Home About us Contact
|
Home About us Contact | ||
|
|
||
Strategic Decision Making (strategic + decision_making)
Selected AbstractsCapability, Quality, and Performance of Offshore IS Vendors: A Theoretical Framework and Empirical InvestigationDECISION SCIENCES, Issue 2 2010Prashant C. Palvia ABSTRACT Information systems (IS) offshoring has become a widespread practice and a strategic sourcing choice for many firms. While much has been written by researchers about the factors that lead to successful offshoring arrangements from the client's viewpoint, the vendor's perspective has been largely scarce. The vendor perspective is equally important as offshore IS vendors need to make important decisions in terms of delivering operational and strategic performance and aligning their resources and processes in order to meet or exceed targeted outcomes. In this article, we propose and test a three-level capability,quality,performance (CQP) theoretical framework to understand vendor outcomes and their antecedents. The first level of the framework represents three vendor capabilities: relationship management, contract management, and information technology management. The second level has three mediating variables representing process quality: partnership, service, and deliverable quality. The third level has three dependent variables representing vendor outcomes: operational performance, strategic performance, and satisfaction. The model was tested with 188 vendor firms from India and China, the two most popular destinations for IS offshoring. Results support the CQP framework; vendor capabilities are significant predictors of intermediate quality measures, which in turn affect vendor outcomes. Implications of the study findings to both theory development and IS offshore vendor strategic decision making are discussed. [source] Customer Learning Processes, Strategy Selection, and Performance in Business-to-Business Service Firms,DECISION SCIENCES, Issue 2 2004Debra Zahay ABSTRACT Learning about customers takes place through relevant dialogues with those customers, also known as customer relationship management (CRM). As relationships develop, information about the customer is gathered in the firm's customer information systems (CIS): the content, processes, and assets associated with gathering and moving customer information throughout the firm. This research develops a measure of CIS management capabilities based on learning organization theory and measured by the ability to get, store, move, and use information throughout the business unit. This measure is then used to analyze customer learning processes and associated performance in the context of marketing strategic decision making. This study of 209 business services firms finds that generic marketing strategy positioning (low-cost and differentiation) and the marketing tactics of personalization and customization are related to CIS development. Customer information systems development in turn is associated with higher levels of customer-based performance, which in turn is associated with increased business growth. Since the strongest association with customer-based performance is strategy selection, the long-term benefits of the knowledge gained from the CIS may be in the ability to assist in measuring customer-based performance, rather than in the ability to immediately contribute to performance. Finally, for these firms, customization and personalization are not directly associated with performance and thus may not be necessary to support every firm's marketing strategy. [source] The Strategic Localization of Transnational Retailers: The Case of Samsung-Tesco in South KoreaECONOMIC GEOGRAPHY, Issue 1 2006Neil M. Coe Abstract: This article contributes to the small but growing geographic literature on the internationalization of retailing by exploring the strategic localization of transnational retailers. While it has long been recognized that firms in many different sectors localize their activities to meet the requirements of different national and local markets, the imperative is particularly strong for retail transnational corporations (TNCs) because of the extremely high territorial embeddedness of their activities. This embeddedness can be seen through the ways in which retailers seek to establish and maintain extensive store networks, adapt their offerings to various cultures of consumption, and manage the proliferation of connections to the local supply base. We illustrate these conceptual arguments through a case study of the Samsung-Tesco joint venture in South Korea, profiling three particular aspects of Samsung-Tesco's strategic localization: the localization of products, the localization of sourcing, and the localization of staffing and strategic decision making. In conclusion, we argue that the strategic localization of transnational retailers needs to be conceptualized as a dynamic that evolves over time after initial inward investment and that localization should be seen as a two-way dynamic that has the potential to have a wider impact on the parent corporation. [source] The role of quantitative and qualitative research in industrial studies of tourismINTERNATIONAL JOURNAL OF TOURISM RESEARCH, Issue 2 2003Brian Davies Abstract Many areas of research in tourism concentrate on quantitative or qualitative studies. Some even discuss the complementarity between the two types of studies. Hardly considered are the possibilities