New business development in mature firms

New business development (NBD) is one of the main strategic options for the ‘mature’ company. The authors discuss the reasons why NBD should be considered and suggest a framework for developing new businesses. The results of a two year investigation of a sample of 14 UK companies' NBD initiatives are presented. Half of the sample have either abandoned or are reducing their new business activities. The reasons are manifold and relate to a failure to define specifically the role of the NBD initiatives; a lack of appreciation of the risks, long time spans for development and the high financial commitment associated with NBD; a weakening of the mainstream business (this in itself suggesting that companies often leave NBD ‘too late’); and a naive approach toward marketing. Some lessons for mature companies' future involvement in NBD are drawn.     

Performance evaluation based on multiple attributes with nonparametric frontiers

Performance rating and comparison of a group of entities is frequently based on the values of several attributes. Such evaluations are often complicated by the absence of a natural or obvious way to weight the importance of the individual dimensions of the performance. This paper proposes a framework based on nonparametric frontiers to rate and classify entities described by multiple performance attributes into ‘performers’ and ‘underperformers’. The method is equivalent to Data Envelopment Analysis (DEA) with entities defined only by outputs. In the spirit of DEA, the weights for each attribute are selected to maximize each entity’s performance score. This approach, however, results in a new linear program that is more direct and intuitive than traditional DEA formulations. The model can be easily understood and interpreted by practitioners since it conforms better to the practice of evaluating and comparing performance using standard specifications. We illustrate the model’s use with two examples. The first evaluates the performance of employees. The second is an application in manufacturing where multiple quality attributes are used to assess and compare performance of different manufacturing processes.     

Integrated logistics-call in the revolutionaries!

This paper argues that the ability of logistics to achieve its aim of efficient and effective interfunctional co-ordination is hindered by the particular paradigm to which it unwittingly adheres. We begin by defining and setting out the objectives of both ‘traditional’ and ‘non-traditional’ forms of logistics, and demonstrate that there is doubt about whether even the newer form can achieve proper interfunctional co-ordination or gain widespread acceptance in the practitioner community. In order to understand why, it is suggested that an analysis is required of the theoretical assumptions upon which contemporary logistics is based. Despite recent developments in logistics it may be that it is some unquestioned paradigm, upon which all logisticians hitherto have relied, which is preventing genuine progress being made. A paradigm analysis is conducted which reveals that both traditional and non-traditional logistics are ‘functionalist’ in nature. It is argued that the main problems faced by logistics derive from this. Logistics suffers from the failings of functionalist thinking and its ambitions will continue to be frustrated unless it is able to achieve an ‘epistemological break’ from functionalism. Logisticians must look towards other paradigms in order to progress. Logistics is in need of its own revolutionaries.     

Defining and Dimensionalising Diversity:: Evidence from Corporate Websites across Europe

The corporate ‘diversity statement’ is a new tool increasingly used by large companies to promote diversity management policies on their websites. Through an examination of these on-line texts, we identify how companies construct the meaning of ‘diversity’ through its dimensions. Few companies actually define diversity. However, dimensions of diversity cover a wide-ranging set of individual differences, not just gender and race but other visible and less visible differences that might lead to discrimination in the workplace. By comparing statements from 241 top companies in eight countries (Finland, France, Germany, Netherlands, Norway, Sweden, Switzerland and the UK), we reveal how the definition of ‘diversity’ and its dimensions as used on websites varies across Europe.     

Retail competition in the fast-moving consumer goods industry: The case of France and the UK

UK retailers in the fast-moving consumer goods industry focus their strategy on building loyalty through quality ‘own’ labels. By contrast, French retailers compete aggressively on price. Judy and Marcel Corstjens, and Rajiv Lal argue that either a ‘two-tier’ or parallel system will evolve in the future or a national industry will tend to oscillate from one strategy to another. Retailers must decide which of the two strategies they will consistently adopt.     

