy leads to disappointing results, as well as shareholder and board frustration. It also accounts for high levels of executive turnover. A new tool called strategy mapping can be incredibly useful in the strategy execution phase. What is Strategy Mapping? Strategy mapping is a strategic tool that has revolutionized the way strategy is formulated and executed.
    [Show full text]
  • Marketing & Strategy
    “In peace prepare for war, in war prepare for peace. The art of war is of vital importance to the state.” 512 BC Structure 1. What is Strategy? 2. Strategic Analysis 3. Strategy Development 4. Strategy Implementation 1. What is Strategy? Carl von Clausewitz “Tactics is the art of using troops in battle; strategy is the art of using battles to win wars.” Helmuth Karl Bernhard Graf von Moltke “Strategy is the practical adaptation of the means placed at a general's disposal to the attainment of the object in view.” Michael E Porter “Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value.” Porter (1996:64) Subhash C Jain „Strategy in a firm is a pattern of major objectives, purposes, or goals ... ... and essential policies and plans for achieving those goals... ..., stated in such way as to define ... ...what business the company is in or is to be in and the kind of company it is or is to be.“ (Jain 2004 p. 9) Marketing Strategy Marketing strategy deals essentially with the interplay of three forces: – the customer, the competition, and the corporation (strategic three Cs) Characteristics of good marketing strategy: – A clear market definition – A good match between corporate strengths and the needs of the market; – Superior performance in the key success factors of the business Based on the interplay of the three Cs, strategy requires three decisions: − Where to compete (market, segments, …)? − How to compete (means for competing)? − When to compete (timing)? (Jain 2004) Put differently … Strategy development is a question‐based process: – Where are we now? – Where would we like to go? – How do we get there? (Peter Edelmann, Senior Executive President Voith Turbo) 2.
    [Show full text]
  • Conceptual Foundations of the Balanced Scorecard Working Paper
    Conceptual Foundations of the Balanced Scorecard Robert S. Kaplan Working Paper 10-074 Copyright © 2010 by Robert S. Kaplan Working papers are in draft form. This working paper is distributed for purposes of comment and discussion only. It may not be reproduced without permission of the copyright holder. Copies of working papers are available from the author. Conceptual Foundations of the Balanced Scorecard1 Robert S. Kaplan Harvard Business School, Harvard University 1 Paper originally prepared for C. Chapman, A. Hopwood, and M. Shields (eds.), Handbook of Management Accounting Research: Volume 3 (Elsevier, 2009). 1 Conceptual Foundations of the Balanced Scorecard Abstract David Norton and I introduced the Balanced Scorecard in a 1992 Harvard Business Review article (Kaplan & Norton, 1992). The article was based on a multi-company research project to study performance measurement in companies whose intangible assets played a central role in value creation (Nolan Norton Institute, 1991). Norton and I believed that if companies were to improve the management of their intangible assets, they had to integrate the measurement of intangible assets into their management systems. After publication of the 1992 HBR article, several companies quickly adopted the Balanced Scorecard giving us deeper and broader insights into its power and potential. During the next 15 years, as it was adopted by thousands of private, public, and nonprofit enterprises around the world, we extended and broadened the concept into a management tool for describing, communicating and implementing strategy. This paper describes the roots and motivation for the original Balanced Scorecard article as well as the subsequent innovations that connected it to a larger management literature.
