Relevant bibliographies by topics / Porter's Value Chain

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

Academic literature on the topic 'Porter's Value Chain'

Author: Grafiati
Published: 4 June 2021
Last updated: 3 February 2022

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Journal articles on the topic "Porter's Value Chain"

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Mozota, Brigitte Borja. "Structuring Strategic Design Management: Michael Porter's Value Chain." Design Management Journal (Former Series) 9, no. 2 (June 10, 2010): 26–31. http://dx.doi.org/10.1111/j.1948-7169.1998.tb00201.x.

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Chang, Pao-Cheng, and Hsi-Chin Lin. "The KPIs of Productivity Growth for Enterprises of Different Value Creation Types." International Journal of Productivity Management and Assessment Technologies 3, no. 1 (January 2015): 46–56. http://dx.doi.org/10.4018/ijpmat.2015010104.

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Taking Thompson's (1967) and Porter's (1980) concepts as the foundation, summarized the way enterprises create value as three types: value chain, value shop, and value network. Although scholars have written about KPIs to increasing productivity in specific industries, there is a lack of comparative studies on how to increase productivity in industries of different value creation types. For this purpose, this study selected two companies of each value creation type to discuss their KPIs to increasing productivity. It delineated the KPIs for different types of value creation enterprise type and found that transforming more value chain type department function towards value shop and value network can effectively increase productivity. This point can make up for the shortcomings of scholars such as , and Porter (1980) with respect to the “how to strengthen enterprise value creation” mechanism and discussion, and can be regarded as an important contribution of this study.
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Shamsuzzaman, Md, and Sheikh Morshed Jahan. "Value Chain of Poultry Hatcheries in Bangladesh : A Comparative Study of SMES versus Large Players by Porter's Value Chain Model." International Journal of Managing Value and Supply Chains 8, no. 3/4 (December 30, 2017): 01–18. http://dx.doi.org/10.5121/ijmvsc.2017.8401.

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Koc, T., and E. Bozdag. "Measuring the degree of novelty of innovation based on Porter's value chain approach." European Journal of Operational Research 257, no. 2 (March 2017): 559–67. http://dx.doi.org/10.1016/j.ejor.2016.07.049.

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Grigorescu, Ioan Lucian. "Value Chain Analysis – Basic Element Of An Organization’s Competitive Advantage." International conference KNOWLEDGE-BASED ORGANIZATION 21, no. 2 (June 1, 2015): 318–24. http://dx.doi.org/10.1515/kbo-2015-0053.

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Abstract Competitive advantage is a difference in relative prices or the relative costs and it results from differences in their work done. These differences may occur in two different ways, namely either the organization performs better the same types of activities, or it chooses different types of activities. To establish whether between an organization and other competitors in the same industry there are differences in terms of relative prices and relative costs, it is recommended to make use of Porter's value chain, the more so as these differences are determined by the activities of the organization. Value chain plays an important role in the diagnosis of an organization's competitive advantage because through it we can get an insight into the mode of action of costs and the influences they have on the strategy that the organization has taken. Also, through the value chain there can be identified the potential sources of differentiation of products or services offered by the organization.
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Ahmed, Nazim U., and Sushil K. Sharma. "Porter's value chain model for assessing the impact of the internet for environmental gains." International Journal of Management and Enterprise Development 3, no. 3 (2006): 278. http://dx.doi.org/10.1504/ijmed.2006.008825.

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McPhee, Wayne. "A new sustainability model: engaging the entire firm." Journal of Business Strategy 35, no. 2 (April 14, 2014): 4–12. http://dx.doi.org/10.1108/jbs-11-2013-0106.

