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Channel partnerships streamline distribution
competence appear to explain a significant fraction of the variance in research productivity across firms. The results raise some intriguing questions about the nature of competencies and the ways in which they diffuse over time.
COLLIS, D. J. Research Note: How Valuable are Organizational Capabilities Strategic Management Journal 15, 143-152 (Winter 1995) Organizational capabilities can meet the conditions for being a source of sustainable competitive advantage. There are limits to the extent of the importance of such capabilities. The problem is resolved by arguing that the value of organizational capabilities is context dependent, and by recognizing that the strategy field will never find the ultimate source of sustainable competitive advantage.
WARD, A., LIKER,J. K., CRISTIANO,J. J. and SOBEK II, D. K. The Second Toyota Paradox: How Delaying Decisions Can Make Better Cars Faster Sloan Management Review 36 (3), 43-61 (Spring 1995) Toyota designers think about sets of design alternatives, rather than pursuing one alternative iteratively. This approach, 'set-based concurrent engineering', allows the teams to narrow the sets until they come up with the final answer. Research shows that this seemingly inefficient approach has made Toyota the fastest, most efficient automotive manufacturer. Companies that want to use this approach should experiment in developing concrete techniques. Using cross-functional teams and structured development processes which focus on designing the right product in the concept stage are important steps.
PLANNING IN SPECIFIC MANAGEMENT AREAS--PROCUREMENT
BUZZELL,R. D. and ORTMEYER, G. Channel Partnerships Streamline Distribution Sloan Management Review 36 (3), 85-96 (Spring 1995) Adversarial relationships between retailers and suppliers are being replaced by cooperation which allows the faster replenishment of inventories, improved customer service, reduced costs in distribution. But this requires that reward systems are compatible and that top management supports the changes in systems, organizational structure, and culture. Coop-
eration is a prerequisite for competing in the retail arena of the future. PLANNING IN SPECIFIC MANAGEMENT AREAS--FINANCE THACKRAY, J.
What's New in Financial Strategy Planning Review 23 (3), 14-19, (May/June 1995) Strategy and finance are growing closer together. Some important strategy tools such as 'value based planning' and 'economic value added' are applications of discounting present value of future earnings. Such tools have their supporters and opponents. Good integration between finance and strategy dimensions can be tantamount to a competitive weapon. Options Pricing Theory is making a valuable contribution. Option pricing models are especially relevant in the natural resource area. They in general do make a richer set of decisions possible by, for example, treating investment as a slow chain reaction.
STERLING, J. Portfolio-Plus: an Analysis Tool for Strategic Planners Planning Review 23 (3), 24-27 (May/June 1995) Portfolio-Plus, a PC-based software tool developed by Strategic Dynamics, facilitates several common portfolio analysis techniques. There are pros and cons. Among the positives are the flexibility and performance characteristics. The system is methodologically robust and the quality of the on-screen graphics is high. But printing out hard copies of matrices is not easy. The software lacks certain printing capabilities and there are some other minor quirks.
DIXIT, A. K. and PINDYCK,R. S. The Options Approach to Capital Investment Harvard Business Review 73 (3), 105-115 (May/June 1995) An examination is made of the shortcomings of the conventional approaches to decision making investment. An improved framework is provided for thinking about capital investment decisions. The need is to look beyond net present value; an action to create an option should be valued more highly. Consideration should be given to scale versus flexibility in utility planning and to the price volatility in commodities. To make intelligent investment choices, managers need to consider the value of keeping their options open. KESTER, W. C. a n d LUEHRMAN, T. A.
Rehabilitating the Leveraged Buyout Harvard Business Review 73 (3), 119-130 (May/June 1995) Under the right conditions, leveraged buyouts (LBOs) are not just deals. They represent an alternative model Long Range Planning Vol. 28
August 1995
COLLIS, D. J. Research Note: How Valuable are Organizational Capabilities Strategic Management Journal 15, 143-152 (Winter 1995) Organizational capabilities can meet the conditions for being a source of sustainable competitive advantage. There are limits to the extent of the importance of such capabilities. The problem is resolved by arguing that the value of organizational capabilities is context dependent, and by recognizing that the strategy field will never find the ultimate source of sustainable competitive advantage.
WARD, A., LIKER,J. K., CRISTIANO,J. J. and SOBEK II, D. K. The Second Toyota Paradox: How Delaying Decisions Can Make Better Cars Faster Sloan Management Review 36 (3), 43-61 (Spring 1995) Toyota designers think about sets of design alternatives, rather than pursuing one alternative iteratively. This approach, 'set-based concurrent engineering', allows the teams to narrow the sets until they come up with the final answer. Research shows that this seemingly inefficient approach has made Toyota the fastest, most efficient automotive manufacturer. Companies that want to use this approach should experiment in developing concrete techniques. Using cross-functional teams and structured development processes which focus on designing the right product in the concept stage are important steps.
PLANNING IN SPECIFIC MANAGEMENT AREAS--PROCUREMENT
BUZZELL,R. D. and ORTMEYER, G. Channel Partnerships Streamline Distribution Sloan Management Review 36 (3), 85-96 (Spring 1995) Adversarial relationships between retailers and suppliers are being replaced by cooperation which allows the faster replenishment of inventories, improved customer service, reduced costs in distribution. But this requires that reward systems are compatible and that top management supports the changes in systems, organizational structure, and culture. Coop-
eration is a prerequisite for competing in the retail arena of the future. PLANNING IN SPECIFIC MANAGEMENT AREAS--FINANCE THACKRAY, J.
What's New in Financial Strategy Planning Review 23 (3), 14-19, (May/June 1995) Strategy and finance are growing closer together. Some important strategy tools such as 'value based planning' and 'economic value added' are applications of discounting present value of future earnings. Such tools have their supporters and opponents. Good integration between finance and strategy dimensions can be tantamount to a competitive weapon. Options Pricing Theory is making a valuable contribution. Option pricing models are especially relevant in the natural resource area. They in general do make a richer set of decisions possible by, for example, treating investment as a slow chain reaction.
STERLING, J. Portfolio-Plus: an Analysis Tool for Strategic Planners Planning Review 23 (3), 24-27 (May/June 1995) Portfolio-Plus, a PC-based software tool developed by Strategic Dynamics, facilitates several common portfolio analysis techniques. There are pros and cons. Among the positives are the flexibility and performance characteristics. The system is methodologically robust and the quality of the on-screen graphics is high. But printing out hard copies of matrices is not easy. The software lacks certain printing capabilities and there are some other minor quirks.
DIXIT, A. K. and PINDYCK,R. S. The Options Approach to Capital Investment Harvard Business Review 73 (3), 105-115 (May/June 1995) An examination is made of the shortcomings of the conventional approaches to decision making investment. An improved framework is provided for thinking about capital investment decisions. The need is to look beyond net present value; an action to create an option should be valued more highly. Consideration should be given to scale versus flexibility in utility planning and to the price volatility in commodities. To make intelligent investment choices, managers need to consider the value of keeping their options open. KESTER, W. C. a n d LUEHRMAN, T. A.
Rehabilitating the Leveraged Buyout Harvard Business Review 73 (3), 119-130 (May/June 1995) Under the right conditions, leveraged buyouts (LBOs) are not just deals. They represent an alternative model Long Range Planning Vol. 28
August 1995