scholarly journals Rock, Paper, Concrete...

10.28945/4865 ◽  
2021 ◽  
Vol 6 ◽  
pp. 001-019
Author(s):  
Chadwick Anast ◽  
Melissa Smith ◽  
Stacie Varney Varney ◽  
Michael M. McClendon II ◽  
Russell Nelson

MAVNS, a successful construction company, has been staying ahead of the innovation curve as it relates to construction technology and site development over the past few decades. However, stagnation in the evolution of its employee time keeping processes has created a snowball effect of other issues that are ultimately costing profitability and significant competitive advantage. Determining a way out of the "industrial dark ages" is critical for maintaining a competitive position and sustaining long term profits. How then, do they construct the right path forward?

2015 ◽  
Vol 14 (1/2) ◽  
pp. 8-12 ◽  
Author(s):  
Dave Ulrich

Purpose – The purpose of this paper is to show that the human resource (HR) focus on “talent” has dominated the profession for the past 15 to 20 years. Much of this work draws on the research from the excellent study and book called The War for Talent. In this paper, the author proposes that victory (from any war) does not come from talent alone, but from the organization. Organization is defined as capabilities, or what an organization is known for and good at, and culture, which is a key capability. When HR professionals deliver both talent and organization, they build sustainable success that leads to victory. Design/methodology/approach – This paper offers a perspective on shifting HR focus from an exclusive emphasis on talent to one on talent and organization. The author gives many examples of where great individual talent does not lead to long-term success (e.g. in most team sports, the leading scorer is on the winning team about 20 per cent of the time). Findings – Once one identifies organization as a source of long-term success, it is critical to operationalize organization into a series of conscious choices. The paper defines culture as a key capability (along with other possible capabilities of speed [agility, flexibility, responsiveness and change], innovation, collaboration, efficiency and so forth). The author identifies specific wars that HR professionals and line managers can diagnose that create the right organization. Originality/value – Many have talked about parts of organization (culture, climate, systems, process, etc.). The author offers an original way to define organization capabilities and culture.


2014 ◽  
pp. 1226-1248
Author(s):  
Angelo A. Camillo ◽  
Svetlana Holt ◽  
Joan Marques

An organization achieves competitive advantage if it delivers above average profits in its industry. Strategic management has many definitions. In this context, the authors define global strategic management as a bundle of decisions and acts based on resources and capabilities that a manager undertakes that decide the long-term competitive position of the firm. The past and current economic conditions are evidence that global strategy will never be perfect but an ongoing effort to achieve optimal results for all stakeholders. Hence, the task for the global leaders has become increasingly challenging and hypercompetitive. While these leaders materialize their vision and accomplish their mission, they also build a strong leadership culture. However, successful executives are too busy or do not have the capability to develop new skills to plan and execute their long- and short-term strategies. To narrow the gap between achievement and acquiring new skills, business schools from across the globe offer Executive Education Programs that help them expand their skills. These programs can be highly specialized and individually designed for specific companies in a given industry. Present and future global leaders must stay current with competitive trends and ahead of the competition to achieve and sustain competitive advantage in their industry.


2008 ◽  
Vol 22 (3) ◽  
pp. 496-517 ◽  
Author(s):  
Jiří Večerník

The article describes the development of Czech policy after 1989 and the controversies it caused. It first looks at the ambiguous nature of the communist welfare state and then proceeds to outline the theoretical alternatives. After early and energetic changes in the system, stagnation set in around the mid-1990s. Despite some problems, the current performance of the system is satisfactory, but its outlook in terms of long-term efficiency is unsatisfactory, as it will generate a rising debt into the future. In particular, the disadvantaged situation for families, the insufficient work motivation, and the frozen pension system are all causes for concern. The political shift to the right after 2006 ushered in reform measures and new reform plans. While reforms are necessary, their feasibility is uncertain owing to the fragility of the Czech political scene.


