Relevant bibliographies by topics / Cost Leadership Strategy

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Cost Leadership Strategy'

Author: Grafiati
Published: 4 June 2021
Last updated: 31 May 2022

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Journal articles on the topic "Cost Leadership Strategy"

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Mirzaeva Faziljanovna, Dilafruz, and Gao Yongqian. "Effective Business Strategy for International Strategic Performance: An Empirical Study of Chinese Construction Firms." International Journal of Management Science and Business Administration 2, no. 3 (2014): 43–55. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.23.1005.

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To build on the research of strategic management we conducted an empirical study in the context of international performance. Three principal strategies, according to Porters generic strategy theory: cost leadership cost-focus and differentiation respectively, were tested in our research model. Quantitative empirical analysis of international strategy on a sample of 58 Chinese firms was conducted to determine strategies that lead to enhanced strategic performance. We utilized survey strategy encompassing questionnaire data collection. The collected data was analyzed using SPSS statistical package. Inference statistics consisting of correlation analysis and multiple regression analysis were performed. Findings of the study suggest that cost leadership and differentiation strategies impact strategic performance significantly, whereas cost-focus does not. A value of appropriate international business strategy is illustrated by supporting a relationship between strategy and international performance. The originality of contributions of the study lies in the fact that the generic business strategies’ impact on strategic performance is tested on an international market on the sample of Chinese firms. These notions enrich existing body of knowledge on strategic management. Therefore, companies conducting their business operations internationally should consider forming and implementing strategies of differentiation and cost leadership to achieve optimal business results.
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Amit, Raphael. "Cost leadership strategy and experience curves." Strategic Management Journal 7, no. 3 (May 1986): 281–92. http://dx.doi.org/10.1002/smj.4250070308.

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Setiawan, Antonius Singgih. "PENGARUH PEMILIHAN STRATEGI DEFERENSIASI TERHADAP KINERJA KEUANGAN1 (Studi Empiris Pada Perusahaan Manufaktur Food & Beverages terdaftar di BEI)." Jurnal Akuntansi 20, no. 1 (March 3, 2017): 104. http://dx.doi.org/10.24912/ja.v20i1.78.

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Penelitian ini bertujuan menguji apakah strategi deferensiasi akan memberikan kinerja keuangan yang lebih baik dari pada strategi cost leadership. Menggunakan 85 sampel pengamatan dari 17 perusahaan manufaktur Food & Beverages terdaftar di BEI 2009–2013, hipotesis penelitian diuji menggunakan analisis regreasi. Hasil penelitian menunjukkan bahwa perusahaan yang memilih strategi defensiasi akan menghasilkan kinerja keuangan yang lebih baik dari pada perusahaan yang menerapkan strategi cost leadership.This study aims to test whether differentiation strategy will deliver a better financial performance than cost leadership strategy. Using a sample of 85 observations of 17 Food & Beverages manufacturing companies listed on the Indonesian Stock Exchange from 2009 to 2013, research hypotheses are tested using regresion analysis. The result shows that companies that choose differentiation strategy will produce better financial performance than companies that implement the cost leadership strategy.
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Wada, Takeaki. "Capability-based cost leadership strategy of Japanese firms." Annals of Business Administrative Science 17, no. 1 (February 15, 2018): 1–10. http://dx.doi.org/10.7880/abas.0171018a.

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Moesono, Juniarti, Camelia Florensia Beoang, Meliani Fitri Salim Prayogo, and Parulian Adinata Samosir. "Business Strategy and Environmental Performance." Jurnal Akuntansi dan Keuangan 23, no. 2 (November 24, 2021): 95–104. http://dx.doi.org/10.9744/jak.23.2.95-104.

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Business strategy choices are very influential in a company’s environmental performance. Companies that choose the cost leadership strategy tend to streamline their expenses which leads to them overlooking the environmental cost. Meanwhile, differentiation strategy encourages companies to accommodate environmental costs to fulfill customers’ demands. Therefore, this research aims to examine the impacts of the strategy choices on environmental performance, which has not been focused on by previous researchers. This research’s samples are public companies that are consistently participating in the PROPER program during the 2012-2017 period. 228 company years fulfill the sample criteria. The data are processed using the GRETL application that is fit for processing the panel data. We apply two proxies to measure each strategy choice. Cost leadership is proxied with EPAS and SPPE while differentiation is measured with SGAS and SCGS. This research’s findings are, firstly, companies that choose the cost leadership strategy have lower environmental performances, and, secondly, companies with differentiation strategy have high environmental performances. However, not all proxies used to measure the cost leadership and differentiation strategies support the impacts of strategy choices on environmental responsibilities performance.
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Um, Juneho, Neungho Han, Tonci Grubic, and Asad Ghalib. "Aligning product variety with supply chain and business strategy." International Journal of Productivity and Performance Management 67, no. 9 (November 19, 2018): 1837–53. http://dx.doi.org/10.1108/ijppm-01-2018-0020.