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Purpose – The sustainable activity model re-envisions Porter's value chain to reflect the emerging impact of sustainability on firm strategy. The model helps to convert high level sustainability vision statements into a new set of actions that can create value from emerging issues like climate change, resource constraints, and a smaller, more connected world. Design/methodology/approach – The emergence and growth of sustainability, provides an opportunity to rethink traditional business models to better reflect current and emerging market conditions. Porter's value chain was adapted to reflect that: the value of a firm is based on more than just the profit margin and includes reputation, brand value and license to operate; sustainability can generate value by improving both internal and external engagement and collaboration; and the impact that the firm has on the outside world need to be included in firm strategy and decision making. Findings – The sustainable activity model is useful for focusing strategy on the material impacts of the firm rather than focusing on the issues that are most prevalent in the media or where managers have a particular interest. The model allows the firm to clearly set out new actions and new behaviors that change how the firm interacts with the world and how value is created. Originality/value – The sustainable activity model adapts the traditional value chain model to better fit the business issues that have emerged over the last 25 years and to prepare for a future that will continue to change at an ever increasing rate. Applying the model to strategy and business decisions will encourage new ways of thinking about value and generate new activities for creating value and enhancing the resilience of the firm against future changes as the sustainability trend continues to evolve.
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Ramli, Mohmad Najid, and Syed Jamal Abdul Nasir Syed Mohamad. "The Contact Centre Industry in Malaysia: An Insight through Porter's Diamond Competitiveness Model." GATR Global Journal of Business Social Sciences Review 1, no. 3 (August 14, 2013): 69–77. http://dx.doi.org/10.35609/gjbssr.2013.1.3(9).

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Objective - The objective of this theoretical paper is to look at the insight of Malaysia Contact Centre Industry and to highlight Malaysia's competitive edge from the perspective of Porter's Diamond Competitive Model. The Porter's Diamond Model will attempt to investigate how Malaysia can be sustainable and competitive in sharing the global contact centre as well as the BPO market. Methodology/Technique - This research is derived from the secondary information obtained from desk research of the broad literature on the sector and assessment of specific regional reports available through Internet websites as well as from various publications such as from the Government business reports and from agencies in the related industry . Findings - The mainfindings from this research is that, when Porter's diamond model was applied to the Malaysian Contact Centre and BPO sector, it showed clearly that the industry's competitive challenges in Malaysia are more towards human factor and upgrading the product up in the value chain plus the niche market of Islamic Finance and Accounting services, although there are still other steps and strategies the government and its agencies can play to make the country as one of the highest income of the service sector. Type of Paper: Review Keywords : Contact Centre Industry, Porter's Diamond Model, Business Process Outsourcing, BPO, Competitive Strategies.
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Finne, Thomas. "Information security implemented in: The theory on stock market efficiency, Markowitz's portfolio theory and porter's value chain." Computers & Security 16, no. 6 (January 1997): 469–79. http://dx.doi.org/10.1016/s0167-4048(97)84641-x.

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Sanoto, Herry. "Manajemen Perencanaan Strategis Sistem Informasi Menggunakan Metode Tozer (Studi Kasus: SMK Bina Nusantara Ungaran)." Scholaria: Jurnal Pendidikan dan Kebudayaan 11, no. 1 (January 21, 2021): 72–79. http://dx.doi.org/10.24246/j.js.2021.v11.i1.p72-79.

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Business competition in this fast-paced information age has become very tight. especially in the field of education. Thus the organization must have a business strategy that is very mature in order to face the competition. The application of information systems and technology has become one of the most influential business strategies for staying in competition. Bina Nusantara Ungaran Vocational School has implemented an information system and technology, but apparently it has not run optimally because some parts have not yet implemented an information system. In this study discusses how to plan an IS / IT strategy using the Tozer version method with supporting analysis such as Value Chain Porter's, Five Force Porter's, SWOT, Critical Success Factor, and McFarlan's Strategic Grid. Which produces a portfolio of SI / IT that is aligned with the vision and mission to support the business processes that are run and make Bina Nusantara Ungaran Vocational School excel in field of education.
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Dissertations / Theses on the topic "Porter's Value Chain"

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Venerová, Lenka. "Návrh konkurenční strategie firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-223188.