2013 ◽  
Vol 10 (1) ◽  
pp. 7 ◽  
Author(s):  
Sharon L. Poczter ◽  
Luka M. Jankovic

Googles dramatic ascent and subsequent domination in the past fifteen years of the technology and information industries has financially enabled Google to explore seemingly unrelated projects ranging from Google Mail to the Google Car. In particular, Google has invested a significant amount of resources in the Google Car, an integrated system that allows for the driverless operation of a vehicle. While initial reports indicate that the Google Car driverless automobile will be more safe and efficient than current vehicles, the Google Car is not without its critics. In particular, the existential threat that the car presents to several large industries, including the insurance, health care and construction industries, creates an additional challenge to the success of the Google Car well beyond the standard competitive threats from other established car manufacturers in the automobile industry, which begs the question, Can the Google Car be successful? With so many challenges above and beyond the competitive forces typically threatening long-term profitability, will the Google Car be able to create and sustain a competitive advantage for Google in the driverless car space?


2016 ◽  
Vol 1 (4) ◽  
pp. 233 ◽  
Author(s):  
Mert KILIÇ ◽  
Ayşe GÜNSEL ◽  
Hülya GÜNDÜZ ÇEKMECELİOĞLU

As the competitive business landscape has dramatically changed in the past ten to fifteen years, firms have to face the fact that they should take the necessary steps to decrease the fixed costs and increase the quality for the long-term success and survival. Accordingly, the logistics in general, for the manufacturing companies in particular, becomes more and more important. Numerous companies, providing outsource services such as logistics, have emerged to answer this growing demand. Accordingly, in this study, we aim to reveal the effects of Outsourcing In Logistics Services (OILS) on firm competitiveness and success through Semi-structured interviews conducted on the logistics managers of 7 companies. The findings mainly demonstrate that; i) Companies attach a great deal of importance on OILS and ii) OILS contribute obtaining and sustaining competitive advantage which ultimately results in superior performance.


2021 ◽  
Vol 14 (2) ◽  
pp. e236632
Author(s):  
Subhakar Reddy ◽  
Mudit Tyagi ◽  
Shashwat Behera ◽  
Rajeev Reddy Pappuru

A 69-year-old male patient presented to the retina clinic with a sudden decrease in vision in his right eye since 1 day. He was a known case of granulomatosis with polyangiitis and was on systemic immunosuppression for the past 3 years. The best-corrected visual acuity (BCVA) in his right eye was 20/60 and he has no perception of light in the left eye. Fundus examination revealed the presence of retinitis lesions in the right eye and total optic atrophy in the left eye. A vitreous biopsy was done and the PCR was found to be positive for cytomegalovirus (CMV). He was treated with intravitreal ganciclovir injections. Subsequently, the retinitis lesions regressed and BCVA in the right eye improved to 20/40.This case report elaborates on the risks of the development of opportunistic ocular infections in patients receiving long-term systemic immunosuppressants and the need for regular ocular examinations in such cases.


1998 ◽  
Vol 01 (03) ◽  
pp. 369-381
Author(s):  
Jong-Shong Lin ◽  
Stewart K. C. Leung ◽  
David M. Chen

This paper provides a brief summary of Taiwan's economic development in the past century in three broad stages: colonial foundations (1895-1940), dark ages (1941-1960), and reforms to miracle (1961-1994) .The historic perspective adopted here clearly indicates the strength and weakness of an export-led economy built on low-tech manufacturing. Though domestic savings and foreign reserves are high, Taiwan is short of an updated technological infrastructure and an effective financial system. Corporate strength is also rare. With a well-defined government policy allowing appropriate funds to be channeled to long-term finance to reinforce industrial banking, it is conceivable that the economy can be revitalized. Because success in industrial banking depends on initiative, efficiency and fair distribution of capital, it is imperative that a strategy of such significance be implemented by the private sector.