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PurposeThe purpose of this paper is to demonstrate the strategic alignment between product variety and supply chain (SC) focus through cost leadership or differentiation to improve business performance.Design/methodology/approachThe research investigated product variety-related capabilities and strategies in SCs including level of variety, SC agility, SC cost efficiency, cost leadership, differentiation and business performance, and aimed to justify the theory by testing structural equation modelling using survey data from the UK and South Korea.FindingsDifferentiation links high product variety and agile SC while cost leadership is aligned with low product variety and SC efficiency. High product variety negatively impacts on cost leadership strategy. Also, product variety should be mediated by cost leadership or differentiation strategy to improve business performance. Companies in South Korea display higher SC agility, cost leadership and cost efficiency than companies in the UK, while the UK companies exhibit a higher level of product variety and differentiation than those in South Korea.Research limitations/implicationsThe findings contribute to theoretical development of variety issues at the alignment of business strategy and SC management according to the level of product variety.Originality/valueThe findings can help international companies set up specific variety-related strategies to achieve global competitiveness.
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Alsaqa, Zyad Hashim, and Sakar Zahir Omar Amin. "The Role of Strategic Management Accounting Strategies in Supporting Cost Leadership Strategy." Journal of University of Human Development 1, no. 3 (August 31, 2015): 216. http://dx.doi.org/10.21928/juhd.v1n3y2015.pp216-242.

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إن التطورات الهائلة التي حدثت في بيئـة نظم التصنيع والناتجة عن عدة تحولات تدريجية ـ وليست ثورات فجائية في المعلومات والتقنية والنظم والأساليب والمفاهيم ، ألقت على عاتق المحاسبة الإدارية التقليدية عبء التطوير لتلبي احتياجات بيئة التصنيع الحديثـة من نظم المعلومات المتطورة لدعم الإدارة في مجال اتخاذ القرارات الإدارية بشكل عام، والقرارات الإستراتيجية بشكل خاص. فالمحاسبة الإدارية لديها من المهارات والقدرات التي تمكنها من تقييم حجم المنافسين، ودرجة تأثيرهم على قرارات الشركة ، وأيضا درجة تأثرهم بقراراتها ، ومعرفة التغيرات التقنية، والاعتبارات البيئية، والمؤشرات الهامة في المجال الصناعي واستجابات المنافسين ، لكل ذلك أصبح محتوماً على المحاسبة الإدارية أن تُحدث وتُطور من تقنياتها وأساليبها وأدواتهـا، لمواكبتها للتغيرات والتطورات الحاصلة في بيئة التصنيع الحديثة. ومن هنا تأتي مشكلة البحث من خلال ضرورة تحديد الأساليب الملائمة التي يمكن من خلالها أن تساهم المحاسبة الإدارية الإستراتيجية في دعم إستراتيجية قيادة الكلفة للشركات الصناعية في البيئة العراقية ؟ وعليه فإن أهمية البحث تتضح من خلال تناوله موضوعاً حديثاً وحيوياً في إمكانية التركيز على مجموعة من أساليب المحاسبة الإدارية الإستراتيجية التي يمكن من خلالها المساهمة في دعم إستراتيجية قيادة الكلفة للشركات الصناعية العراقية من بين الكم الهائل من الأساليب المتعارف عليها في مجال المحاسبة الإداريةالاستراتيجية .
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Eva, Nathan, Sen Sendjaya, Daniel Prajogo, Andrew Cavanagh, and Mulyadi Robin. "Creating strategic fit." Personnel Review 47, no. 1 (February 5, 2018): 166–86. http://dx.doi.org/10.1108/pr-03-2016-0064.

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Purpose While research and adoption of servant leadership are on the increase, little is known about the mechanisms through which it affects organizational performance. Drawing on the contingency theory, the purpose of this paper is to examine the extent to which organizational strategy and structure affect the relationship between servant leadership and organizational performance. Design/methodology/approach Survey data were collected from 336 direct reports of CEOs/GM/MDs in Australian SMEs, and multiple regression analysis was used in the hypotheses testing. Findings The study found that the relationship between servant leadership and performance is moderated by the three-way interaction effects of differentiation and centralization as well as cost leadership and formalization. Practical implications This study shows that the positive effects of servant leadership on performance are more pronounced in organizations with minimal organizational structure that are not fixated on cost minimization. To that end, ensuring that there is a fit among organizational strategy, structure, and leadership is a key priority for senior executives. Originality/value This research is one of the first to examine the boundary conditions of servant leadership, demonstrating the effects organizational structure has on servant leadership’s influence. Further, this research extends the contingency theory by focusing on strategy and structure, rather than just structural impacts.
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NAGASAWA, Shin'ya. "Japanese Manufacturing should Take a Luxury Brand Strategy not Cost Leadership Strategy." Journal of the Society of Mechanical Engineers 118, no. 1159 (2015): 338–39. http://dx.doi.org/10.1299/jsmemag.118.1159_338.

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Harischandra Tanuraharjo, Hans. "The Effects of Government Regulation and Distinctive Capability on the Cost Leadership Strategy to Drive the Business Performance of Minimarket Chain." Journal of Sosial Science 2, no. 1 (January 25, 2021): 40–47. http://dx.doi.org/10.46799/jsss.v2i1.84.

