Be Like Amazon

2022 ◽  
pp. 23-50
Author(s):  
Anna Tarabasz
Keyword(s):  
Competitive Advantage ◽  
United Arab Emirates ◽  
Best Practice ◽  
Gap Analysis ◽  
Global Market ◽  
Digital Footprint ◽  
Digital Performance ◽  
Template Analysis ◽  
Footprint Analysis ◽  
And Performance

Gaining competitive advantage requires a detailed benchmark of performance against other market players, and profound gap analysis in comparison to the best practice applies to the audit of the digital presence (online footprint analysis), which, based on scripting codes, is done easily on its premises. SEO software and social medial listening tools allow for a comprehensive understanding of the digital performance of the company. Unfortunately, some businesses underestimate the potential dormant in different types of live analytics and performance trackers and being unaware of the analysis capacity to be performed on competitors and market leaders completely off cost. The case presents a study of a digital footprint template analysis performed for Amazon in the United Arab Emirates and shows the comparison with local and global market players like Noon.com, eBay, or Alibaba using software like SEMrush, SimilarWeb, and Brand24 to showcase how to leverage on gathered insights and gain competitive advantage.

scholarly journals Transformational Leadership: Implications for Organizational Competitive Advantage

2014 ◽  
Vol 4 (1) ◽  
pp. 276
Author(s):  
Kelechi John Ekuma
Keyword(s):  
Transformational Leadership ◽  
Competitive Advantage ◽  
Leadership Style ◽  
Global Market ◽  
Organisational Performance ◽  
Market Place ◽  
Leadership Theories ◽  
Organisational Effectiveness ◽  
Improved Performance ◽  
And Performance

There is a growing consensus among scholars and practitioners alike that maximising the potentials of human resources is central to organisational effectiveness and improved performance in the 21st century global market place of intense competition. It has also been suggested that the ways in which organisational leaders manage people can remarkably influence company performances and competitiveness. Despite this realisation however, scholars, managers and practitioners alike disagree on the most appropriate approach to organisational leadership. Indeed, there is an on-going debate about the leadership style that yields the best results for organisations in contemporary times. And whilst the debates rage, an increasingly dominant discourse is that transformational leadership is central to organisational effectiveness and gaining of competitive advantage. This notwithstanding, the most fundamental issue remains how to understand how transformational leadership practices impact on performance in practical terms. Consequently, producing an unequivocal response to the question ‘what does transformational leadership really contribute to organisational performance?’ has remained elusive. It is against this backdrop, that this article critically evaluates the concept of Transformational Leadership (henceforth TL), with a view of highlighting its contributions to organisational effectiveness and performance. Synthesising organisational and leadership theories and integrating literatures in organisational development and HR, the paper argues that there are evidences to suggest that there are clear linkages between TL, organisational effectiveness and improved performance. The paper further contends that emotional intelligence is key to the operationalization of TL and concludes that the greatest challenge remains how to quantify the contributions of TL in practical terms.

TINGKAT KEPUASAN PESERTA LELANG TERHADAP PELAYANAN TEMPAT PELELANGAN IKAN (TPI) MORODEMAK

2019 ◽  
Vol 13 (2) ◽  
pp. 122-130
Author(s):  
Dian ayunita Nugraheni nurmala Dewi
Keyword(s):  
Performance Analysis ◽  
Service Quality ◽  
Gap Analysis ◽  
Quality Measurement ◽  
Service Satisfaction ◽  
Importance Value ◽  
Auction House ◽  
Participant Satisfaction ◽  
And Performance ◽  
Descriptive Method

Objectives of this study were analyze fish auction participant satisfaction to auction services in TPI Morodemak, analyze attributes effect, services that fit to service quality measurement, and analyzed fish auction participants perception to performance and importance for fish auction house Morodemak services. Used descriptive method and purposive sampling with 49 respondents consists of commercial fishmongers, traditional fishmongers, purse seine owners, and boat lift net owners as fish auction participant. Satisfication measurement used Customer Satisfication Index (CSI), Importance and Performance Analysis (IPA) and gap analysis. Results from this study were value CSI 20% (0.2) indicate the auction participants dissatisfied with the services provided, IPA show there are four attributes should be develop, two elements have not been completed based on measurement requirements of service satisfaction, gap value average -0.05 means the auction participants were not satisfied with the performance of TPI services because the performance value was lower than the importance value.