Anthropology ◽  
2020 ◽  
Author(s):  
Gary M. Feinman

Humans are able to aggregate and cooperate at scales larger than almost all other animals. In contrast, however, to species such as social insects, whose communities are composed of close biological relations, humans form large groupings with individuals who are not necessarily close kin. Although from a global, long-term perspective, the size and density of human social groupings reveal a basic trend toward larger political affiliations and concentrations of people, the specific historical pathways from place to place and region to region have been neither uniform nor unilinear. Human social networks and cooperative arrangements are generally fragile, so that the course of political history is littered with failed states and institutional collapses, as well as eras of rapid growth, imperial expansions, and the foundation of dense urban centers. The temporal record of human political formations, changes in them, and ultimate breakdowns and dissolutions in cooperative arrangements occurred before the advent of written records. These include key shifts that occurred in many global regions where mobile foraging populations settled down in more-sedentary communities, a shift that frequently provoked new behaviors, challenges, and institutions. Likewise, the establishment of the earliest cities and their associated means of governance often preceded the presence of documentary accounts of how such processes occurred. For these reasons, archaeological fieldwork and interpretation now is recognized as a vital empirical basis to document, study, and compare human political evolution over time. As recently as the mid-20th century, a much-narrower vision for archaeology that scripted little potential for the study of prehistoric sociopolitical organization was followed. Sociopolitical organization was seen as nearly impossible to investigate. To study ancient social organization, archaeologists had to frame the right questions and then devise the investigatory means to address them. The current examination of preindustrial human political evolution and change reflects more than a century of iterative interplay and debate involving models of political behavior derived from history and social sciences and the collection and processing of multiscalar, global suites of evidence from archaeological research. As the empirical foundation of human political history is strengthened, and long-held unilinear models and dichotomous frames that artificially divide the West from the rest and the past from the present are transcended, we enter an exciting era in which the diverse forms and temporal pathways through which human cooperative institutions evolved must be acknowledged and used to help guide better futures.


1971 ◽  
Vol 97 (2-3) ◽  
pp. 153-198 ◽  
Author(s):  
T. H. M. Oppé

The right way to negotiate with Europe is the way in which, at its best, the Common Market has handled its own problems. One should start from the view that there is a collective European interest to be served, as there always is. One should then make sure that the separate national interests are reconciled with the interests of Europe. Only a man who thinks in European terms can make this adjustment of national and European interests successfully.The Times—29 July 1970.This paper must be forward-looking. To dwell on the past, and even the present, would fill many pages to little purpose. The author is convinced after reviewing many files of documents that the European Common Market would not have gone forward if its founders had allowed themselves to be sidetracked by narrow interests. This perhaps sounds ominous to experts in particular fields, such as actuaries, for it is not always a happy position when political motives may overrule, or cut short, technical considerations. But the concept of the Common Market is a political one and this is becoming more apparent as the years roll on. The collective European interest will prevail but that does not mean that British philosophy and practice cannot make a distinguished contribution to European thought in the field of insurance, particularly life assurance. In practical terms, it is clearly not possible to argue for the adoption of British practice in its entirety. But I do believe that unless the profession takes every opportunity to argue the merits of our own ways of providing life assurance in the private sector, we may well live to regret the omission.


Author(s):  
John Mendonca

The ways in which computers have been applied to business have evolved over the past 40 years. In the commonly accepted three-era model of applied computing, the first era focused on automating processes, and the second on providing management information. The current era embraces information technology (IT) as a strategic resource and critical asset of the organization (Jessup & Velacich, 1999; Ward & Griffiths, 1996; and others). IT is a transformation enabler or driver that allows organizations to meet both their short-term and long-term objectives. Under this latter model, organizations expect IT to create new ways to compete, new products, new processes, new marketing channels, and even new organizational forms that promote “better-faster-cheaper.” Strategic IT thus provides an anchor for competitive advantage—enabling the efficiencies, innovation, market expansion, speed, and alliances that differentiate one company from another.


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