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The present thesis focuses on a competitive strategy draft for the purposes of a small business. The thesis is divided into three main parts. The first part comprises theoretical assumptions, by the means of which the current state of the business, under external as well as internal circumstances, is analyzed in the second part. The last part is aimed at setting goals and the strategy aimed at reaching them.
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Weberová, Martina. "Konkurenční strategie firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-223187.

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The main goal of this thesis is to define factors, based on external and internal analysis, which affect potential success of actual manufacturing concern and design strategical recommendations, which offer evaluation and possibilities of future development to the company management. This thesis is divided into three parts – theoretical part, analytical part and project part. Basic terms, used methods and analyses of external and internal influences are described in the theoretical part. These methods are applied on the actual manufacturing concern in the analytical part. Suggested alternative solutions are described in the project part. The most suitable alternative is defined in the closure.
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Dvořáková, Vendula. "Strategická analýza podniku." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-113082.

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Součková, Markéta. "Hodnocení výkonnosti podniku s využitím benchmarkingu." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-225013.

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This thesis deals with financial analysis and benchmarking for construction company Pozemní stavby Jihlava, spol. s.r.o. The first part summarizes the theoretical basis of benchmarking. In the next part –practical part contains an analysis of the current situation of the company and other construction companies, are included financial analysis, Porter's value chain and SWOT analysis. Based on the observed data are proposing measures and to imporivng and specific recommendations for evaluating enterprise.
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Matula, Milan. "Konkurenční strategie společnosti AGRALL zemědělská technika a.s." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-222847.

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The aim of the thesis focuses on the design of competitive strategy for the company AGRALL agricultural technology and to implement business based on the traditions of primary and secondary sectors of the Czech economy such as agriculture and engineering. Identification of appropriate strategies, namely the drafting of projects based on competitive analysis of several internal and external environment.
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Válek, Petr. "Analýza vybrané firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2010. http://www.nusl.cz/ntk/nusl-222433.

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The diploma thesis aims at analyzing Miss Claire Ltd., a distributor of perfumes and cosmetic goods. The situation of external and internal environment is described based on Porter Value Chain, indicators of financial analysis, PESTE and SWOT matrix. GE model and BCG matrix serve as complementary tools. All suggested strategies fulfill SMART criteria as well as strategic goal of Miss Claire Ltd, which is achievement of profitability and stabilization of market position.
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Števanka, Ladislav. "Návrh konkureční strategie firmy." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2008. http://www.nusl.cz/ntk/nusl-221624.

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This Master’s thesis analyses the current status of the small selling company, which sells sport articles. The thesis investigates impact extenrnal environment on the firm and also analyse internal environment. It defines strategic targets, contains propsal of competitive strategy of the company and its time implementation.
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Enman, Fredrik, and Sebastian Pers. "Varför producera ett annat företags varumärke? : En studie om leverantörsorganisationer i konkurrenssituation gentemot sin distributionskanal." Thesis, Södertörns högskola, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-33500.

