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Focus is cross-linguistically associated with a number of different strategies, such as fronting, clefting, markers, and prosody. In some cases, the choice between one strategy or another is determined by language-specific rules, ...
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Focus is cross-linguistically associated with a number of different strategies, such as fronting, clefting, markers, and prosody. In some cases, the choice between one strategy or another is determined by language-specific rules, while in others, two or more strategies seem to be optional, and thus, somehow "unpredictable". In this experimental study, we investigate the syntactic strategies employed in object focusing in Finnish and in Italian by examining the syntactic, semantic, and pragmatic features underlying the choice of a specific Focus strategy. In particular, the present experiment is aimed to investigate two strategies employed in both languages for object Focus realization, namely, Focus in situ and fronting, in order to verify whether the choice between them is influenced by a specific type of feature, a combination of Focus-related features, the verb category involved, or the interplay between these three factors. The incidence of alternative constructions, in particular clefting in Italian and the -hAn discourse marker in Finnish, is also taken into consideration, and relevant asymmetries are analyzed in a comprehensive, comparative account.
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1. Many firms facing low-cost international competition can reposition into niches. This study examines one such niche: industry-focused international firms, defined as companies that produce, sell, and expand internationally with...
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1. Many firms facing low-cost international competition can reposition into niches. This study examines one such niche: industry-focused international firms, defined as companies that produce, sell, and expand internationally within one industry. Analysis of the global pharmaceutical industry finds a group comprising of about 20% of the firms that pursue this strategy. This strategy is distributed internationally, but not uniformly. 2. It is relatively more prevalent among firms based in emerging countries compared to industrialized nations. These firms invest in R&D in order to create deep specialized expertise that they exploit internationally.
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Focus in hospitals has been heralded as the next frontier in improving its efficiency and efficacy (Herzlinger, 2004). However, there is scarce empirical work examining its effects in this setting. Focus in hospitals can take seve...
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Focus in hospitals has been heralded as the next frontier in improving its efficiency and efficacy (Herzlinger, 2004). However, there is scarce empirical work examining its effects in this setting. Focus in hospitals can take several different forms, ranging from standalone specialty centers to a hospital that chooses to emphasize in some operational way a particular specialty while still offering a full range of services. Although standalone facilities can be found in many locations, the vast majority of hospitals must follow the latter route to achieve focus. Current conceptualizations and measures of focus struggle to capture this construct in a way that does not assume a narrowing of range of offerings. In contrast to the traditional view of focus as narrowing, in this paper, we address the perspective of focus as emphasis. We select cardiology as the specialty and use secondary data for more than 264,000 patients in New York State to examine the relationship between focus as emphasis and hospital cost performance. Our results support the notion that such focus is associated with lower costs. Moreover, our results also show that focus in hospitals can be operationalized as a disproportionate emphasis on one line of service, without necessarily narrowing the overall range of services provided.
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PurposeWhile big data (BD), a transformative emerging phenomenon on its youth, plays a growing role in organizations in improving marketing decision-making, few academic works examine the mechanism through which BD can be applied ...
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PurposeWhile big data (BD), a transformative emerging phenomenon on its youth, plays a growing role in organizations in improving marketing decision-making, few academic works examine the mechanism through which BD can be applied to guide future competitive advantage strategies. The purpose of this paper is to examine if BD's predictive power helps business to business (B2B) firms selecting their intended generic (differentiation, focus, and cost leadership) strategies.Design/methodology/approachDrawing on the learning theory, the study proposes the use of BD as a key driver of intended strategies. Based on data from a cross-industry sample of executives, a conceptual model is tested using path and robustness analyses.FindingsThe use of BD plays a prominent role in the selection of intended future strategies in industrial markets. Additional tests demonstrate conditions of competitive intensity and strategic flexibility where BD is more and less beneficial.Originality/valueThe study reinforces the continued applicability of Porter's generic positioning strategies in the digital era. It addresses the paucity of research on BD in B2B context and is the first to provide theoretical and practical reflections on how BD utilization influences industrial intended strategies. The study strengthens contemporary managerial views defending that data drive strategies rather than the opposite.
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Main objective of this article is investigating the role of Porter's competitive strategies (differentiation, cost reduction and focus) to increase the competitiveness and eventually gain competitive advantage. This study is a cro...
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Main objective of this article is investigating the role of Porter's competitive strategies (differentiation, cost reduction and focus) to increase the competitiveness and eventually gain competitive advantage. This study is a cross-sectional survey that is conducted in 2017. The study population is 221 CEOs (senior managers) in 99 Branches of 4 private banks in IRANs provinces Tehran (Capital of Iran), Qazvin and Isfahan as 3 of the most monetary turnovers. The research tools are a questionnaire containing demographic and specific information. To analyze the data, an SPSS statistical software is used and several statistical tests are used in the testing of the hypothesis and research goals. Finally, the impact of each dimension of the strategy to increase competitiveness is assessed. Also, each dimension is ranked according to influence; respectively differentiation strategy, focus strategy and cost reduction strategies. Considering banks multiplicity and results, special invest on differentiation strategy reaching competitiveness advantages to escape Red-Ocean in this industry is necessary. JEL Classification Codes: M13, G24, G21, F14.
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Purpose - The aim in this paper is to describe and explain the flexibility offered by different business models adopted by different firms as they strive to achieve higher levels of business performance. Design/methodology/approac...
