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Books on the topic 'Strategy of differentiation'

Author: Grafiati

Published: 4 June 2021

Last updated: 31 May 2022

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1

Jayaswal, Sachin. Price and leadtime differentiation and operations strategy in a competitive market. Indian Institute of Management, 2013.

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2

Greenstein, Shane M. Differentiation strategy and market deregulation: Local telecommunication entry in the late 1990s. National Bureau of Economic Research, 2003.

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3

Dauderstädt, Michael. No integration without differentiation: On the strategy for a scaled eastern enlargement of the European Union. Friedrich-Ebert-Stiftung, 1996.

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4

Pak, Hyŏn-suk. Inʼgan chŏnbunhwanŭng chulgi sepʻoju ŭi anjŏngjŏk taeryang paeyang chokŏn kaebal mit tʻŭksŏng punsŏk kwa punhwa yudo kisul kaebal =: Stable and mass-culture of human embryonic stem, characterization and development of differentiation strategy. Kyoyuk Kwahak Kisulbu, 2008.

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5

Pak, Hyŏn-suk. Inʼgan chŏnbunhwanŭng chulgi sepʻoju ŭi anjŏngjŏk taeryang paeyang chokŏn kaebal mit tʻŭksŏng punsŏk kwa punhwa yudo kisul kaebal =: Stable and mass-culture of human embryonic stem, characterization and development of differentiation strategy. Kyoyuk Kwahak Kisulbu, 2008.

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6

Chang, Ching M. Service systems management and engineering: Creating strategic differentiation and operational excellence. John Wiley & Sons, 2010.

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7

Chang, Ching M. Service systems management and engineering: Creating strategic differentiation and operational excellence. John Wiley & Sons, 2010.

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8

The future of value: How sustainability creates value through competitive differentiation. Jossey-Bass, 2011.

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9

Choose and focus: Japanese business strategies for the 21st century. Cornell University Press, 2008.

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10

Moss, Geoff. A Strategy for Differentiation. Questions Publishing Co Ltd, 1995.

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11

Collings, David G. Workforce Differentiation. Edited by David G. Collings, Kamel Mellahi, and Wayne F. Cascio. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198758273.013.20.

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Historically, a key focus of human resource (HR) professionals was developing, implementing, and standardizing HR polices and processes to ensure employees perform in standardized ways. However, the utility of a standardized approach to HR practices has been increasingly questioned over recent decades. In this vein, formalized workforce-differentiation approaches to the segmentation of the workforce based on employees’ competence or the nature of roles performed to reflect differential potential to generate value has emerged as a central element of talent-management strategies. While earlier r

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12

Brand Portfolio Strategy: Creating Relevance, Differentiation, Energy, Leverage, and Clarity. Free Press, 2004.

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13

Hitt, Michael A., Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley, and Douglas Michael Wright. The Future of Strategy Implementation. Edited by Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley, and Douglas Michael Wright. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780190650230.013.25.

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Little systematic research has been done on strategy implementation, yet there is a body of work providing guidance for implementation efforts. The authors examine three basic collections of work on resources and governance, managing human capital, and accounting-based control systems, explaining how these issues have implications for strategy implementation. Although the chapters in this Handbook provide many useful insights concerning issues that must be addressed in order to effectively implement firms’ strategies, there is need for more and systematic work. The purposes of this final chapt

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14

Ponti, Cesare, Paola Schwizer, Floricel Rugiero, et al. Governance e strategia per la gestione dei rischi nelle imprese non finanziarie. AIFIRM, 2020. http://dx.doi.org/10.47473/2016ppa00024.

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The “Corporate Risk Governance & Control” Commission, composed of risk managers, working for the top leading companies and financial institutions, many of which are publicly listed, as well as academics and board members, worked together to produce a position paper that aspires to provide principles and best practices regarding strategic risk management and risk governance. In particular, the document provides a framework, applicable to non financial companies based on their specific profiles, that integrates the general requirements established by the standard setters (i.e. the Code of Co

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15

Chang, Ching M. Service Systems Management and Engineering: Creating Strategic Differentiation and Operational Excellence. Wiley & Sons, Incorporated, John, 2018.

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16

Lowitt, Eric. Future of Value: How Sustainability Creates Value Through Competitive Differentiation. Wiley & Sons, Incorporated, John, 2011.

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17

Lowitt, Eric. Future of Value: How Sustainability Creates Value Through Competitive Differentiation. Wiley & Sons, Incorporated, John, 2011.

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18

Lowitt, Eric. Future of Value: How Sustainability Creates Value Through Competitive Differentiation. Wiley & Sons, Incorporated, John, 2011.

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19

Stubbs, Evan. Big Data, Big Innovation: Enabling Competitive Differentiation Through Business Analytics. Wiley & Sons, Incorporated, John, 2014.

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20

Big Data, Big Innovation: Enabling Competitive Differentiation through Business Analytics. Wiley, 2014.

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21

Stubbs, Evan. Big Data, Big Innovation: Enabling Competitive Differentiation Through Business Analytics. Wiley & Sons, Incorporated, John, 2014.

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22

Stop Selling Vanilla Ice Cream The Scoop On Increasing Profit By Differentiating Your Company Through Strategy And Talent. Greenleaf Book Group, 2012.

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23

Wahtera, Sandra Lee. DIFFERENTIATING NURSING PROCESS PERFORMANCE BY EDUCATION, EXPERIENCE, DOMAIN-SPECIFIC KNOWLEDGE, STRATEGIC KNOWLEDGE AND SELF-EFFICACY. 1991.

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24

Thompson, Paul, and Bill Harley. HRM and the Worker. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0008.

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This article argues that there are at least three core claims to which most scholars of HRM subscribe. The first is that major changes in the nature of the environment in which organizations operate have placed pressure on organizations to be more strategic in their management of employees. This is the familiar view that most organizations are now operating in increasingly global, competitive, and volatile markets in which they must be flexible and able to develop unique products and services which are not easily imitable. Whilst some sector differentiation is made, according to most of the HR

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25

Bean, Hamilton. United States Intelligence Cultures. Oxford University Press, 2018. http://dx.doi.org/10.1093/acrefore/9780190846626.013.357.

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Organizational culture refers to the constellation of values, beliefs, identities, and artifacts that both shape and emerge from the interactions among the formal members of the US intelligence community. It is useful for understanding interagency cooperation and information sharing, institutional reform, leadership, intelligence failure, intelligence analysis, decision making, and intelligence theory. Organizational culture is also important in understanding the dynamics of US intelligence. There are four “levels” of, or “perspectives” on, organizational culture: vernacular and mundane organi

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26

Johnson, Janet Elise. Foreign Intervention and Violence Against Women. Oxford University Press, 2017. http://dx.doi.org/10.1093/acrefore/9780190846626.013.182.

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Violence against women represents the most popular gender related issue for global women’s activists, international development agencies, and human rights advocates. Although state responsiveness to violence against women was previously seen by feminist political scientists as only a domestic issue, international studies scholars have begun to theorize how states’ responsiveness is shaped by foreign interventions by global actors. As countries around the world began to adopt new policies opposing violence against women, social scientists adept in both feminist theory and social science methods

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