Integrating strategic issues into strategic management

The notion of a ‘strategic issues’ is rather pervasive in the field of planning in both conceptual [5, 19] and practical contexts. For instance, sometime ago the Wall Street Journal [41] reported that at least 50 large firms have created positions of ‘issues management director’; a dramatic increase in the number of such positions. ‘True’ strategic issues have a readily apparent importance to any organization; yet the process of identifying such issues and of integrating them into strategic planning and management is not well developed. Most treatments of strategic issues deal only with specific segments of the overall process through which relevant issues may be initially identified and finally translated into appropriate strategy [e.g. 5, 17]. This paper demonstrates that it is practical to develop a comprehensive process of ‘strategic issue management’ (SIM) that will facilitate the systematic identification, assessment and analysis of such issues. Such a process can ensure that issue-related factors are fully integrated into the formulation and implementation of strategy and plans. As such, SIM is a process whereby strategic issues may become an integral element of strategic management.     

Hypermaps: a representation of perceptions in conflicts

An approach to the modelling of conflicts, which is based upon personal construct psychology, is described. Use is made of the idea of cognitive mapping as a way of representing individual perceptions of a situation, and the relationships between the maps held by individuals who are in conflict are expressed by introducing the concept of ‘hypermaps’. The resulting implications for applications of the hypergame approach in practical studies are discussed     

Production lot sizing with process deterioration and machine breakdown under inspection schedule

The paper develops integrated production, inventory and maintenance models for a deteriorating production system in which the production facility may not only shift from an ‘in-control’ state to an ‘out-of-control’ state but also may break down at any random point in time during a production run. In case of machine breakdown, production of the interrupted lot is aborted and a new production lot is started when the on-hand inventory is depleted after corrective repair. The process is inspected during each production run to examine the state of the production process. If it is found in the ‘in-control’ state then either (a) no action is taken except at the time of last inspection where preventive maintenance is done (inspection policy-I) or (b) preventive maintenance is performed (inspection policy-II). If, however, the process is found to be in the ‘out-of-control’ state at any inspection then restoration is done. The proposed models are formulated under general shift, breakdown and repair time distributions. As it is, in general, difficult to find the optimal production policy under inspection policy-I, a suboptimal production policy is derived. Numerical examples are taken to determine numerically the optimal/suboptimal production policies of the proposed models, to examine the sensitivity of important model parameters and to compare the performance of inspection and no inspection policies.     

Emerging organizational forms: Work and organization in the 21st century

This article begins with the premise that there is continuous and accelerating change in the Western World in the nature of work and how it is organized. An important contributory force is information technology — itself changing rapidly.When the dynamics of the external environment of organizations are added to changes in IT, we will see new forms of organizations evolving in the business world, such as the ‘starburst’ and ‘internal market’ structures.Michael Scott Morton supplies a diagram to illustrate the framework of research which the ‘1990s’ program at MIT is following — how to balance the dynamic tension between external forces and the internal dimensions of organizations to reward shareholders adequately. He refers to one of Peter Senge's ideas in The Fifth Dimension which is central in creating an organization which learns how to innovate constantly: System Thinking — the search for systemic patterns. It reinforces Scott Morton's argument, and seems a particularly appropriate discipline in a continuously turbulent business environment.     

Pricing and the Internet:: Frictionless Commerce or Pricer’s Paradise?

Are firms competing in a new world of frictionless e-commerce or is the Internet a pricer’s paradise? It is not safe, at the moment, to say that the Internet is lowering online prices, decreasing price dispersion and increasing online customer price sensitivity.The strategic issue for firms pricing on the Net is avoiding the ‘commodity trap’ and taking advantage of the ‘other side’ of information transparency. Firms should increasingly rely on finer segmentation of their customers and resort to dynamic and smart pricing, product and price versioning and bundling. Multichannel and customer lifetime value pricing will become strategic issues.     

Delayed creative destruction and the coexistence of technologies

Disruptive innovations often engage in a fierce battle with incumbent technologies for hegemony. Past studies on technological innovations are silent about factors that extend the duration of the ‘era of ferment’—that is, the period during which competing technologies fight for dominance. We argue that complexity of the underlying technology, ecological and institutional dynamics may permit coexistence of competing technology regimes. The paper illustrates such coexistence by discussing the persistence of disparate technologies in steel making and kidney disease treatment. We conclude that the process of ‘creative destruction’ can be delayed in certain settings.     