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The minimarket competition in Indonesia is very tight and dominated by the two largest minimarket chain, Indomaret and Alfamart. This study aims to examine the effects of government regulation and distinctive capability on the cost leadership strategy and its implications for the business performance of minimarket chain in Indonesia. It is based on empirical gap, not based on theoretical gap. The variables of distinctive capability and cost leadership strategy are relevant to the competitive advantage and sustainability. The method is explanatory survey, and the data is analyzed quantitatively on primary data. The unit of analysis is a minimarket chain in Indonesia. Time horizon is a cross section (one shoot). The populations are all minimarket chain companies in Indonesia which has the same set of characteristics amounted to 20. The analysis design used in this study is Partial Least Square. The coverage of samples under 100 respondents is very valid to use PLS. The results showed that cost leadership strategy dominantly was influenced by ownership of distinctive capability and was supported by government regulation. Cost leadership strategy has the most influence in directly increasing business performance. Government regulation and distinctive strategy can directly improve business performance, but the effect is smaller when compared to indirect effects through the cost leadership strategy. The findings of this study have implications for the management that efforts to improve business performance rely on the development of a cost leadership strategy, which is built on ownership of distinctive capability and adaptation of government regulation. Cost leadership strategy is suitable to be applied in this industry because of its hypercompetitive market structure. In addition, government regulations have a significant impact on the retail industry's strategy in Indonesia
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Dissertations / Theses on the topic "Cost Leadership Strategy"

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Bouvrain, Stanislas, and Darius Sarka. "Compatibility of Corporate Sustainability with a Cost Leadership Strategy." Thesis, Linköpings universitet, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-120077.

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BACKGROUND Exploring literature about corporate sustainability and cost leadership strategy and to study the collusion of the two concepts through the case of Ikea. AIM Researching whether firms can align corporate sustainability approach to doing business on the imperatives of a cost leadership strategy. The contribution aims to provide guidance on choosing appropriate sustainability activities within the context of cost leadership strategy. Furthermore, it should be noted that this paper sets out to analyze the compatibility between sustainability and cost leadership remaining/gaining competitiveness. METHODOLOGY The study regards Ikea’s implementation of sustainable business practices through a mixed method, via informal interview, bottom-employees survey and secondary data. FINDINGS Companies having a deep understanding of sustainability can achieve to conciliate their efforts toward sustainability with their cost leadership strategy. KEYWORDS Corporate sustainability, cost leadership strategy, triple bottom line, maturity phase, challenges, competitive advantage
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Hrab, Dmytro, and Oxana Yamkina. "Improving the Competitive Position in a Growing High Tech Industry : - Differentiation and Cost Leadership Strategies in Solar Photovoltaics -." Thesis, Linköpings universitet, Företagsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-70797.

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Background: The purpose of this master thesis was to investigate what generic strategies are utilized by big players in the solar photovoltaic industry to improve their competitive positions. The continuous expansion of the solar market indicated the significance of this research, since the correctly chosen strategy has a direct influence on the success and prosperity of the growing and developing high tech companies.Aim: The first aim of the study was to examine the applicability of Michael Porter‟s theory of generic strategies to the high tech industry, to be more precise the solar photovoltaic industry. The second aim of the study was to explore the cases, if any, when the simultaneous pursuit of more than one generic strategy was possible. The last but not the least aim was to deeply investigate the potential of the differentiation strategy and the effect it has on the companies.Definitions: The continuous utilization of the following concepts is present in the research: Generic strategies – the three different strategic approaches – cost leadership, differentiation, and focus – the companies can undertake to build a strong competitive advantage and outperform their competitors Differentiation – a case when a firm‟s offering is preferred, on some buying occasions (or by some customers all of the time) over rival firm‟s offerings Solar energy – alternative solutions of receiving energy directly from the sun – using solar modules which convert sunrays into electricityMethodology: Qualitative research methodology was used in this study. The in depth analyses of three case companies were done mainly by means of collecting the secondary data. In addition to that two out of three companies were contacted in order to conduct personal interviews via phone and email. Their answers were used as a supportive tool for the developed propositions.Results: The collected and analyzed secondary data together with the outcomes of the interviews revealed the flaws and limitations of Porter‟s theory. The simultaneous pursuit of two strategies was proven not only to be taking place, furthermore, to be leading to prosperity in some situations. The new model was developed which showed that the pursuit of two strategies is more of a necessity under certain circumstances. A thorough examination of the differentiation concept resulted in discovering the ways and methods which could be used by companies to strengthen their market positions.
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Lundberg, Hannah, Helena Wennerström, and Adrienn Csiszer. "Prestationsmätning ur ett kostnadsledarstrategiskt perspektiv : En fallstudie på Gekås Ullared AB." Thesis, Linnéuniversitetet, Institutionen för ekonomistyrning och logistik (ELO), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-45109.

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Bachelor thesis, Business Administration and Economics Programme, School of Business and Economics at Linnaeus University in Växjö. Spring of 2015   Title: Performance measurement from a cost leadership perspective - A case study on Gekås. Authors: Adrienn Csiszer, Hannah Lundberg & Helena Wennerström Tutor: Eva Gustavsson Examiner: Karin Jonnergård   Keywords: Performance measurement, Performance measurement systems, Generic strategy, Cost leadership strategy, Financial and non-financial measurements.   Purpose: The purpose of this study is to examine how a company with a clear cost leadership strategy chooses to work with performance measurements, with a view to comparing a practical example to theorethical approaches.   Methodology: The method chosen for this paper is a case study on Gekås AB. The presented data were collected through interviews conducted with four employees on Gekås.   Conclusion: The study concludes that for a business with cost leadership strategy the financial measurements are more important than non-financial meausurements. For Gekås it is important to keep the performance measurement simple and understandable for the employees. They only use three measurements (sales, hours and sales per hour) in planning and in evaluation. In conclusion, the complex models that is described in many articles and studies are unnecessary for Gekås thus the cost is greater than the use.
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Nolte, Stefan. "Strategic Leadership in Cost-driven Industries." St. Gallen, 2008. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/02607083002/$FILE/02607083002.pdf.

