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Will participative makeovers of business processes succeed where reengineering failed?
directional accuracy, professional GNP forecasts are shown to dominate the cheaper alternatives. There seems to be no systematic relationship between the above criterion and the error measures used in previous studies. PLANNING IN SPECIFIC MANAGEMENT AREAS--MIS
MCFARLAN, F. W. and NOLAN, R. L. How to manage an IT outsourcing alliance Sloan Management Review 36 (2), 9-23 (Winter 1995) Concern for cost and quality, supplier pressure and financial factors are reasons for outsourcing IT. Such a solution is acceptable as strategic alliances become more common in a changing IT environment. Suggestions are given for determining w h e n and h o w to outsource and h o w to manage an alliance. The outsourcing agreement has to be seen as a strategic alliance--and managed as such.
PAWSON, R., BRAVARD,J.-L. and CAMERON,L. The case for expressive systems Sloan Management Review 36 (20), 41-48 (Winter 1995) Expressive systems are a n e w kind of information system that will reduce the time to market, help tailor products and services to customer needs and make processes more responsive to unexpected events. Users can adapt quickly and easily to exceptions. A description of h o w expressive systems work is provided and ways suggested of modifying the organization of IS departments so that the n e w technology can be implemented.
DAVENPORT,T. H. Will participative makeovers of business processes succeed where reengineering failed? Planning Review 23 (1), 24-29 (Jan/Feb 1995) Top-down or bottom-up individual information systems do not best serve the company's change purposes. Intermediate solutions are needed that allow for top-level direction while remaining sensitive to the fact that business processes are h u m a n interactions. Participative middle-ground approaches are emerging; these emphasize the various roles that people play w h e n they interact with information. It is still too early to assess the results of these moves; early users are, however, enthusiastic. PLANNING IN SPECIFIC MANAGEMENT AREAS--DISTRIBUTION
FAHY, J. and TAGUCHI, F. Reassessing the Japanese distribution system Sloan Management Review 36 (2), 49-61 (Winter 1995) Japan's distribution systems are changing to meet the trend to deregulation, n e w manufacturing priorities, Current Awareness
customer behaviour and the overall economy. There are important implications for global business. The system offers opportunities to Western companies. Distribution is less of a barrier. Though the pace of change is slow, Western manufacturers and retailers should take a considered look at Japan and exploit the advantages that are becoming manifest.
PLANNING IN SPECIFIC MANAGEMENT AREAS--MARKETING
BENJAMIN,R. and WIGAND,R. Electronic markets and virtual value chains on the information super-highway Sloan Management Review 36 (2), 62-72 (Winter 1995) The National Information Infrastructure (Nil) will give consumers increased access to a vast selection of products. At the same time, there will be a restructuring and redistribution of profits among the stakeholders. Single source sales channels will become electronic markets. Costs may be reduced as consumers can access the manufacturers directly. Policy makers will need to explore the impact of full customer access to the market. GRIFFIN, A., GLEASON, G., PREISS, R. and SHEVENAUGH, D. Best practice for customer satisfaction in manufacturing firms Sloan Management Review 36 (2) 87-98 (Winter 1995) Little research has been undertaken to determine what constitutes best practice by companies featuring customer satisfaction as a corporate strategy. Four companies of high repute in customer satisfaction were studied. Each had similar characteristics that allowed them to focus on customer satisfaction. They out-performed in profits and asset utilization but were not as successful in increasing market share. Ways are suggested by which companies can improve their customer satisfaction measures and practices. SMITH, F. L. and WILSON, R. L. The predictive validity of the Karnani and Wernerfelt model of multipoint competition Strategic Management Journal 16 (2), 143-160 (February 1995} This is the first study to tackle this issue. Measures are developed for four varieties. The theoretical model proposed four response strategies, and six were observed in the data. Since the independent variables did not predict responses as proposed by the model, exploratory analyses identified 'best' predictors of responses. The results are presented in simple form as a basis for further investigation into issues surrounding multipoint competition.
MCFARLAN, F. W. and NOLAN, R. L. How to manage an IT outsourcing alliance Sloan Management Review 36 (2), 9-23 (Winter 1995) Concern for cost and quality, supplier pressure and financial factors are reasons for outsourcing IT. Such a solution is acceptable as strategic alliances become more common in a changing IT environment. Suggestions are given for determining w h e n and h o w to outsource and h o w to manage an alliance. The outsourcing agreement has to be seen as a strategic alliance--and managed as such.
PAWSON, R., BRAVARD,J.-L. and CAMERON,L. The case for expressive systems Sloan Management Review 36 (20), 41-48 (Winter 1995) Expressive systems are a n e w kind of information system that will reduce the time to market, help tailor products and services to customer needs and make processes more responsive to unexpected events. Users can adapt quickly and easily to exceptions. A description of h o w expressive systems work is provided and ways suggested of modifying the organization of IS departments so that the n e w technology can be implemented.
DAVENPORT,T. H. Will participative makeovers of business processes succeed where reengineering failed? Planning Review 23 (1), 24-29 (Jan/Feb 1995) Top-down or bottom-up individual information systems do not best serve the company's change purposes. Intermediate solutions are needed that allow for top-level direction while remaining sensitive to the fact that business processes are h u m a n interactions. Participative middle-ground approaches are emerging; these emphasize the various roles that people play w h e n they interact with information. It is still too early to assess the results of these moves; early users are, however, enthusiastic. PLANNING IN SPECIFIC MANAGEMENT AREAS--DISTRIBUTION
FAHY, J. and TAGUCHI, F. Reassessing the Japanese distribution system Sloan Management Review 36 (2), 49-61 (Winter 1995) Japan's distribution systems are changing to meet the trend to deregulation, n e w manufacturing priorities, Current Awareness
customer behaviour and the overall economy. There are important implications for global business. The system offers opportunities to Western companies. Distribution is less of a barrier. Though the pace of change is slow, Western manufacturers and retailers should take a considered look at Japan and exploit the advantages that are becoming manifest.
PLANNING IN SPECIFIC MANAGEMENT AREAS--MARKETING
BENJAMIN,R. and WIGAND,R. Electronic markets and virtual value chains on the information super-highway Sloan Management Review 36 (2), 62-72 (Winter 1995) The National Information Infrastructure (Nil) will give consumers increased access to a vast selection of products. At the same time, there will be a restructuring and redistribution of profits among the stakeholders. Single source sales channels will become electronic markets. Costs may be reduced as consumers can access the manufacturers directly. Policy makers will need to explore the impact of full customer access to the market. GRIFFIN, A., GLEASON, G., PREISS, R. and SHEVENAUGH, D. Best practice for customer satisfaction in manufacturing firms Sloan Management Review 36 (2) 87-98 (Winter 1995) Little research has been undertaken to determine what constitutes best practice by companies featuring customer satisfaction as a corporate strategy. Four companies of high repute in customer satisfaction were studied. Each had similar characteristics that allowed them to focus on customer satisfaction. They out-performed in profits and asset utilization but were not as successful in increasing market share. Ways are suggested by which companies can improve their customer satisfaction measures and practices. SMITH, F. L. and WILSON, R. L. The predictive validity of the Karnani and Wernerfelt model of multipoint competition Strategic Management Journal 16 (2), 143-160 (February 1995} This is the first study to tackle this issue. Measures are developed for four varieties. The theoretical model proposed four response strategies, and six were observed in the data. Since the independent variables did not predict responses as proposed by the model, exploratory analyses identified 'best' predictors of responses. The results are presented in simple form as a basis for further investigation into issues surrounding multipoint competition.