| Advantage (97) |  |
| Competitive advantage (35) | |
Securing Competitive advantage in the Information Economy, Oxford university Press, Oxford, 1999.42 JRC and IPTS FOR-LEARN On-line Foresight guide in http://forlearn. jrc. ec. europa. eu/guide/4 methodology/framework. htm (read May 28th 2009).
and that will lead to competitive advantage. We look to this revolutionizing technology management much as the Model T revolutionized production processes.
Exploiting New technologies for Competitive advantage, Wiley, New york, 2005.2 T. Teichert, M.-A. Mittermayer, Text mining for technology monitoring, IEEE IEMC 2002 (2002) 596 601.3 R
Securing Competitive advantage in the Information Economy, Oxford university Press, Oxford, 1999.19 I. Nonaka, H. Takeuchi, The Knowledge-creating Company, Oxford university Press, Oxford, 1995.20 R. Dawson, Developing Knowledge-Based Client Relationships, Butterworth-Heinemann, London, 2000.21 A. Eerola, B. H
the link between competitive advantage and corporate social responsibility, Harvard Business Review (2006. 30 O. Salzmann, A. Ionescu-Somers, U. Steger, The business case for corporate sustainability:
/Futures 43 (2011) 279 291 290 35 M. E. Porter, M. R. Kramer, The competitive advantage of corporate philanthropy, Harvard Business Review (2002.
For an overview of data mining technologies and their use for competitive advantages, see Porter and Cunningham (2005.
Exploiting New technologies for Competitive advantage, Wiley, Hoboken, NJ. Rader, M. 2001),‘Monitoring of technology assessment activities'',report by the European Science and Technology observatory Network, Seville.
Competitive advantage. Newyork: Free Press. Reger, G. 2001. Technology foresight in companies: From an indicator to a network and process perspective.
To do so, the research outlined in this paper builds upon a critical view of value creation and competitive advantage in both supply chain management and corporate social responsibility (CSR.
In this context, Section 2 outlines that current models responsible for moulding a business's competitive advantage sustainably are weak in the nature of stakeholders'involvement in strategic partnerships.
these lead to sustainable competitive advantages. Hence, there is still a latent need to understand howother stakeholders can bring value to a firm
and vice versa to help shape different sustainable competitive advantages. Section 3 describes that networked sustainability goes one step beyond the value net by consideriin the global system within
which activities play a key role in enabling businesses to access new sources of competitive advantage
to enhance and enable a business to sustain competitive advantages and follow its path to sustainable development.
focus on productivity and efficiency-Target is on cost reduction aiming competitive advantages-Seek social environmental improvement,
Reinventing the rusty supply chain for competitive advantage. Strategy & Leadership, 28, no. 4: 21 6. MCB University Press.
Anexamination of the‘sustainable competitive advantage'concept: Past, present, and future. Academy of Marketing Science Review 2000, no. 4: 1 16.
Competitive advantage: Creating and sustaining superior performance. Newyork: Free Press. Porter, M. E. 1985b. Technology and competitive advantage.
The Journal of Business strategy 5, no. 3: 60 78. Porter, M. E. 1991. Towards a dynamic theory of strategy.
and gain sustainable competitive advantages Communication The ability to document and demonstrate in deeds through specific communication channels how intentions are put into practice, together with an ongoing continuous dialogue, builds mutual trust and transparency.
and indicators along the network and thus create individual and cooperative competitive advantages Operation The business principles
These areas should be in line with relevant national competitive advantages. Accordingly, the following objectives were set:
This study provided a more profound knowledge of national competitive advantages the resources required for development of the most important S&t areas,
According to the resource-based theory, competitive advantage occurs only when there is a situation of resource heterogeneity and resource immobility (Barney, 1991.
and maintain the basis of competitive advantage will be limited (Powell and Bradford, 2000). In addition to the resource-based theory, the modern emphasis is on network approaches to industrial strategy
Ashton, B. W.,Johnson, A. H. and Stacey, G. S. 1994),‘Monitoring science and technology for competitive advantage'',Competitive intelligence Review, Vol. 5 No. 1, pp. 5-16.
Barney, J. B. 1991),‘Firm resources and sustained competitive advantage'',Journal of Management, Vol. 17 No. 1, pp. 99-120.
Grant, R. 1991),‘The resource-based theory of competitive advantage: implications for strategy formulation'',California Management Review, Vol. 33 No. 3, pp. 114-35.
The Link Between Future and Strategy, Palgrave Macmillan, New york, 2003.21 M. E. Porter, Competitive advantage, Free Press, New york, 1985.22 G. Ringland, The role of scenarios in strategic foresight, Technol.
and sustaining or gaining a competitive advantage over competitors. The strategic resources of a firm have been identified as the basis for this 28.
in order to maintain a competitive advantage 30. The last two decades have seen an increase in collaborations between different organizations driven by at least five trends in corporate innovation:
or sustain a competitive advantage, i e.,, the ability to sense change and acquire necessary capabilities to meet changes,
the case of Procter & gamble, R&d Management 36 (2006) 333 346.8 R. Rohrbeck, K. Ho lzle, H. G. Gemu nden, Opening up for competitive advantage how Deutsche telekom
Exploiting New technologies for Competitive advantage. New york: Wiley. Punie, Y, I Maghiros and S Delaitre 2006. Dark scenarios as a constructive tool for future-oriented technology analysis:
< Back - Next >
Overtext Web Module V3.0 Alpha
Copyright Semantic-Knowledge, 1994-2011