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Porter, Anthony G. "China's modus operandi for the 21st Century." Quantico, VA : Marine Corps Command and Staff College, 2005. http://handle.dtic.mil/100.2/ADA491923.

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Thesis (Master of Military Studies)-Marine Corps Command and Staff College, 2005.
Title from title page of PDF document (viewed on: Jan 6, 2010). "CSC 2005" "Subject Area Topical Issues" Includes bibliographical references.
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Vachon, Marc. "Maîtriser les stratégies de décision : positionnement prescriptif, ébauche et test d'un modèle-outil d'aide à la résolution de problèmes pour les dirigeants des organisations." Thesis, Lyon, 2017. http://www.theses.fr/2017LYSE3035/document.

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Il existe une inefficience du processus de décision [...] due à un dysfonctionnement de compétence des dirigeants [...]. Pour augmenter l'efficience du processus de décision, les dirigeants doivent maîtriser les Stratégies de Décision, par l'utilisation d'un Modèle-Outil [...] PPPERFFS [qui] répertorie 36 Stratégies de Décision dans les catégories Domaines managériaux, Postures cognitives et Mécanismes cognitifs
Inefficiency of decision process exists and is characterised by:- simple loop learning,- strictly limited rationality,- and hidden costs of the decision process.The inefficiency of decision process is due to a dysfunction of managers’ competence, who:- lose their decision marks,- lack reflexivity,- use Decision Strategies in beneficial and toxic way, such as:· lack of contradictory mindset (strongly validated hypothesis),· lack of perfectionism (weakly validated hypothesis).To increase the efficiency of decision process, managers should master DecisionStrategies, by using a problem solving support Model-Tool, integrator-facilitator ofDecision Strategies steering, and endowed with PPPERFFS qualities:- "Practical",- "Paradoxical",- "Polyvalent / Exhaustive" (Multi-Skilled / Comprehensive),- "Rapid / Fluent" (Fast / Easy)- "Faithfull" (Reliable),- "Schematic" (Diagrammatic).This Model-Tool has to be drafted and its performance has to be tested.[This has been done:]The drafted PPPERFFS Model-Tool itemises 36 Decision Strategies into the followingcategories: managerial Domains, cognitive Postures and cognitive Mechanisms. Firsttests demonstrate a contingent performance
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Di, Donato Davide. "La Strategia Competitiva basata sulla Leadership di costo nei mercati dei beni durevoli." Bachelor's thesis, Alma Mater Studiorum - Università di Bologna, 2016.

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L'elaborato tratterà, in linea teorica e successivamente con un esempio pratico, il tema della strategia di costo basata sulla leadership di costo. La prima parte vedrà partirà da una linea ampia, al fine di chiarire al meglio cosa sia una strategia aziendale e come essa vada implementata,si restringerà poi andandosi a focalizzare con particolare attenzione su come applicare tale strategia nei mercati di beni durevoli, beni il cui consumo viene ripetuto nel tempo. L'analisi vedrà in particolare, li strumenti, i metodi aziendali e la filosofia per far si che tale strategia diventi più che competitiva nei mercati individuati. Si analizzerà inoltre brevemente il caso di Ikea, leader mondiale della produzione e distribuzione di mobili, la quale ha posto il suo modello di business proprio sulla Leadership di costo. La seconda parte vedrà un caso pratico: come tale strategia è stata implementata e utilizzata nel contesto del business game, una simulazione di un mercato proprio di beni durevoli, lavatrici e asciugabiancherie. L'analisi verterà sulla squadra Freedinelli che ha conseguito buoni risultati attraverso tale strategia. Infine verranno tratte delle conclusioni sulla convenienza ad utilizzare tale strategia, in quali casi sia più conveniente farlo e come farlo al meglio.
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Scriffignano, Anthony James. "Strategic Asymmetric Multicultural Alliances in Business." Antioch University / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1278017139.

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Zháňalová, Lucie. "Analýza trhu a konkurence s nealkoholickými nápoji." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2009. http://www.nusl.cz/ntk/nusl-222178.

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The master’s thesis on the topic “Market analysis and competition on the soft drinks market” describes current situation on the market, its structure with the focus on existing competition, it put the accent on the evaluation of the strategy applied by the strongest undertaking on the market, examines a describes distribution channels and analyse the market demand for products including its estimation of the trend in the future. This thesis results from theoretical resources as are general analysis used for the purpose of the market studies oriented on business sector as well as common environment and its own functioning and the thesis is based on the competitive strategy defined by M.E. Porter. Further the thesis is dealing with data resources and methods of data handling, including data collection, classification, segmentation and its following evaluation. Master´s thesis is the guideline for the market analysis and decisions concerning entering new markets and among others gives the answers to the questions concerned the actual situation on the market and subjects that are operation on the market.
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Liu, Pi-Fen, and 劉碧芬. "A Study of Cost Leadership Strategy in Taiwan DRAM Industry." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/63200831449306082854.

