Strategic Value Chain Research Articles

Value Increasing Model in Commercial E-Banking

The existing research showed approaches that support and enhance information system in commercial banking remain fuzzy concerning the fulfilled information technology level. This paper proposed to build an electronic strategy analysis model for commercial banking business based on the strategic value chain analysis, in order to accelerate information technology adoption for commercial banking business. Specifically, first, it developed a Commercial Banking Electronic Strategy model to demonstrate how information technology supports the commercial banking business. Second, the developed model was decomposed to derive seventy-eight implementable items in commercial banking electronic business. Third, the current pattern of information technology adoption in the twenty dominant U.S. commercial banking companies was analyzed to get a structured picture of the research in the domain. The pattern analysis across electronic business items classified the derived seventy-eight items into three categories. The pattern analysis across banks classified these twenty dominant banks into four groups based on multivariate cluster analysis. The study concludes that the electronic strategy model based electronic business solutions are crucial to accelerate the information technology adoption in commercial banking; and thereby, enhancing banking security and reducing risks involved in financial crisis. Recommendations and implications were also discussed.

A Longitudinal analysis of the Porterian paradigm utilization in Brazil

The purpose of this article is to investigate to what extent Michael Porter;s ideas keep attracting the interest of Brazilian researchers vis-a-vis other possibilities. In this research, we conceptualize Porter’s paradigm by the the following elements: strategic groups, generic strategies, model of the five forces and value chain. Weanalyzed conferece communications to EnANPAD’s, from 1998 to 2008, and to 3Es, from 2003to 2007. The results indicate a decline in the use of the porterian paradigm as the main axis of research in strategy. The generic strategies and the model of five forces are the elements of Porter’s paradigm most employed, while the concepts of strategic groups and value chain are the ones that received less attention by researchers. The analysis of methodology and purpose of comunications indicates that the “porterian life” in Brazil was characterized by the acritical use of its concepts in order to describe the reality of the strategy in Brazil. There are no evidences of consistent and systematic attempts to test or adapt the porterian paradigm for the Brazilian context. And results indicate no evidences that this trend will be reversed.

On Decisions for Integration Implementation: An Examination of Complementarities Between Product‐Process Technology Integration and Supply Chain Integration

ABSTRACTResearch has shown that both product‐process technology (PPT) integration and supply chain integration efforts produce operational benefits, yet synergies between these types of integration are not well understood. This article empirically examines strategic customer integration and supplier integration as complementary activities for PPT integration, with the aim of helping manufacturing plant managers to intelligently implement mutually supportive types of integration. We set two conditions for establishing complementarity: (i) one type of strategic integration must positively influence the adoption of another and (ii) the two types of strategic integration must exhibit a synergistic fit with respect to manufacturing plant capabilities. We test these conditions using survey results representing 224 manufacturing plants. The findings show positive complementarities between PPT integration and supplier integration with respect to quality, delivery, and process flexibility. Also, positive complementarities exist between PPT integration and customer integration with respect to quality and new product flexibility. The results extend the emerging theory of strategic value chain integration and provide guidance to manufacturing managers who wish to assemble strategic integration policies.

Strategic management tools and public sector management

This article highlights the applicability and effectiveness of two well established strategic management tools, value chain and stakeholder analyses, in the context of seven public sector strategic consultancy projects. The article provides a strong justification for the use of both models, when used independently, but particularly in conjunction, as powerful strategic analytical frameworks that can significantly encourage and illuminate strategic discourses in public sector organizations. The article establishes that strategic tools such as value chain analysis, when applied in the public sector context, require significant adaptation to maximize their contribution to understanding a given situation. This study proposes that the strategic analysis of relationships that build or contribute to concepts of organizational value are of limited importance if the complex web of interdependent relationships themselves are not clearly demonstrated. This work therefore makes a clear case for applying two strategic models, value chain analysis and stakeholder analysis, in an analogous way to demonstrate how strategic understanding in the public sector is enhanced as a result of such symbiosis.

Helping HR to understand the strategic value chain

Andrew Mayo, director of Mayo Learning International, explains how using a cause and effect analysis system will help determine how HR’s agenda should be set in order to directly support key strategic outcomes.

The value chain's legacy

Suggests that firms in the same industry adopt differing approaches to products, distribution and organizational structures and that these differences, within similar market environments, came to be known as strategies. Argues that, to be successful in a competitive free market, companies should position themselves as either cost leaders or differentiators — depending on which of these two was decided on. Believes there are shortcomings in strategic value chain's poor applicability to service industries, but suggests it is all part of the change occurring since Porter's 1985 book, ‘Competitive Strategy’.

The Impact of IOS-Enabled Business Process Change on Business Outcomes: Transformation of the Value Chain of Japan Airlines

:This paper explores the relationship between IOS-enabled business process change and business outcomes. A generic framework for analyzing IT-enabled business process change is applied to a case study analysis of Japan Airlines (JAL). Drawing on a resource-based view of the firm, we investigate the ways in which IOS not only contributed to JAL’s improved competitiveness but also enabled it more fully to leverage its strategic value chain as an engine of growth and a new source of competitive advantage. Our focus is on JAL’s strategic use of the AXESS Computer Reservation System and Electronic Data Interchange, developed with a clear strategic intention to support JAL’s emerging strategies on customer service, sales, value chain logistics coordination, and cost reduction. JAL’s collaboration with the IOS-transformed virtual value chain firms significantly contributed to JAL’s business growth and competitiveness. JAL’s time-based competitiveness has been improved through its IOS-enabled interfirm joint product innovation cycle time reduction.