The characteristics of industrial R&D—A study of major manufacturing industries in Hong Kong

An empirical study of 69 firms in Hong Kong identifies the characteristics of industrial R&D activities. Results of the study show that R&D intensity is highest in the manufacture of professional equipment, electronics, scientific, photographic and optical goods; the type of R&D activities is mainly confined to product research and development, and R&D strategies are mainly the ‘follow-the-leader’ strategy complemented by the ‘me-too-strategy’. Through the analysis of the results, recommendations have been made for the promotion of industrial R&D activities in Hong Kong.     

Lessons from the ‘made in Switzerland’ study: What makes a world-class manufacturer?

Many executives are currently striving to develop world-class manufacturing operations to ensure that they remain competitive in increasingly global markets. To do this, they are adopting a range of practices, from organisational changes such as empowerment and teamwork to the use of techniques such as pull production. Their goal is to substantially improve performance: faster cycle times, reduced manufacturing costs and greater customer satisfaction.The question of how far companies have moved towards world-class manufacturing is at the heart of the ‘Made in Switzerland’ project, a major benchmarking study of Swiss manufacturing practice and performance. The study was carried out in 1995 by IMD faculty and researchers working with consultants from IBM Switzerland. It is part of the internationally-based ‘Made in Europe’ project comprising similar studies in the UK, Germany, The Netherlands and Finland.The central hypothesis of the studies is that the adoption of best practice leads to high performance. The objective is to establish a benchmarking database for participating manufacturers around the world. The studies, which are highly structured, examine six areas of manufacturing practice and performance in detail and assess the relationship between them at individual plants. The areas covered in the study are quality, organisation and culture, concurrent engineering, logistics, lean production and manufacturing systems.Plants in each country are grouped according to their position on the practice and performance indices and then studied in order to pinpoint the issues and challenges facing the manufacturers within that group. Less than three per cent of the 800 plants currently on the ‘Made in Europe’ database are considered ‘world-class’. Yet for manufacturers striving to reach this level of performance, this small minority can provide some valuable insights for the way ahead.This article discusses many of the issues raised by the analysis described above, with particular reference to the ‘Made in Switzerland’ study. In the first section, it looks at the key lessons arising from the Swiss study and what insights these can provide for manufacturers, not only in the Swiss market, but across Europe. In the second section, it looks at how the study can be used for benchmarking and provides manufacturers with some general recommendations to help them focus their improvements and move closer to becoming world-class.     

Components supplier patterns in the UK motor industry

There has been tremendous Western interest in the ‘Japanese’ model of manufacturing, particularly in the motor industry in recent years. Western vehicle assemblers profess to be developing closer, higher trust relations with their suppliers to support practices such as just-in-time production and total quality. Comparatively little work has been carried out into the relations between first tier suppliers and their suppliers. This paper reports a study into the relations between a UK ‘first tier’ supplier to the European vehicle industry and 29 of its suppliers, and describes how the Japanese manufacturing model is making itself felt beyond the first tier suppliers.     

Some aspects of inflation and published accounts

Company accounts are at present drafted in an uneasy compromise between different objectives. It is not yet generally appreciated that no single figure or set of figures can sum up the whole financial state of an enterprise. The basic tools of financial management are short and long-run cash projections and the reports of actual flows which monitor these. The problem in drafting annual accounts so that they will help shareholders and others to make decisions is that financial reality requires a look into the future and this in turn calls for subjective judgement. But the more realistic are the accounts in this sense, the less susceptible are they to objective audit. Inflation adds a further level of distortion, but the effects of this can be brought out in a relatively simple way by making corrections based on movements in a general index of prices. Although there are considerable practical difficulties it seems likely that a more fundamental improvement would be the introduction of a ‘current value’ or modified ‘replacement cost’ approach to ordinary accounting in addition to (but not in place of) the general index inflation correction.     