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碩士
長庚大學
企業管理研究所在職專班
97
In 2006-2008 Taiwan DRAM manufacturers have occupied more than 20% of the worldwide DRAM（Dynamic Random Access Memory）sales, ranked the 2nd next to Korea and plays an important manufacturing role in the global DRAM industry. However, since 2007 the DRAM average selling price drop significantly even below the manufacturing variable costs, the 5 listed Taiwan DRAM companies lost a combined about NT$200 Billion in 2007 & 2008. The accumulated return of equity is negative since their inceptive. With the heavy banking debt of NT$400 Billon more, Taiwan DRAM makers had seeking for Government to bail out. This paper reviews the industry exit and consolidation histories in the past decades and the causes of current difficulties to analysis the cost leadership strategy and to explore possible consolidating strategy of Taiwan DRAM companies. This is a descriptive study. To use secondary data and relevant industry search reports to do the industry analysis by the “Five Force” frame work and cost leadership, Smiling Curve, strategy alliance in semiconductor industry. The findings are 1) DRAM companies shall follow free market rule to exit if without leadership in nanotechnology and funding capability to survive in this highly competitive industry; 2) the key to profit is cost leadership in DRAM industry. The low cost competitive advantage resulted from fast migration of the leading edge technology, high performance of production yield and fast mass production ramp with economic scale; 3) Taiwan DRAM suffered three difficulties: a) lower margin average selling price than global peels with relative smaller sales scale to support own R&D; b) without own technology, Taiwan DRAM makers need to continue reply on paying royalties to obtain advance technology from limit sources; c) all Taiwan DRAM companies now have net debt 2-3 times of their equities. Without funding capability to invest on future technology, Taiwan DRAM makers are losing their cost competitive advantage. 4) The consolidation is inevitable in this overcrowd and oversupply industry. Taiwan government is setting a joint venture to take the lead. The re-structure plan shall also include the growing FLASH memory into the scope and set an aggressive project target to mass production of 16 Giga bit product at 22nm by own developed technology. 5) Taiwan DRAM producers could consolidate into two approaches: one division for DRAM foundry using economic scale for cost leadership; the other direction is to re-specialize for product development aiming at growing China market. Once companies are able to be better position themselves in the value chain to be profitable, the funding and the industry crisis could be resolved by free market functions then. 6) For future case studies could aim at the impact of DRAM industry by a new venture Taiwan Memory Company set up by Taiwan government and 18” FAB migration in 2012.
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Books on the topic "Cost Leadership Strategy"

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Duffy, James P. Hitler slept late and other blunders that cost him the war. New York: Praeger, 1991.

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Sawyer, Deborah C. Getting it right: Avoiding the high cost of wrong decisions. Boca Raton: St. Lucie Press, 1999.

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A, Business International S., ed. Strategic cost reduction: How international companies achieve cost leadership. Geneva: Business International S.A., 1987.

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Brooker, Paul, and Margaret Hayward. Toyota: Ohno’s Toyota Production System. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198825395.003.0003.

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Taiichi Ohno was never CEO of Toyota—rather he was part of dual-leadership teams—but his pioneering version of ‘lean’ production made significant contributions to Toyota’s success and to global manufacturing. The chapter’s first section also describes the pioneering contribution of Toyota founder, Kiichiro Toyoda, who invented the notion of just-in-time production in the 1930s. In the 1950s–60s Ohno’s emphasis on innovative adaptation—his key rational method—to Japan’s distinctive car market and factory environments would lead to a new production system. It included the internationally famous ‘just-in-time’, ‘continuous flow’, and Kanban information-system aspects of his production system. Ohno also used both strategic and quantitative calculation, particularly in his grand strategy of reducing cost/waste in production. The final section on ‘Toyotaism versus Fordism’ echoes Chapter 2’s and describes a rivalry between the American and Japanese production systems.
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Walker, William O. III. The Rise and Decline of the American Century. Cornell University Press, 2018. http://dx.doi.org/10.7591/cornell/9781501726132.001.0001.

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This book discusses how U.S. officials, influenced by publisher Henry R. Luce in an essay in Life magazine in 1941, strove to create an American Century at the close of World War II, and beyond. The United States, Luce held, must seek comprehensive leadership, that is, global hegemony. The advent of the Cold War hastened that undertaking. Communist victory in China’s civil war in 1949 and the start of the Korean War in June 1950 made the Cold War international. U.S. officials implemented the dual strategy of global containment and multilateralism in trade and finance in order to counter Soviet influence. By the late 1950s, however, a changing world, which the nonaligned movement epitomized, was questioning U.S. leadership and, thus, the appeal of the American Century. International crises and adverse balance of payments meant trouble for Luce’s project in the early 1960s. The debacle of 1968 for Lyndon Johnson, as seen in relations with allies, the Vietnam War, and a weak dollar, cost him his presidency and curtailed the growth of the American Century. Richard Nixon then attempted to revitalize U.S. leadership through détente with the Communist world. At most, there remains today a quasi-American Century, premised largely on military power.
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Sawyer, Deborah C. Getting it Right: Avoiding the High Cost of Wrong Decisions. CRC, 1998.

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Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation. McGraw-Hill Education, 2013.

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Ton, Zeynep. The Good Jobs Strategy: How the Smartest Companies Invest in Employees to Lower Costs and Boost Profits. Brilliance Audio, 2014.

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Chee Chee, Lim. Case Studies in Management and Business (Volume 3). UUM Press, 2017. http://dx.doi.org/10.32890/9789672064428.

