The new corporate architecture

Dess, Gregory G.; Rasheed, Abdul M. A.; McLaughlin, Kevin; Priem, Richard L.

doi:10.5465/ame.1995.9509210261

Cited by 150 publications

(120 citation statements)

References 9 publications

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“…These items were drawn from previous research (Amabile, Conti, Coon, Lazenby, & Herron, 1996 Rasheed, McLaughlin, & Priem, 1995;Douglas & Judge, 2001;Dyer & Shafer, 1999;Goold & Luchs, 1993;Hambrick & Cannella, 1989;Van der Post, Conning & Smit, 1997) and were measured using a seven-point Likert scale (1 = Strongly Disagree; 7 = Strongly Agree). See Appendix A for items.…”

Section: Instrumentation and Variablesmentioning

confidence: 99%

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The contribution of core employees to organizational capabilities and efficiency

Cabrales

Cabrera

Herrero

2006

Hum. Resour. Manage.

126

110

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Section: Instrumentation and Variablesmentioning

confidence: 99%

“…Items drawn from Amabile et al (1996); Dess et al (1995); Douglas and Judge (2001); Dyer and Shafer (1999); Goold and Luchs (1993); Hambrick & Cannella (1989); Van der Post, Conning & Smit (1997) Human Resource Management DOI: 10.1002/hrm…”

Section: Flexiblementioning

confidence: 99%

The contribution of core employees to organizational capabilities and efficiency

Cabrales

Cabrera

Herrero

2006

Hum. Resour. Manage.

126

110

View full text Add to dashboard Cite

“…While this insight and these perspectives originate from different standpoints, commonality exists in efforts to remove boundaries between the organization and its external constituencies and, importantly, within the organization (Dess, Rasheed, McLaughlin, & Priem, 1995). These so-called boundary-less conditions are held to facilitate better co-operation, superior products and services, and increasingly, more effective cocreation of value (Bregman, 1995;Gummesson & Polese, 2009;Kotler & Levy, 1973).…”

Section: Introductionmentioning

confidence: 99%

Processes and integration in the interaction of purchasing and marketing: Considering synergy and symbiosis

Toon

Morgan

Lindgreen

et al. 2016

Industrial Marketing Management

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a b s t r a c t a r t i c l e i n f oEffective integration of both purchasing and marketing functions is central to effective value creation and alignment of an organization with its business environment. Rapidly changing environments create gaps in the value creation process that compromises the delivery of value to the customer and risk misalignment of value propositions to their needs. Despite the clear imperative for research in this area, the extant literature is partial and delivers limited coherence. Ours is a theoretical article that-in drawing on previous literature-introduces the new work collected in this special issue and considers this against our own empirical evidence. We present a framework that maps out the landscape of internal organizational integration with a particular emphasis on purchasing and marketing integration. Implications for theory and managers are explored.

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“…The "strategic" view is considered a tool to manage uncertainty and is oriented towards the creation of value. Thanks to the "strategic" view, the company revises the corporate portfolio and allocates its main resources to the core competencies and the core businesses [18,26,27], focusing its own resources on the markets and sectors it knows best and develops more efficiently [9].…”

Section: The Growing Importance Of Outsourcing For Innovationmentioning

confidence: 99%

Gaining Flexibility and Innovation through Offshore Outsourcing

Pellicelli

2018

Sustainability

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Abstract:Recently, offshore outsourcing has become extremely important for companies that compete worldwide. In many industries, only companies that manage to be competitive globally can aspire to attain sustainable competitive advantages. Therefore, offshore outsourcing has become essential for many companies and recently has become more and more a vital part of the long-term strategies of the leading firms. The rapidly shifting conditions in the marketplace is forcing management to constantly review and defend its core competencies. Management is now confronted with a higher level of complexity and disruptions brought about in particular by the new waves of globalization and the irresistible march of technological changes. For these reasons, offshore outsourcing is transforming the functions of the traditional firms into a network of competencies. The tendency to offshore most of the productive and economic activities and processes can lead companies to transform themselves into virtual organizations, where all the functions could be outsourced through the formation of flexible networks and agile organizational structures.

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The new corporate architecture

Cited by 150 publications

References 9 publications

The contribution of core employees to organizational capabilities and efficiency

The contribution of core employees to organizational capabilities and efficiency

Processes and integration in the interaction of purchasing and marketing: Considering synergy and symbiosis

Gaining Flexibility and Innovation through Offshore Outsourcing

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