for combining such works within an integrated framework that also considers the business environment in which tourism operates. The purpose of this paper is to return to long neglected possibilities by reinvestigating areas of methodology and epistemology concerned with the generation of a framework that embraces both quantitative and qualitative research. A hypothetical example, in terms of industrial organisation and strategic decision making, is introduced discussing the possibilities for the triangulation of methods and paradigms and the role of the business environment. The conclusion is that an improved understanding of the tourism business requires a broader research methodology than presently exists. Both types of research and the dynamic context of tourism are important and need to be combined within an integrated framework. It has been concerned with the construction of integrating frameworks that embrace an alternative logic of inference and the context of the tourism business environment. This requires refinements of existing approaches together with a broader research methodology. Only by establishing such frameworks will an improved understanding of the tourism industry be achieved. The suggested framework presented here, with particular reference to industrial organisation and strategic decision making by tourism suppliers, is not offered as a panacea. For future work, the validity and choice of framework rest squarely on how the world and ,truth' are viewed. However, within this, the contribution of triangulated quantitative and qualitative research should help understanding by studying phenomena in their natural setting and in terms of the meanings people have of them. This should lead to a ,truer analysis' of business behaviour and hence a more purposeful investigation of hotels, tour operators, travel agents and the business of tourism in general. It is in seeking to produce this ,truer analysis' that future research activities need to concentrate. Copyright © 2003 John Wiley & Sons, Ltd. [source] Strategic Decision Mking, Discourse, And Strategy As Social PracticeJOURNAL OF MANAGEMENT STUDIES, Issue 7 2000John Hendry In this paper we argue that the existing conceptualizations of strategic decision making, while each affording valuable insights, offer only partial and disconnected perspectives of the strategy process that leave important questions un-addressed. To overcome this problem we develop an empirically grounded conceptualization of strategic decisions as elements of a strategic discourse, operating at both the structural level of social reproduction and the instrumental level of intentional communication, and constituting the medium through which choices are discussed and recorded, interpretations developed and expressed, and strategic actions initiated, authorized and acknowledged. This conceptualization opens up a number of research questions concerning the role of strategic decision making in the overall strategy process and leads to a fruitful conceptualization of strategy itself as a technological and appropriative social practice. [source] Total Cost of Ownership in the Services Sector: A Case StudyJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 1 2006Krisje Hurkens SUMMARY Few detailed studies exist of the trade-offs to be made when developing a comprehensive, strategically focused total cost of ownership (TCO) model. Moreover, most studies of TCO have been conducted in manufacturing firms, with little or no TCO research directed toward service organizations. This research presents the results of a study conducted at a leading vehicle glass repair and replacement organization. The results show how TCO information can be used for strategic decision making regarding the allocation of volumes. This information can also be used in the identification of improvement areas for preferred suppliers by introducing a limited number of key performance indicators that have a significant impact on the TCO of supplier offerings. The paper highlights some of the trade-offs required in designing such a model. It fills an existing literature gap that allows service organizations to better understand the development and implementation of total cost measurement systems. [source] DEVELOPMENT AND EVALUATION OF MULTIPLE-OBJECTIVE DECISION-MAKING METHODS FOR WATERSHED MANAGEMENT PLANNING,JOURNAL OF THE AMERICAN WATER RESOURCES ASSOCIATION, Issue 2 2002France Lamy ABSTRACT: Making decisions for environmental management is a complex task due to the multiplicity and diversity of technological choices. Furthermore, the exploitation of natural resources and the preservation of the natural environment imply objectives that are often in conflict within a sustainable development paradigm. Managers and other decision makers require techniques to assist them in understanding strategic decision making. This paper illustrates the use of a multiple-objective decision-making methodology and an integrative geographical information system-based decision-making tool developed to help watershed councils prioritize and evaluate restoration activities at the watershed level. Both were developed through a multidisciplinary approach. The decision-making tool is being applied in two watersheds of Oregon's Willamette River Basin. The results suggest that multiple-objective methods can provide a valuable tool in analyzing complex watershed management issues. [source] | ||||||||||