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Inledning: En distributionskedja fungerar genom att förädla en råvara till färdig produkt genom råvaruleverantörer, producenter, leverantörer, återförsäljare och konsumenter. I den klassiska distributionskedjan är det i regel leverantörerna som hanterar den slutgiltliga förpackningen och står för det varumärke konsumenten ser i butik. Denna marknad har under senare tid upplevt en stor förändring i form av återförsäljarnas egna märkesvaror (EMV). Dessa varor är tillverkade för att vara så lika marknadsledaren som möjligt och står ofta dessutom direkt bredvid dem i butikshyllan. I regel kostar de lite mindre men upplevs ha liknande värde och kvalitet. Marknadsandelarna för dessa egna märkesvaror har de senaste åren ökat stort och förväntas öka ännu mer. Återförsäljarna tillverkar inte dessa egna märkesvaror själva - de produceras av leverantörerna. Då denna marknad är mättad förlorar leverantörerna marknadsandelar då dessa produkter tar plats på marknaden. Denna studie vill gå till botten med hur leverantörerna hanterar denna trend för att fortsätta vara lönsamma och vara en del av distributionskedjan. Syfte: Studien syftar till att utforska leverantörers möjligheter, risker och strategiska beslut i hänseende till en organisations plats och styrka i distributionskedjan. Metod: Detta är en kvalitativ studie som utgår från leverantörens perspektiv. Empirin har samlats in genom semistrukturerade intervjuer med nyckelpersoner hos leverantörsorganisationer som är engagerade i EMV-produktion. Slutsats: EMV erbjuder leverantörerna många möjligheter till tillväxt och utökad konkurrensstyrka, men till en sämre marginal och kostnadsstruktur vilket kan ha förödande konsekvenser. EMV utmanar den klassiska synen på distributionskedjan och konkurrensstrategier.
Introduction: A classic distribution chain consists of a raw material supplier, manufacturer, wholesaler, retailer and consumer. In this chain it's usually the manufacturers that delivers the branded product which ends up in the store shelf. This market has in recent times had a great change in the form of the retailers own brands (PL). These products are made to be similar to the market leader, and they are often placed right next to them on the store shelf. As a rule they have a slightly lower price but the similar quality. These products have risen in popularity and they are expected to rise even more. The retailers however do not manufacture their own products - that is the manufacturer's job. Considering the market is completely mature, this implicates that whenever a new product enters, it does this on the cost of someone else. This study wants to examine how the manufacturers work to keep their place in the distribution chain. Purpose: The purpose of this study is to explore the manufacturer's opportunities, risks and strategic possibilities regarding their place in the distribution chain. Methodology: This is a qualitative study from the suppliers perspective. The data is collected through semi-structured interviews with key personalities from within the organizations who are engaged with private label production. Conclusions: EMV offer the manufacturers many possibilities for growth and strength, but at the cost of lower margins. PL challenges the classic view of the distribution chain and strategies of competition.
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Zatloukal, Lukáš. "Rozvoj konkurenceschopnosti společnosti Italská dlažba." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241593.

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This diploma thesis deals with proposals and measures aimed at enhancement of the competitiveness of the company Italská dlažba, which is engaged in import and subsequent sale of Italian pavement and tiles. The final proposals are underpinned by the results of the processed analyses, which are based on theoretical knowledge.
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Tancár, Jakub. "Kritické zhodnocení chodu společnosti a návrhy na zlepšení." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-222899.

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Diplomová práca podáva komplexné a kritické zhodnotenie chodu spoločnosti Lesy Mesta Levoča, spol. s r.o. Analýza sa zameriava na firemnú stratégiu , konkurenčné postavenie spoločnosti a jej finančné zdravie. Finančná analýza je založená na štvrťročných účtovných výkazoch v období rokov 2004 až 2010. Na základe výsledkov analýz práca podáva návrhy a odporúčania, ktoré by mohli viesť k lepšiemu postaveniu spoločnosti v budúcnosti.
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Books on the topic "Porter's Value Chain"

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Lamb, Brian William Geoffrey. A study of Smurfit Corrugated Cases Lurgan based upon Porter's value chain. [s.l: The Author], 1999.

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Porters Value Chain and the Rea Analysis as an Accounting Information System. Grin Verlag, 2011.

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Book chapters on the topic "Porter's Value Chain"

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Cordell, Andrea, and Ian Thompson. "Porter’s Value Chain." In The Procurement Models Handbook, 165–67. Third edition. | Abingdon, Oxon ; New York, NY : Routledge, 2019. | Earlier editions published as: Purchasing models handbook: a guide to the most popular business models used in purchasing / Andrea Reynolds and Ian Thompson.: Routledge, 2019. http://dx.doi.org/10.4324/9781351239509-50.