    [Show full text]
  • Strategy Planning for the Future
    Strategically Planning for the Future Workshop for Executive Leadership and Management Team Members DRCHSD Team September 19, 2018 1 Workshop Agenda • Introductions • Strategy Map ◦ Group Exercise • Balanced Scorecard (BSC) ◦ Measurement ◦ Group Exercise • Revenue Cycle Management Key Performance Indictors • Resources • Wrap Up 2 Workshop Objectives • Share tools to develop a Strategy Map and Balanced Scorecard (BSC) to position for the future: ◦ Support the implementation of consultant recommended best practices ◦ Operationalize the consultant recommended transition to value strategies ◦ Communicate action steps in preparing for population health 3 Aiming for the Vision 4 Adapted “Creative Tension” model by Peter Senge, et. al. Strategic Planning Cycle 5 Consultation Action Plans: How To Integrate Various Initiatives? Work Force Strategic Planning • Engage and educate managers and front-line staff on value- based models and emphasize team-based care to support • Create a shared vision of value and understand the role patient-centered services rural hospitals and providers have in the transition to value- • Educate, partner and align with physicians and other local and based models regional primary care providers • Assess culture to obtain feedback on needs, development, improvement and employee recognition Leadership • Invest in provider and hospital leadership development programs that include board of Results: Impact and Outcomes directors, managers and clinical staff Integration • Collect and share rural relevant data with • Identify
    [Show full text]
  • Book of Abstracts
    BOOK OF ABSTRACTS The European Congress of Quality is an annual event that started in 1957. Professionals from Europe and around the world come to meet, learn and benchmark. High-level speakers present over two days on important and/or timely topics on Quality in its broad sense. 25 years after the last time it took place in Portugal, it will take place for the third time in the country in 2019, under the title: Rediscovering Quality! Organized by: www.eoqcongress2019.apq.pt [This document is currently being updated] Summary DAY 1 ..................................................................................................................................... 3 OPENING SESSION ......................................................................................................................................... 3 PLENARY SESSION – REDISCOVERING QUALITY CONCEPTS .......................................................................... 3 PARALLEL SESSIONS 1 – QUALITY CONCEPTS AND APPROACHES: ............................................................... 3 P1A – Quality New Ideas and Concepts I ................................................................................................. 3 P1B – Quality Models and Standards....................................................................................................... 6 P1C – Quality Tools and Applications I..................................................................................................... 8 P1D – Reliable Quality (metrology, reliability, risk management,
    [Show full text]
  • Porter's Competitive Strategies Influence on Performance of Mobile
    International Journal of Scientific Research and Management (IJSRM) ||Volume||07||Issue||02||Pages||EM-2019-1014-1022||2019|| Website: www.ijsrm.in ISSN (e): 2321-3418 Index Copernicus value (2016): 93.67, (2017):89.90, DOI: 10.18535/ijsrm/v7i2.em05 Porter’s Competitive Strategies Influence on Performance of Mobile Telecommunication Companies in Kenya Asena Muganda David Kibabii University School of Business and Economics P.O Box 1699-50200 Bungoma, Kenya Abstract: The purpose of the study was to establish the relationship between Porter’s competitive strategies and performance of mobile telecommunication companies in Kenya. More specifically the study sought to determine the influence of cost leadership, differentiation and market focus strategies on performance of mobile telecommunication companies in Kenya. The target population of the study comprised of 241 management staff drawn from; Safaricom PLC, Airtel, Telkom and Equitel mobile telecommunication companies in Kenya. A sample of 117 respondents was selected purposively for the study. The study adopted a mixed method of explanatory and cross sectional survey research design approach. The research utilized both primary and secondary data. The data obtained was summarized using descriptive and inferential statistics. Pearson’s correlation was used to determine the relationship between the variables, and multiple regression to determine the influence of Porter’s competitive strategies on performance of mobile telecommunication companies. The study concluded that Porter’s competitive strategies; cost leadership, differentiation and market focus strategies adopted by the telecommunication companies had a positive significant influence on their performance in terms of sales and market share in customer’s subscription. The study recommended that mobile telecommunication companies in Kenya should embrace Porter’s competitive strategies more to continue achieving competitive advantage and enhance their performance.
    [Show full text]
  • IT Strategy Maps: a Tool for Strategic Alignment
    WHITE PAPER: STRATEGIC ALIGNMENT IT Strategy Maps: A Tool For Strategic Alignment Forrester Research November 21, 2005 IT Strategy Maps: A Tool For Strategic Alignment by Craig Symons BEST PRACTICES Helping Business Thrive On Technology Change BEST PRACTICES November 21, 2005 IT Strategy Maps: A Tool For Strategic Alignment Visual Representation Of Strategy Makes IT-Business Communication Easier by Craig Symons with Laurie Orlov, Samuel Bright, and Katherine Brown EXECUTIVE SUMMARY Aligning IT and business strategy remains the No. 1 or No. 2 business IT issue year after year. But no matter how much focus and attention this subject receives, little progress seems to be made. Forrester recommends that 1) firms start measuring strategic alignment as part of the “you can’t manage what you don’t measure” philosophy, and 2) start using strategy maps to build consensus around strategic objectives and communicate this strategy to all stakeholders. By creating a picture of strategic objectives, making strategy visible in a strategy map makes it easier to communicate and drive alignment, thus embodying another familiar philosophy — a picture is worth 1,000 words. TABLE OF CONTENTS NOTES AND RESOURCES 2 Strategy Maps Present Business Strategy For this document Forrester spoke with a range From Four Perspectives of firms, including: Amazon.com, Dell, Honda, The Financial Perspective — Strategies Create Nieman Marcus, Nordstrom, Procter & Gamble, Value Southwest Airlines, and Toyota. The Customer Perspective — How Will The Firm Differentiate? Related
    [Show full text]