Mapping the changes in management science: A review of ‘soft’ OR/MS articles published in Omega (1973–2008)

The paper proposes a framework to map the development of management science (MS) and uses it to survey the MS literature published in Omega, the International Journal of Management Science. The management science discourse over the last 35 years is mapped in four paradigms: (1) optimisation/normative; (2) interpretative/learning; (3) critical; and (4) a post-modern management science approach. Using a set of keywords and authors’ names associated with the main features of each MS discourse, articles published between 1973 and 2008 are grouped. Results seem to suggest that Omega, a US-based journal, has been mainly developing publications under the optimisation paradigm; only very few papers adhering to the interpretative/learning and critical paradigms have been given space in Omega. The handful of papers from the interpretative paradigm are seen as attempts of UK-based academics to open some space for ‘soft’ operational research (OR) or ‘problem structuring methods’ in a positivistic outlook that seems to pervade US management science practice. Results of the survey and features of MS literature published in Omega are discussed. The paper aims to raise awareness amongst management scientist, systems and operational researchers of the differences between the MS/OR practice in both countries.     

Separating research from development: Evidence from the pharmaceutical industry

From an organisational point of view, corporate research and development (R&D) has always been viewed as one function. That view, however, has undergone some changes in the last few years, and many major corporations have changed their R&D organisation or re-thought their overall structure on the basis of their technical competencies.With the example of the pharmaceutical industry, in which R&D has a particularly strong role to play, Vittorio Chiesa reports on a survey of nine major pharmaceutical firms which have recently instigated such changes. Among the changes are a separation of the ‘research’ and ‘development’ activities organisationally and sometimes physically. The author puts forward explanations for this trend and weighs the advantages and disadvantages.     

Objectives, missions and performance measures in multinationals

This article examines performance evaluation systems of fifteen multinationals — five German, five UK and five US — and how they relate to corporate strategy or mission statements in each case. The technique of analysis used is the multilayered case study approach, and includes ‘face-to-face’ interviews.The results, by authors Jeffrey Coates, Edward Davis, Stephen Longden, Raymond Stacey (Aston University) and Clive Emmanuel (University of Glasgow), are very instructive. The cases show a consistent use of missions/strategies, objectives and performance measures within the companies, but wide variation between them. Detailed tables are presented which show clearly the range of variation between the companies and countries concerned.     

Japanese Multinational Enterprises in China: Successful Adaptation of Marketing Strategies

Japanese international marketing has evolved. While some aspects of success (organisational abilities, long-term orientation, aggressive growth strategies, ownership, R&D) have been diffused from developed to emerging markets, others have been extended (identification of customer needs and wants, information-processing capabilities). Segmentation and positioning are fine-tuned and are significantly different from Japanese strategies in developed markets. The relatively short time-frame of foreign firms' market presence in China enables Japanese brands to address upmarket consumer clusters in parallel with Western brands. The case study approach underlines the necessity of testing received knowledge with the new realities of the international business environment. At the same time it sends out a clear warning not to over-generalise. Japanese MNEs adapt to the Chinese market in multifarious ways. It would be a mistake to characterise a ‘Japanese’ strategy for the Chinese market, as no single approach predominates. Even within our sample of three case studies, strategies vary between the three firms and within each firm they vary over time. In all three cases, the Japanese MNEs are very conscious of consumer needs in China and the dynamics of these needs. It is a fallacy to believe that because China is a poor nation then strategies have to be aimed at low-cost products. The luxury segment is large, growing, lucrative and identifiable. Each of our three firms pays great attention to the appearance, growth and sustainability of this sector and targets it precisely. Because of rapid changes in Chinese demand patterns and consumer behaviour, it is essential for firms to keep in touch with its development. However, Japanese investors in China are not just responsive to demand patterns – they are prepared to lead them. This involves taking risks with standard business formats and with cherished home country practices. This, Japanese firms are prepared to do in China. Thus, Japanese firms balance stability (safe consumer sectors) with innovation (new products). A similar balance can be seen between adaptation to Chinese conditions and the use of standardised products, formats and approaches. The first strategy attracts revenue, the second reduces costs and therefore risks. A flexibility of approach is evident from Japanese MNEs in China – witness the extent to which they are willing to modify strategies over time as conditions change. Overall, we conclude that Japanese MNEs are not ‘Western’ or ‘Japanese’ in their approach to the Chinese market, but are flexible, realistic and pragmatic.

It is a fallacy to believe that because China is a poor nation then strategies have to be aimed at low-cost products     

20.

Leadership studies: From procedure and abstraction to reflexivity and situation   总被引：1，自引：0，他引：1  

Mats Alvesson   《The Leadership Quarterly》1996,7(4):455-485