Resources for What? Understanding Performance in the Resource-Based View and Strategic Human Capital Resource Literatures

2021 ◽  
pp. 014920632110031
Author(s):  
Robert E. Ployhart
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Research Needs ◽  
Resource Based View ◽  
Strategic Human Capital ◽  
Specific Performance ◽  
Collective Performance ◽  
And Performance ◽  
Performance Behavior ◽  
Management Scholarship

Barney’s presentation of the resource-based view (RBV) profoundly shaped the trajectory of management scholarship. This article considers the RBV’s impact specifically on the field of strategic human capital resources. Although Barney is still highly relevant, I suggest that research has not sufficiently appreciated the role that individual and collective performance behavior and outcomes play in linking human capital resources to competitive advantage. An alternative, what might be called RBV2.0, posits that research needs to recognize that human capital resources are distinct from performance behavior and outcomes. Such an observation raises the question, “Resources for what?” Answering this question leads to several important insights. First, a given type of human capital resource is only important to the extent it is related to performance behavior and outcomes that contribute to competitive advantage. Second, performance behavior is largely strategy-specific and thus firm-specific. Third, firm specificity is not a characteristic of human capital resources but rather a function of the proximity of the resource to firm-specific performance behavior and outcomes. Consequently, “Performance” is the answer to the question, “Resources for what?” This emphasis on understanding human capital resource-performance relationships adds considerable precision into the RBV, helps resolve puzzles in the strategic human capital literature relating to firm specificity and performance mobility, and promotes a deeper understanding hiding latent within Barney’s original view.

scholarly journals Commentary: Quality nutrition care is integral to the Oncology Care Model

2021 ◽  
Author(s):  
Mary Beth Arensberg ◽  
Beth Besecker ◽  
Laura Weldishofer ◽  
Susan Drawert
Keyword(s):  
Best Practice ◽  
Treatment Guidelines ◽  
Nutrition Therapy ◽  
Care Model ◽  
Nutrition Care ◽  
Ambulatory Oncology ◽  
Oncology Care ◽  
Improvement Programs ◽  
And Performance ◽  
Registered Dietitian Nutritionists

AbstractThe Oncology Care Model (OCM) is a US Centers for Medicare & Medicaid Services (CMS) specialty model implemented in 2016, to provide higher quality, more highly coordinated oncology care at the same or lower costs. Under the OCM, oncology clinics enter into payment arrangements that include financial and performance accountability for patients receiving chemotherapy treatment. In addition, OCM clinics commit to providing enhanced services to Medicare beneficiaries, including care coordination, navigation, and following national treatment guidelines. Nutrition is a component of best-practice cancer care, yet it may not be addressed by OCM providers even though up to 80% of patients with cancer develop malnutrition and poor nutrition has a profound impact on cancer treatment and survivorship. Only about half of US ambulatory oncology settings screen for malnutrition, registered dietitian nutritionists (RDNs) are not routinely employed by oncology clinics, and the medical nutrition therapy they provide is often not reimbursed. Thus, adequate nutrition care in US oncology clinics remains a gap area. Some oncology clinics are addressing this gap through implementation of nutrition-focused quality improvement programs (QIPs) but many are not. What is needed is a change of perspective. This paper outlines how and why quality nutrition care is integral to the OCM and can benefit patient health and provider outcomes.

Impact of sourcing from the informal economy on the export likelihood and performance of emerging economy firms

2021 ◽  
Author(s):  
Octavio Escobar ◽  
Olivier Lamotte ◽  
Ana Colovic ◽  
Pierre-Xavier Meschi
Keyword(s):  
Empirical Study ◽  
Competitive Advantage ◽  
Informal Economy ◽  
Institutional Economics ◽  
Export Performance ◽  
Emerging Economy ◽  
Institutional Voids ◽  
Manufacturing Plants ◽  
And Performance ◽  
Unique Dataset

Abstract Building on the institutional economics perspective, we study how local firms in an emerging economy exploit institutional voids by sourcing inputs from industries with a large informal economy. We argue that this allows them to build a cost-related competitive advantage and leverage it both to export and to enhance export performance. The empirical study uses a unique dataset compiled by the Mexican authorities covering manufacturing plants between 2005 and 2012. Our results indicate that firms operating in industries that procure from industries with an extensive informal economy are more likely to export and to have better export performance.

Abstract 218: Expanding a Learning Collaborative Model in Chicago to Improve Door to Needle for Stroke Thrombolysis: Raising the Bar

2017 ◽  
Vol 10 (suppl_3) ◽  
Author(s):  
Shyam Prabhakaran ◽  
Renee M Sednew ◽  
Kathleen O’Neill
Keyword(s):  
Best Practices ◽  
Performance Improvement ◽  
Best Practice ◽  
Learning Collaborative ◽  
Collaborative Model ◽  
Stroke Registry ◽  
Chicago Area ◽  
Regional Collaboration ◽  
Content Expert ◽  
And Performance

