Home About us Contact
|
Home About us Contact | ||
|
|
||
Strategic Positioning (strategic + positioning)
Selected AbstractsStrategic Positioning and the Financing of Nonprofit Organizations: Is Efficiency Rewarded in the Contributions Marketplace?PUBLIC ADMINISTRATION REVIEW, Issue 3 2001Peter Frumkin This article addresses the question of whether operational efficiency is recognized and rewarded by the private funders that support nonprofit organizations in fields ranging from education to social service to arts and beyond. Looking at the administrative efficiency and fundraising results of a large sample of nonprofit organizations over an 11-year period, we find that nonprofits that position themselves as cost efficient,reporting low administrative to total expense ratios,fared no better over time than less efficient appearing organizations in the market for individual, foundation, and corporate contributions. From this analysis, we suggest that economizing may not always be the best strategy in the nonprofit sector. [source] A Study of Industry Evolution in the Face of Major Environmental Disturbances: Group and Firm Strategic Behaviour of Spanish Banks, 1983,1997,BRITISH JOURNAL OF MANAGEMENT, Issue 3 2004JoséÁngel Zúńiga-Vicente This paper examines the story of the evolution of a specific industry through the application of dynamic strategic group analysis. In particular, we analyse the relationship between major environmental disturbances and changes that have occurred over time in the competitive structure of the industry regarding two closely related central questions. First, the way in which these environmental transformations have influenced group patterns and stability, and second, the way in which such environmental disturbances has affected the strategic positioning of individual firms. We resort to alternative theoretical perspectives in an attempt to answer both questions. The empirical setting is the population of Spanish banks over the period 1983,1997. We make use of a new grouping algorithm , the Model-based Clustering or MCLUST , which may be enormously fruitful in future empirical works on strategic groups. This method allows researchers to obtain the optimal number of groupings over time in a much more objective way than the cluster techniques used until now. Compared to previous dynamic studies that only consider the largest firms, our research illustrates how a richer analysis of an industry dynamics can be obtained by using a dynamic analysis of strategic groups. Our results show that while there have been no industry-wide identical groupings year to year, there is an important strategic stability at group and firm-level punctuated by a high degree of strategic instability at times of major environmental disturbances. [source] The strategic use of corporate philanthropy: building societies and demutualisation defencesBUSINESS ETHICS: A EUROPEAN REVIEW, Issue 4 2007David Campbell This paper examines the strategic use of corporate philanthropy in the 1990s by UK building societies faced with an intensification of societal pressure to change legal form from mutual to corporate status. While the economic case for mutuality has been made elsewhere, this paper examines the observation that community relationships were thought by management to be capable of assisting in the strategic positioning of mutual societies with regard to their legal form. By increasing charitable giving to respond to the level of societal scrutiny and discussion on the issue of mutuality, this paper argues that charitable giving, as one proxy for community involvement, was used as a strategic tool to deflect calls for demutualisation, thereby preserving the existing mutual status of building societies. [source] Environmental management and strategic positioning of Spanish manufacturing industriesBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 1 2004Roberto Fernández Gago This work is based on data collected from a survey of environmental managers in 277 Spanish manufacturing industries with the objective of analysing the attitudes of companies towards the environment. The analysis determined the main indicators of these companies' environmental strategy and classified them into strategic clusters according to the accumulative or progressive scale suggested theoretically in the existing economic literature. Copyright © 2004 John Wiley & Sons, Ltd and ERP Environment. [source] | ||||||||||