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Purpose - The aim in this paper is to describe and explain the flexibility offered by different business models adopted by different firms as they strive to achieve higher levels of business performance. Design/methodology/approach - Cross-sectional research is used to investigate a matched pair sample of 20 high-performing and 20 low-performing firms in the UK. The relationship between business model architectures and focus are examined and their implications for flexibility are illustrated and discussed. Findings - The flexibility offered by different business models is explored through the way organisations select and integrate three inter-related elements to devise flexible business models,i.e. network influence, transactional relationships, and corporate ownership. Affected by situated practices in each business network and the market position or business size, companies select and integrate various configurations of these elements to respond to the constantly evolving demands of end-customers. Research limitations/implications - Although based upon a cross-sectional analysis of a matched pair sample, the concept of "flexible business models" has far wider managerial implications.The efficiency of the proposed approach is achieved through the reduction into three inter-related elements that allow flexible configuration and re-adjustment. Practical implications - Companies can use the flexible business model approach to examine their own selection and integration of network influence, transactional relationships and corporate ownership and scrutinise their flexibility and performance in the marketplace. Originality/value - The contribution of this paper is the development of the flexible business models concept, based on an empirical investigation of firms in the UK.
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Because of their remarkable history of financial success, corporate spinoffs are the subject of perennial interest and investigation. We critically review quantitative and case-based research to determine the conditions under whic...
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Because of their remarkable history of financial success, corporate spinoffs are the subject of perennial interest and investigation. We critically review quantitative and case-based research to determine the conditions under which a spin-off divestiture provides beneficial results for the conglomerate, the newly independent subsidiary, and the stockholders. The shared goal of spin-off researchers is to understand the rationale for the financial success that spin-off firms and their newly disconnected conglomerates experience. Our review and synthesis of the findings include 30 years of academic research by scholars in strategic and business management, commercial research by independent researchers and consulting firms, and IRS and US Treasury documents that detail when a spin-off qualifies for a corporate tax-free exchange. Our central finding is that spin-offs, conglomerates, and stockholders benefit from tax-free divestiture and subsequent refocusing by the companies. The article explains the breadth of spin-off divestitures and the benefits of their success in the US. These results center on helping decision-makers recognize the situational factors that support the choice of a spin-off strategy. (c) 2022 Kelley School of Business, Indiana University. Published by Elsevier Inc. All rights reserved.
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Defect rates in the range of 10 parts per million, unimaginable a few years ago, have become the standard of world-class quality. To reduce defects, companies are aggressively implementing various quality methodologies, such as st...
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Defect rates in the range of 10 parts per million, unimaginable a few years ago, have become the standard of world-class quality. To reduce defects, companies are aggressively implementing various quality methodologies, such as statistical quality control, Motorola's six sigma or Shingo's poka-yoke. Although each quality methodology reduces defects, selection has been based on an intuitive sense without understanding their relative effectiveness in each application. A missing link in developing superior defect reduction strategies has been a lack of a general defect model that clarifies the unique focus of each method. Toward the goal of efficient defect reduction, we have developed an event tree which addresses a broad spectrum of quality factors and two defect sources, namely mistakes and variation. The quality control tree (QCT) predictions are more consistent with production experience than those obtained by the other methodologies considered independently. The QCT demonstrates that world-class defect rates cannot be achieved through focusing on a single defect source or quality control factor, a common weakness of many methodologies. We have shown that the most efficient defect reduction strategy depend on the relative strengths and weaknesses of each organization. The QCT can help each organization identify the most promising defect reduction opportunities for achieving its goals.
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Cutting edge technology management goes beyond basic research and development (R&D). Increasingly, corporate strategists are making a more precise distinction between "technology " and "technology management." The main purpose of this study was to develop an empirically derived classification system (taxonomy) for sustaining industry leadership, through the relationships that exist between technology and innovation strategy, technology management and company performance. A non-probability, judgment sample of companies listed on the Johannesburg Stock Exchange (JSE) were taken. Seminal research studies were used to identify a set of technology strategy, technology management and innovation strategy dimensions. Four distinct technology factors obtained with the analysis, were proved to positively influence the company performance dimensions and were classified as Control Market Planning, Product Development Intensity, R&D Commitment and Technology Focus factors. As a result a conceptual model has been developed to demonstrate the integrated properties of this new proposed taxonomy of technology and innovation. The results show that strategic technology management choices can significantly affect company performance....
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Cutting edge technology management goes beyond basic research and development (R&D). Increasingly, corporate strategists are making a more precise distinction between "technology " and "technology management." The main purpose of this study was to develop an empirically derived classification system (taxonomy) for sustaining industry leadership, through the relationships that exist between technology and innovation strategy, technology management and company performance. A non-probability, judgment sample of companies listed on the Johannesburg Stock Exchange (JSE) were taken. Seminal research studies were used to identify a set of technology strategy, technology management and innovation strategy dimensions. Four distinct technology factors obtained with the analysis, were proved to positively influence the company performance dimensions and were classified as Control Market Planning, Product Development Intensity, R&D Commitment and Technology Focus factors. As a result a conceptual model has been developed to demonstrate the integrated properties of this new proposed taxonomy of technology and innovation. The results show that strategic technology management choices can significantly affect company performance.
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