Strategic Advantage (strategic + advantage)

Distribution by Scientific Domains


Selected Abstracts


Comprehensive workforce health management,Not a cost, but a strategic advantage

EMPLOYMENT RELATIONS TODAY, Issue 2 2005
John Foulke
First page of article [source]


International briefing 6: Training and development in the United States

INTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 2 2000
Michael J. Marquardt
Increasingly, training and development is playing an important and strategic role in the economic success of US organisations (Marquardt, 1999, Tannenbaum and Yukl, 1992). US organisations recognise that they now operate in a new global economy, an economy which involves the use of advanced technologies and increased responsiveness to customers' needs. It is becoming one that requires greater and greater innovation and flexibility in production, service delivery and market know-how. American firms realise more than ever that employee knowledge gained through training and development has become a strategic necessity and more and more the source of strategic advantage (Drucker, 1994). [source]


Placing "Standard of Care" in Context: The Impact of Witness Potential and Attorney Reputation in Medical Malpractice Litigation

JOURNAL OF EMPIRICAL LEGAL STUDIES, Issue 3 2006
Catherine T. Harris
Previous empirical studies have speculated about the role that factors other than negligence play in the resolution of medical malpractice claims. The present study identifies and evaluates the impact of three "strategic variables" in the medical malpractice litigation process: the witness potential of the defendant physician, the witness potential of the plaintiff, and the reputation of the plaintiff's attorney. These factors, unrelated to standard of care, make a difference in the outcome of medical malpractice cases. Data were collected from insurance company files on cases filed in the North Carolina state courts between 1991 and 1995. Analyses revealed that when the insurers' outside (physician) reviewers rated liability as probable, based on standard of care, settlement occurred in most of the cases. However, when liability was rated as uncertain or unlikely, strategic variables such as perceived witness potential and the reputation of the plaintiff's counsel were significant predictors of case outcome. Cases in which the defendant physician had a strategic advantage were much less likely to settle, while cases in which the plaintiff had a strategic advantage were much more likely to settle. [source]


R&D spillovers and strategic delegation in oligopolistic contests

MANAGERIAL AND DECISION ECONOMICS, Issue 3 2004
Matthias Kräkel
Considering oligopolistic contests with R&D spillovers and strategic delegation three results can be obtained: (1) There exist multiple asymmetric equilibria where one owner highly favors sales as a basis for his manager's incentives which drives the other firm out of the market. (2) If R&D spillovers are zero, a managerial firm will have a strong strategic advantage when competing with an entrepreneurial firm. If both owners endogenously decide about delegation, each owner's dominant strategy will be to delegate, given that the manager's reservation value is not too large. (3) If R&D spillovers are maximal, collusive market outcomes become very likely, which makes strategic delegation less important. Copyright © 2004 John Wiley & Sons, Ltd. [source]


Modeling market dynamics in competitive communication consumer markets

BELL LABS TECHNICAL JOURNAL, Issue 2 2008
Yuliy Baryshnikov
Emergence of converged multimedia services has led operators to seek clear tactical and strategic advantages in developing differentiated service offerings. Effectiveness of the offer strategies is influenced by factors such as service delivery investment, operations cost, market segment preferences, competitive multimedia offers, service pricing, and consumer price sensitivities. Differentiation in any of these factors in a competitive environment has a direct influence on market share and profitability of communication service providers. This paper describes a modeling approach that explicitly considers the factors mentioned. The model can be used to quantify the impact of operator's offer and the pricing strategies amid market share acquisition, churn reduction, and profitability. This paper presents the application of the model to various converged operator scenarios such as voice convergence, triple-and quadruple-play, and xVNO operators that may utilize services such as "targeted advertising" to subsidize telephony services. The study presented in this paper can be contrasted with the significant number of studies (in marketing literature, primarily) dedicated to the understanding of the market behavior of consumers, and of their reactions to price, features, or marketing campaigns. © 2008 Alcatel-Lucent. [source]