Background: There remains significant opportunities to reduce door-to-needle (DTN) times for stroke despite regional and national efforts. In Chicago, Quality Enhancement for the Speedy Thrombolysis for Stroke (QUESTS) was a one year learning collaborative (LC) which aimed to reduce DTN times at 15 Chicago Primary Stroke Centers. Identification of barriers and sharing of best practices resulted in achieving DTN < 60 minutes within the first quarter of the 2013 initiative and has sustained progress to date. Aligned with Target: Stroke goals, QUESTS 2.0, funded for the 2016 calendar year, invited 9 additional metropolitan Chicago area hospitals to collaborate and further reduce DTN times to a goal < 45 minutes in 50% of eligible patients. Methods: All 24 hospitals participate in the Get With The Guidelines (GWTG) Stroke registry and benchmark group to track DTN performance improvement in 2016. Hospitals implement American Heart Association’s Target Stroke program and share best practices uniquely implemented at sites to reduce DTN times. The LC included a quality and performance improvement leader, a stroke content expert, site visits and quarterly meetings and learning sessions, and reporting of experiences and data. Results: In 2015, the year prior to QUESTS 2.0, the proportion of patients treated with tPA within 45 minutes of hospital arrival increased from 21.6% in Q1 to 31.4% in Q2. During the 2016 funded year, this proportion changed from 31.6% in Q1 to 48.3% in Q2. Conclusions: Using a learning collaborative model to implement strategies to reduce DTN times among 24 Chicago area hospitals continues to impact times. Regional collaboration, data sharing, and best practice sharing should be a model for rapid and sustainable system-wide quality improvement.

“Dump the paper quiz”—The PERI model for exploring gamification in student learning in the United Arab Emirates

2021 ◽  
pp. 095042222110550
Author(s):  
Naveed Yasin ◽  
Sayed Abdul Majid Gilani ◽  
Gayatri Nair
Keyword(s):  
Student Learning ◽  
United Arab Emirates ◽  
Teaching And Learning ◽  
Student Response ◽  
Student Response System ◽  
Technology Enhanced Learning ◽  
Response System ◽  
Qualitative Thematic Analysis ◽  
Template Analysis ◽  
Depth Analysis

This paper explores the effects of gamification (a game-based student response system) on student learning in the United Arab Emirates (UAE). The data, collected through a series of semi-structured in-depth interviews with 32 learners, were analyzed using qualitative thematic analysis (i.e., template analysis). Based on an in-depth analysis of the data using NVIVO 10, the authors propose and apply the “PERI” model to develop multi-focal insights into gamification and its influences on student learning. The model proposed is original and comprehensive, encompassing (1) Preferabilities (P), (2) Experiences (E), (3) Recommendations (R), and (4) Impressions (I). Although most of the findings were positive with regard to application and receptivity across all dimensions of the PERI model for the gamification tool—a game-based student response system (GSRS) used for delivering education—they also reveal areas in need of development for the successful embedding of gamifying technology–enhanced learning provisions and their efficacy in teaching and learning pedagogy. The conclusions of this study outline implications for educators, students, education leaders, and gamification product developers.

Achieving Global Competitive Human Resources in the Industrial Revolution

2021 ◽  
Author(s):  
Pang william panggantara
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Human Resources ◽  
Competitive Advantage ◽  
Industrial Revolution ◽  
Global Market ◽  
Massive Transformation ◽  
Business Decision ◽  
Fourth Wave

Fourth wave of industrial revolution is marked by the use of information technology, artificial inteligence (A.I), and automatic engines. Competitive advantage has become a necessity for every business actor when they wants to competing in the global market. The current condition definitely encouraging the occurence of massive transformation at all business levels and units this condition happens because every business actor can enter from and any other countries markets easily. this condition making professionalism of every business actor is highly prioritized like many case in the business decision making and continous innovation.

Just Fresh: fresh juices from the desert!

2017 ◽  
Vol 7 (2) ◽  
pp. 1-13
Author(s):  
Syed Zamberi Ahmad ◽  
Norita Binti Ahmad
Keyword(s):  
Small Business ◽  
Strategic Management ◽  
Competitive Advantage ◽  
United Arab Emirates ◽  
Direct Interaction ◽  
Customer Experience ◽  
Business Strategies ◽  
Current Status ◽  
Analysis Model ◽  
Content Type

Subject area Strategic management, Strategic marketing, Entrepreneurship and Small business ventures. Study level/applicability This case study will be useful for undergraduate level students majoring in strategic management, entrepreneurship, small business ventures and marketing. Case overview Just Fresh Juice is a small entrepreneurial venture in the United Arab Emirates (UAE), specialising in preparing all-fresh juices, special mixes and fruit salads. The purpose of this paper is to analyse how Just Fresh can maintain its competitive advantage, and how it could sustain its rapid growth in the market and gain more market share in the long run. Just Fresh focuses on satisfying its customers more effectively than its competitors through a competitive strategy of cost leadership (Papulova and Papulova, 2006), direct interaction with the customers through social media (Srinivasan, 2014) and creating a customer experience (Porter, 2008), as delivering a good customer experience is often more effective in building a competitive advantage than optimising internal processes. Expected learning outcomes The purpose of this case is to enable management students to evaluate and analyse a small business established in the United Arab Emirates. Students will gain a comprehensive understanding of new business set-up and build proper business strategy. They will be able to perform the company’s competitive standing using Porter’s Five competitive forces and analyse its business strategies as well. They will be able to analyse the current status of the company using SWOT analysis and to design alternative strategies for the company using TOWS analysis. Furthermore, students will be able to build a cost analysis model for the company. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 3: Entrepreneurship.

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