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Institute for Management and Business Research (IMBRe) is pleased to put forward this book which contains a compilation of business management case studies.The cases in this book are meant for teaching and learning purposes which could be used for both the undergraduate and postgraduate levels.In specific, the first case about Lang Buana Museums requires students to apply their knowledge of how to manage an entity in public sector with respect to its accountability, financial management and accounting to address the Museums problems in trying to improve the operation and financial conditions of the Museums. The second case about Regular Care insurance and Critical Care insurance requires students to apply their knowledge of insurance management and also financial management about time value of money (TVM) concept in making purchase decisions for different needs of medical care and for different premium payment terms.The third case about BFN Bank Berhad requires students to apply their knowledge of bank management with respect to commercial banks operations and its lending activities to come up with turnaround strategies in reducing the banks non-performing loans (NPLs) to enable the bank to generate high return. The fourth case about Langkawi Buffalo Park requires students to apply their knowledge of how to manage a farm to improve its performance with respect to management, marketing and finance by conducting SWOT analysis and re-establishing the length of time expected to break even.The fifth case about a small family business requires students to apply their knowledge of strategic management by performing SWOT analysis, explaining how business creates values under cost-leadership strategy, discussing the disadvantages of resource-based model and identifying exit barriers. The sixth and last case about Knots Group Café requires students to apply their knowledge of human resource management with regard to the recruitment, development (talent management) and retention of employees for business sustainability.
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Wright, Douglas Michael, and Andrew Burrows. Entrepreneurship and Management Buy-outs. Edited by Anuradha Basu, Mark Casson, Nigel Wadeson, and Bernard Yeung. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199546992.003.0018.

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This article takes a broader perspective that encompasses both traditional agency-based explanations of buy-outs as well as recognizing the buy-out phenomenon as a vehicle for entrepreneurial innovation. Although early studies suggested that buy-outs involved both agency cost reduction and entrepreneurial aspects, they did not formally conceptualize these two approaches. The agency theory approach conceptualizes buy-outs as a tool that facilitates cost efficiencies. The entrepreneurial perspective sees buy-outs as a means for implementing new innovations and strategic change that enable fuller exploitation of firm resources that may have been blocked by prior ownership arrangements, such as being part of a large diversified firm or a privately-owned firm with leadership succession problems. The article first elaborates the definitions and sources of buy-outs. Secondly, it reviews theoretical perspectives relating to buy-outs, notably the agency approach and an entrepreneurial perspective which draws on the theory of entrepreneurial cognition. The third main section reviews a model to explain different types of buy-out drawing on these two perspectives. The fourth section reviews studies of the effects of buy-outs, identifying evidence consistent with agency and entrepreneurial views of buy-outs. The final section provides discussion and conclusions.
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Book chapters on the topic "Cost Leadership Strategy"

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Jacobsson, Staffan. "Barriers to Entry into the Overall Cost Leadership Strategy." In Electronics and Industrial Policy, 88–101. Dordrecht: Springer Netherlands, 1986. http://dx.doi.org/10.1007/978-94-011-6486-3_4.

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Sun, Weixiang, and Cheng Li. "Cost leadership strategy, diagnostic control style and firm performance." In Economic and Business Management, 165–71. London: CRC Press, 2022. http://dx.doi.org/10.1201/9781003203704-30.

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Bryksina, Natalia, Anna Golovina, and Fedor Legotin. "Implementation of Cost Leadership Strategy by Russian Medical Companies of Laboratory Diagnostics." In Leadership for the Future Sustainable Development of Business and Education, 189–98. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-74216-8_20.

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Lieberman, Marvin. "Cost Leadership." In The Palgrave Encyclopedia of Strategic Management, 1–2. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_472-1.

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Lieberman, Marvin. "Cost Leadership." In The Palgrave Encyclopedia of Strategic Management, 364–65. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_472.

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van Wijk, Ad, and Frank Wouters. "Hydrogen–The Bridge Between Africa and Europe." In Shaping an Inclusive Energy Transition, 91–119. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-74586-8_5.

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AbstractThis chapter describes a European energy system based on 50% renewable electricity and 50% green hydrogen, which can be achieved by 2050. The green hydrogen shall consist of hydrogen produced in Europe, complemented by hydrogen imports, especially from North Africa. Hydrogen import from North Africa will be beneficial for both Europe and North Africa. A bold energy sector strategy with an important infrastructure component is suggested, which differs from more traditional bottom-up sectoral strategies. This approach guarantees optimized use of (existing) infrastructure, has low risk and cost, improves Europe’s energy security and supports European technology leadership. In North Africa it would foster economic development, boost export, create future-oriented jobs in a high-tech sector and support social stability.
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Wegmann, Reto Michael, and Joshua Lorenzo Newett. "When Complexity Costs Lives: Secondary Goals and Compartmentalized Information in the Second World War’s Greatest Raid." In Historians on Leadership and Strategy, 79–92. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-26090-3_5.

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Markota Vukić, Nikolina, Mislav Ante Omazić, Mirjana Pejic-Bach, Ana Aleksić, and Jovana Zoroja. "Leadership for Sustainability: Connecting Corporate Responsibility Reporting and Strategy." In Leadership Styles, Innovation, and Social Entrepreneurship in the Era of Digitalization, 44–72. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1108-4.ch003.

