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Full-Text Articles in Business Administration, Management, and Operations
Entrepreneurial Orientation As A Basis For Classification Within A Service Industry: The Case Of Retail Pharmacy Industry, Thanigavelan Jambulingam, Ravi Kathuria, William R. Doucette
Entrepreneurial Orientation As A Basis For Classification Within A Service Industry: The Case Of Retail Pharmacy Industry, Thanigavelan Jambulingam, Ravi Kathuria, William R. Doucette
Business Faculty Articles and Research
To date, service classification research has primarily taken a macro view, creating service typologies or taxonomies by using dimensions such as customer contact or degree of labor intensity. Such classification schemes, though helpful in deciphering critical management issues and positioning strategies between service industries, tend to treat an entire industry, such as airlines, as a single homogenous entity. However, organizations in the same industry often use intangible resources, such as entrepreneurial orientation processes, to compete with one another. Resource-advantage theory suggests that organizations utilize intangible resources to build long-term strategies and a sustainable competitive advantage leading to superior performance. We …
B2b E-Marketplace In The Procurement Supply Chain Of Airlines: A Strategic Direction For The Future?, Claudia-Maria Wagner, Austin Smyth, Edward Sweeney
B2b E-Marketplace In The Procurement Supply Chain Of Airlines: A Strategic Direction For The Future?, Claudia-Maria Wagner, Austin Smyth, Edward Sweeney
Conference papers
With the airline industry experiencing a global economic downturn, B2B e-Business is
becoming more and more the focus of airlines’ strategies. More recently, airlines have studied
intensively the potential of joint-procurement possibilities and have taken measures in creating
consortia-led B2B e-Marketplaces as mediators for aggregating demand and to facilitate transactions.
In academic literature, limited academic research has been undertaken in exploring the value creation of B2B e-Marketplace models in the aviation industry. The aim is to conduct a theoretical analysis to explore whether or not e-Marketplaces have the potential to add value to procurement in the aviation industry. The research …
From 3lsp (Third Party Logistics Service Provider) To 4lsp (Fourth Party Logistics Service Provider). A Case Study From Ireland, John Mee, Edward Sweeney
From 3lsp (Third Party Logistics Service Provider) To 4lsp (Fourth Party Logistics Service Provider). A Case Study From Ireland, John Mee, Edward Sweeney
Conference papers
Increased competition, geographically expanded marketplaces, technology replication and an
ever discerning consumer base, are reasons why companies need to regularly reappraise
their competencies in terms of activities and functions they perform themselves. Where viable
alternatives exist, companies should consider outsourcing of non-core activities and functions.
Within SCM (Supply Chain Management) it could be preferable if a “one stop shop” existed
for companies seeking to outsource functions identified as non-core. “Traditionally” structured
LSP’s who have concentrated their service offer around providing warehousing and transport
activities are potentially at a crossroads – clients and potential clients requiring “new” services
which could increase …