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Ajayi, Makinde Oluwafemi, and Opeyeolu Timothy Laseinde. "Application of Porter’s Value Chain Model for Construing Potential Prospects and Lacunas in Industry 4.0 Adoption by 21st Century Manufacturers." In Advances in Manufacturing, Production Management and Process Control, 353–63. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-80462-6_44.

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Türkmen, Emre, and Ayberk Soyer. "The Effects of Digital Transformation on Organizations." In Handbook of Research on Strategic Fit and Design in Business Ecosystems, 259–88. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1125-1.ch011.

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The developments in information and communication technologies in the digital age have significant and varying effects on organizations. Changes in traditional business ecosystems have created new business environments called “digital business ecosystems.” Digital transformation (DT) studies are continually being carried out in organizations to adapt to these new digital business ecosystems. Besides technological adaptation, structural changes in processes, human resources, and company culture also occur in DT process. Under these conditions, organizations need to create their strategies and road maps. In this context, it is aimed to develop a conceptual framework for examining the effects of DT on organizations by taking into account Michael E. Porter's value chain framework and Henry Mintzberg's typology of organizational configurations. The proposed framework is expected to make contribution to the literature in terms of adapting Porter's value chain to the organizational structures in digital age and will be adaptable to different types of organizations.
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Elhaoussine, Youssef. "Manufacturer Service-Oriented Strategy." In Digitalization of Decentralized Supply Chains During Global Crises, 64–80. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-6874-3.ch004.

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This chapter develops a new hybrid manufacturing service-based marketing strategy for manufacturers evolving in a homogenous market. First, by using the Porter's value chain model, it will outline how manufacturers develop their competitive advantages in a normal context and then run the same theoretical analysis in the context of a homogenous market where it is difficult for manufacturers to create a difference. In addition, a qualitative research in the form of semi-conducted interviews with factory executives will confirm the homogeneity of strategies among competitors and outline the importance of developing new strategic directions. The conclusion will show that in order to create competitive advantages without using too many resources, marketing, service management, and technology could work together and lead manufacturers to adopt a more service-based marketing management orientation.
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Mulders, Marijn. "Value Chain, Porter." In 101 Management Models, 364–66. Routledge, 2019. http://dx.doi.org/10.4324/9781003022022-100.

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Solli-Sæther, Hans, and Petter Gottschalk. "Value Configurations." In Managing IT Outsourcing Performance, 75–97. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-796-6.ch004.

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Understanding how firms differ is a central challenge for both theory and practice of management. For a long time, Porter’s (1985) value chain was the only value configuration known to managers. Stabell and Fjeldstad (1998) identified two alternative value configurations. First, a value shop schedules activities and applies resources in a fashion that is dimensioned and appropriate to the needs of client problems, while a value chain performs a fixed set of activities that enables it to produce a standard product in large numbers. Examples of value shops are professional service firms, as found in medicine, law, architecture and engineering. Next, a value network links clients or customers who are or wish to be interdependent. Examples of value networks are logistic companies, telephone companies, retail banks and insurance companies. In this chapter, we apply the contingent approach to systems outsourcing by making the outsourcing decision dependent on the value configuration of the enterprise. We present the three different value configurations – the value chain, the value shop, and the value network. Next, the three different value configurations are compared according to key characteristics, e.g. use of information systems. Then, we take a look at interfirm relations to be able to identify areas for outsourcing, and value configuration as a determinant and predictor for the extent of outsourcing. Finally, we discuss levels of strategy and we introduce the Y-model for IS/IT strategy work.
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Gottschalk, Petter. "Police Work in Value Shops." In Knowledge Management Systems in Law Enforcement, 213–51. IGI Global, 2007. http://dx.doi.org/10.4018/978-1-59904-307-4.ch009.