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This chapter describes how and why normative justification for corporate responsibility has been replaced with business case thinking. Modern organizations do link their non-financial reports to strategy because corporate responsibility is seen as a source of competitive advantage, growth, motivation, and innovation. Non-financial reporting potentiates companies to understand, learn, and redefine their social and environmental impacts and its cost; how to minimize both impact and cost; and how to capitalize on challenges that management face on a daily basis. The connection between CR strategy and non-financial reporting is described along with how it is relevant for the successful business of modern organizations. By improving CR strategies and developing unique non-financial reporting, organizations can be more effective and efficient in the local community, which will positively reflect on their business model and in achieving higher sustainability levels.
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Markota Vukić, Nikolina, Mislav Ante Omazić, Mirjana Pejic-Bach, Ana Aleksić, and Jovana Zoroja. "Leadership for Sustainability: Connecting Corporate Responsibility Reporting and Strategy." In Research Anthology on Developing Socially Responsible Businesses, 1921–43. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-5590-6.ch094.

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This chapter describes how and why normative justification for corporate responsibility has been replaced with business case thinking. Modern organizations do link their non-financial reports to strategy because corporate responsibility is seen as a source of competitive advantage, growth, motivation, and innovation. Non-financial reporting potentiates companies to understand, learn, and redefine their social and environmental impacts and its cost; how to minimize both impact and cost; and how to capitalize on challenges that management face on a daily basis. The connection between CR strategy and non-financial reporting is described along with how it is relevant for the successful business of modern organizations. By improving CR strategies and developing unique non-financial reporting, organizations can be more effective and efficient in the local community, which will positively reflect on their business model and in achieving higher sustainability levels.
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Fisher, Greg, John E. Wisneski, and Rene M. Bakker. "The Context for Strategic Decision-Making." In Strategy in 3D, 11–15. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190081478.003.0003.

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Strategic management does not exist in a vacuum; strategic decisions are strongly influenced by, and often dependent on, certain organizational and environmental attributes. This chapter discusses the context for strategic decision-making, be it a managerial, business, or corporate level choice. First, a firm’s vision, mission, and values are defined and discussed. Second, the chapter unpacks firm resources, capabilities, core competencies, and activities. Finally, the nature of competitive advantage is elaborated, and three types of competitive advantage are distinguished: differentiation, cost leadership, and dual advantage. Overall the chapter provides foundational insight into the factors that make up the context for strategic decision-making.
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Conference papers on the topic "Cost Leadership Strategy"

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An, Geng, and Chen Lifen. "Explore the Integration of Cost Leadership Strategy and Differentiation Strategy." In 7th International Conference on Education, Management, Information and Computer Science (ICEMC 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/icemc-17.2017.75.

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Ferfeli, Maria V., Anthi Z. Vaxevanou, Sakas P. Damianos, George Maroulis, and Theodore E. Simos. "Evaluation of Cost Leadership Strategy in Shipping Enterprises with Simulation Model." In COMPUTATIONAL METHODS IN SCIENCE AND ENGINEERING: Advances in Computational Science: Lectures presented at the International Conference on Computational Methods in Sciences and Engineering 2008 (ICCMSE 2008). AIP, 2009. http://dx.doi.org/10.1063/1.3225465.

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Shi, Shenglin, Licheng Ren, Wenwen Pan, and Shiyan Luo. "Cost Leadership or Differentiation? Empirical Study on Dominant Competitive Strategy of Xinhua Chemical." In 2008 4th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2008. http://dx.doi.org/10.1109/wicom.2008.1413.

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Agbaji, Armstrong Lee. "Leadership and Managerial Decision-Making in an AI-Enabled Oil and Gas Industry." In Abu Dhabi International Petroleum Exhibition & Conference. SPE, 2021. http://dx.doi.org/10.2118/207613-ms.

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Abstract The Age of AI is defining a new set of challenges for leaders and the integration of digitalization and analytics into management decision-making is now a strategic priority for the oil industry. The fundamental challenge currently confronting the industry is to find leaders who can lead in the digital age. As the industry grapples with the AI revolution, pressure is mounting on leaders to react swiftly to the disruption that comes in its wake. Leadership and management methodologies currently employed by most organizations will not suffice in the digital age because leadership in this new age requires a different set of skills and organizational alignment. Yet, many organizations continue to struggle to put leaders in place with the knowledge and expertise to take on the challenges of leading in an AI-enabled world. This paper addresses the challenges and responsibilities that the AI revolution presents to oil industry leaders and provides practical insights to confront them. It details the concept of ambidexterity and why it is difficult for oil industry managers to achieve. It also outlines what it takes to implement an ambidextrous strategy in the industry and presents a framework for leaders as they drive transformation and explore strategies that will shape the industry's transition to net-zero energy. With social media now shaping business decision-making, the paper also discusses its impact and presents a unique approach for leadership to be strategically positioned to reconfigure their organizations to ensure they survive and thrive in the social age. Artificial Intelligence in the oil industry is not just about managing operations and reducing operating cost. It is also about developing a completely new way of doing business. Leadership in the digital age will be held accountable to a different standard. They would not only be judged by their ability to drive strategy and deliver financial results; they would also be judged on their ability to leverage AI resources and drive deep analytics mindset across their organization, while dealing with energy transition and social media. The workforce of the future will be dominated by technologically sophisticated people connected to multiple platforms. Managing this workforce will require a new kind of managerial wisdom. The big gains from digital transformation will not be realized unless industry executives rethink the criteria with which leadership and management success is judged. Becoming a transformational digital leader requires the ability to define a strategic vision for transformation, understand the promise and peril of social media, cultivate employees to succeed with AI, and use AI responsibly. The future belongs to leaders with these abilities and capabilities.
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Eroğlu, Şeyma Gün, and Ayşe İrmiş. "Competitive Strategy Analysis from Entrepreneurship Stories." In International Conference on Eurasian Economies. Eurasian Economists Association, 2019. http://dx.doi.org/10.36880/c11.02287.

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Organizations apply two basic competitive strategies in general. These are the cost leadership strategy and the differentiation strategy. The application of any of the mentioned strategies by focusing on a smaller field in the market is called a focus strategy. Companies gain value in the eyes of customer with the strategy they choose. The aim of this study is to analyze the competitive strategies applied by the enterprises and the results of these strategies. A semi-configured interview on the entrepreneurs of two firms which open to a wider market from local market in Denizli with their own brands, was conducted. The first enterprise, which has been maintaining its existence for 80 years and has many branches in the different provinces, is a firm producing sugar and sugar products (Firm A). The second, which has been maintaining its existence for 84 years and has branches in close neighbor cities and provinces, is a firm producing soft drinks (Firm B). The common feature of both firms is that they keep their local characteristics and take their competitive power from the local people. In the research, the competitive strategies of entrepreneurs have been defined and analyzed by benefiting from the entrepreneurship stories that have been brought up to the present day. It was concluded that firm A applied differentiation strategy in the product, production process, and market, while firm B differentiated in the production process without any differentiation in the product and used the focus strategy in the market.
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Keane, Robert G., Howard Fireman, and Daniel W. Billingsley. "Leading a Sea Change in Naval Ship Design: Toward Collaborative Product Development." In SNAME Maritime Convention. SNAME, 2005. http://dx.doi.org/10.5957/smc-2005-p31.

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In October 1989, the Naval Sea Systems Command (NAVSEA) conducted the Ship Design for Producibility Workshop with broad participation from the Navy, Shipbuilders, Ship Design Agents and Academia. The Workshop was one of NAVSEA’s first Total Quality Leadership (TQL) initiatives and was subsequently expanded by NAVSEA’s Chief Engineer (CHENG) and the Deputy Assistant Secretary of the Navy (DASN) for Ships into the Ship Design, Acquisition, and Construction (DAC) Process Improvement Project. In addition, the National Shipbuilding Research Program (NSRP) initiated a number of thrusts in Concurrent Engineering and Increased Throughput. The authors describe one of these major process improvement initiatives, NAVSEA’s 3D “Product Model” Strategy to extend throughout the enterprise-wide process of warship development a primary focus on the bridge between ship design and shipbuilding. The Workshop and subsequent process improvement initiatives have had a profound impact on the Naval Ship Design Process. Yet, as reported to Congress in 2002 by the Secretary of the Navy, the unbudgeted cost growth and increased cycle times for Detail Design of new warships have “reached an untenable level”. This necessitated the October 2004 ASN (RDA) policy memorandum on Integrated Digital Data Environment (IDDE). To realize transformational innovations in our ship designs, as well as transformational innovations in the entire warship development process, the National Naval Responsibility in Naval Engineering (NNR-NE) was recently established by the Navy. To support NNR-NE the Office of Naval Research (ONR) and the Naval Sea Systems Command (NAVSEA) created the Center for Innovation in Ship Design (CISD). A summary of some recent CISD Innovation Cells and how CISD can contribute to breaking down the existing organizational cultures and institutionalizing a collaborative product development environment are also discussed. As we begin a new century, it is appropriate that our naval ship design and shipbuilding community review its progress, look at the cross-cut principles of leading change, determine what it takes to bring about dramatic cultural transformation, and discuss the critical need for Navy, Shipbuilder, Design Agent and Academia leadership to continue developing a new collaborative product development environment which fosters a sea change in the whole naval ship development process.
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Dronkers, J., and J. Mulder. "A Sediment Strategy For Coastal Zone Climate Change Adaptation." In Littoral 2010 – Adapting to Global Change at the Coast: Leadership, Innovation, and Investment. Les Ulis, France: EDP Sciences, 2011. http://dx.doi.org/10.1051/litt/201106001.

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Kukaev, I. S., C. JF Candido, and A. M. Makarov. "Opportunity Costs, Leadership, and Cooperation in Strategic Alliances." In International Scientific Conference "Far East Con" (ISCFEC 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200312.342.

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Azuz-Adeath, I., and P. Muñoz-Sevilla. "From an environmental strategy to a national integrated coastal and ocean policy. The successful Mexican experience." In Littoral 2010 – Adapting to Global Change at the Coast: Leadership, Innovation, and Investment. Les Ulis, France: EDP Sciences, 2011. http://dx.doi.org/10.1051/litt/201104003.

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Roth, E., and T. O’Higgins. "Timelines, expected outcomes and management procedures of the Marine Strategy Framework Directive. A discussion of spatial and temporal scales in the management and adaptation to changing climate." In Littoral 2010 – Adapting to Global Change at the Coast: Leadership, Innovation, and Investment. Les Ulis, France: EDP Sciences, 2011. http://dx.doi.org/10.1051/litt/201104001.

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