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To comprehend the value that information technology provides to organizations, we must first understand the way a particular organization conducts business, and how information systems affect the performance of various component activities within the organization. Understanding how firms differ is a central challenge for both theory and practice of management. For a long time, Porter’s (1985) value chain was the only value configuration known to managers. Stabell and Fjeldstad (1998) have identified two alternative value configurations. A value shop schedules activities and applies resources in a fashion that is dimensioned and appropriate to the needs of the client’s problem, while a value chain performs a fixed set of activities that enables it to produce a standard product in large numbers. Examples of value shops are professional service firms, as found in medicine, law, architecture, and engineering. A value network links clients or customers who are, or wish to be interdependent. Examples of value networks are telephone companies, retail banks, and insurance companies.
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Barbin Laurindo, Fernando José, Marly Monteiro de Carvalho, and Tamio Shimizu. "Information Technology Strategic Alignment." In Encyclopedia of Information Science and Technology, First Edition, 1503–7. IGI Global, 2005. http://dx.doi.org/10.4018/978-1-59140-553-5.ch264.

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Information technology (IT) has assumed an important position in the strategic functioning of leading companies in competitive markets (Porter, 2001). Particularly, e-commerce and e-business have been highlighted among IT applications (Porter, 2001). Two basic points of view can be used for understanding the role of IT: the acquisition of a competitive advantage at the value chain and the creation and enhancement of core competencies (Porter & Millar, 1985; Duhan et al., 2001).
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Berberich, Roland. "Creating Shared Value and Increasing Project Success by Stakeholder Collaboration." In Crowdsourcing, 1056–77. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-8362-2.ch052.

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This chapter introduces the idea of accessing new resources by collaborative interaction with stakeholders to optimize the value chain and product development process. It is acknowledged that Creating Shared Value (CSV) could be a value driver by revisiting the supply chain (Porter & Kramer, 2011); however, in a world of scarce and often inaccessible resources, wastage is becoming increasingly detrimental. With project expenditure rising (PMI, 2012) and continuing high rates of failure (Balogun & Hope Hailey, 2008; Langley, 2014) small and medium sized businesses (SMEs) could find themselves in a position where crucial innovation becomes unaffordable and non-achievable. It is suggested that utilizing ‘the crowd', pragmatically incorporating collaborative engagement with stakeholders, could not only alleviate this problem but increase project success rates, lower costs and allow SMEs to fulfil social responsibilities with CSV.
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Berberich, Roland. "Creating Shared Value and Increasing Project Success by Stakeholder Collaboration." In CSR 2.0 and the New Era of Corporate Citizenship, 101–22. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1842-6.ch006.

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This chapter introduces the idea of accessing new resources by collaborative interaction with stakeholders to optimize the value chain and product development process. It is acknowledged that Creating Shared Value (CSV) could be a value driver by revisiting the supply chain (Porter & Kramer, 2011); however, in a world of scarce and often inaccessible resources, wastage is becoming increasingly detrimental. With project expenditure rising (PMI, 2012) and continuing high rates of failure (Balogun & Hope Hailey, 2008; Langley, 2014) small and medium sized businesses (SMEs) could find themselves in a position where crucial innovation becomes unaffordable and non-achievable. It is suggested that utilizing ‘the crowd', pragmatically incorporating collaborative engagement with stakeholders, could not only alleviate this problem but increase project success rates, lower costs and allow SMEs to fulfil social responsibilities with CSV.
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Conference papers on the topic "Porter's Value Chain"

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Awaluddin, Robi, Dadang Suhardi, and Dede Djuniardi. "Company Position Analysis Using Porter's Value Chain and PEST (Political, Economic, Socio-Cultural, Technological) In PT. West Java International Airport." In Proceedings of the 1st Universitas Kuningan International Conference on Social Science, Environment and Technology, UNiSET 2020, 12 December 2020, Kuningan, West Java, Indonesia. EAI, 2021. http://dx.doi.org/10.4108/eai.12-12-2020.2305114.

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