Keith Hoskin, Richard Macve, and John Stone
- Published in print:
- 2006
- Published Online:
- May 2007
- ISBN:
- 9780199283361
- eISBN:
- 9780191712623
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199283361.003.0008
- Subject:
- Economics and Finance, Financial Economics
This chapter addresses the following double question: precisely how and when did the modern practice of strategy and its theorization emerge? What is its historical and thereby present link to ...
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This chapter addresses the following double question: precisely how and when did the modern practice of strategy and its theorization emerge? What is its historical and thereby present link to accounting? Section 8.2 briefly considers the nature of ‘disciplinary’ power, and what it means to say that strategy, as a form of knowledge as well as of power, comes to be ‘disciplinary’. Section 8.3 considers how these practices could have remade strategy into its modern form. Section 8.4 takes up the possible objection that strategy has a long history stretching back into the UK's military past and then was ‘reinvented’ after the Second World War. Section 8.5 addresses the question: why is it that modern strategy appears to have shown up, both in the business and military fields, in mid-19th-century America? Sections 8.6 and 8.7 ask how this revised history of strategy is relevant to modern theory in both military and business spheres. Finally, two major implications that have arisen from doing this history are discussed.Less
This chapter addresses the following double question: precisely how and when did the modern practice of strategy and its theorization emerge? What is its historical and thereby present link to accounting? Section 8.2 briefly considers the nature of ‘disciplinary’ power, and what it means to say that strategy, as a form of knowledge as well as of power, comes to be ‘disciplinary’. Section 8.3 considers how these practices could have remade strategy into its modern form. Section 8.4 takes up the possible objection that strategy has a long history stretching back into the UK's military past and then was ‘reinvented’ after the Second World War. Section 8.5 addresses the question: why is it that modern strategy appears to have shown up, both in the business and military fields, in mid-19th-century America? Sections 8.6 and 8.7 ask how this revised history of strategy is relevant to modern theory in both military and business spheres. Finally, two major implications that have arisen from doing this history are discussed.
Kim Langfield‐Smith
- Published in print:
- 2006
- Published Online:
- May 2007
- ISBN:
- 9780199283361
- eISBN:
- 9780191712623
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199283361.003.0011
- Subject:
- Economics and Finance, Financial Economics
This chapter explains the relationship between management control systems (MCS) and strategy, and how this research area has developed over the last two decades. Examples of empirical studies that ...
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This chapter explains the relationship between management control systems (MCS) and strategy, and how this research area has developed over the last two decades. Examples of empirical studies that utilize various theoretical frameworks and research methods are presented to indicate the breadth of the research area and the ways that researchers have studied the field. Section 11.2 defines different perspectives of strategy that have emerged and explains how they have been used in MCS research. Section 11.3 tracks the development of MCS from its origins as a static cybernetic process, through to its focus as a strategic tool. The remainder of the chapter gives detailed examples of empirical research in the MCS-strategy area that illustrates the major types of research that have influenced our thinking of the MCS-strategy relationship.Less
This chapter explains the relationship between management control systems (MCS) and strategy, and how this research area has developed over the last two decades. Examples of empirical studies that utilize various theoretical frameworks and research methods are presented to indicate the breadth of the research area and the ways that researchers have studied the field. Section 11.2 defines different perspectives of strategy that have emerged and explains how they have been used in MCS research. Section 11.3 tracks the development of MCS from its origins as a static cybernetic process, through to its focus as a strategic tool. The remainder of the chapter gives detailed examples of empirical research in the MCS-strategy area that illustrates the major types of research that have influenced our thinking of the MCS-strategy relationship.
Tatsuya Kikutani, Hideshi Itoh, and Osamu Hayashida
- Published in print:
- 2007
- Published Online:
- September 2007
- ISBN:
- 9780199284511
- eISBN:
- 9780191713705
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199284511.003.0008
- Subject:
- Economics and Finance, South and East Asia
This chapter examines the restructuring of Japanese business groups during the 1990s. Using the Basic Survey of Business Structure and Activity, the chapter analyses the business portfolio of ...
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This chapter examines the restructuring of Japanese business groups during the 1990s. Using the Basic Survey of Business Structure and Activity, the chapter analyses the business portfolio of Japanese firms from the perspective of the group structure of parent and affiliate. While previous studies have examined the net shift in diversification or specialization of business, the chapter also adopts an original approach by looking at the actual flow of entry and exit from business segments. The analysis demonstrates that Japanese business groups engaged in a high level of restructuring during the 1990s, and a growing preference to separate businesses into subsidiaries and affiliated firms rather than managing them in house. Although Japanese firms have no trend toward greater diversification or greater focus on aggregate, entry and exit are important complementary strategies that improve firms.Less
This chapter examines the restructuring of Japanese business groups during the 1990s. Using the Basic Survey of Business Structure and Activity, the chapter analyses the business portfolio of Japanese firms from the perspective of the group structure of parent and affiliate. While previous studies have examined the net shift in diversification or specialization of business, the chapter also adopts an original approach by looking at the actual flow of entry and exit from business segments. The analysis demonstrates that Japanese business groups engaged in a high level of restructuring during the 1990s, and a growing preference to separate businesses into subsidiaries and affiliated firms rather than managing them in house. Although Japanese firms have no trend toward greater diversification or greater focus on aggregate, entry and exit are important complementary strategies that improve firms.
Michael J. Earl
- Published in print:
- 2003
- Published Online:
- January 2005
- ISBN:
- 9780195159530
- eISBN:
- 9780199834983
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0195159535.003.0003
- Subject:
- Economics and Finance, Financial Economics
Firms need to integrate their business and IT thinking whether or not they choose to integrate their formal business and IT strategies. This chapter presents the T-Portfolio framework that looks for ...
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Firms need to integrate their business and IT thinking whether or not they choose to integrate their formal business and IT strategies. This chapter presents the T-Portfolio framework that looks for a balance in investments that are competing for today and tomorrow. Put another way, it searches for evidence that IT is both supporting business strategy and shaping it.Less
Firms need to integrate their business and IT thinking whether or not they choose to integrate their formal business and IT strategies. This chapter presents the T-Portfolio framework that looks for a balance in investments that are competing for today and tomorrow. Put another way, it searches for evidence that IT is both supporting business strategy and shaping it.
Georg Von Krogh, Kazuo Ichijo, and Ikujiro Nonaka
- Published in print:
- 2000
- Published Online:
- October 2011
- ISBN:
- 9780195126167
- eISBN:
- 9780199848720
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195126167.003.0004
- Subject:
- Business and Management, Knowledge Management
Because of the way managers acknowledge the significance of knowledge and the entire knowledge-management movement to their organizations, these should play no small part in the formulation of the ...
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Because of the way managers acknowledge the significance of knowledge and the entire knowledge-management movement to their organizations, these should play no small part in the formulation of the companies' business strategies. Strategic discussions have hitherto focused more on measurable objectives and results and narrowly defined ideas before even considering matters of knowledge creation. Although these strategies may aid in attaining short term growth, these will not allow companies to advance into new product areas or markets. Also, such strategies may not help the company in keeping up with the continuously expanding multinational transactions and product developments. Although knowledge may be attributed with a certain degree of uncertainty, creating new knowledge and finding new ways to effectively make use of this knowledge has undeniably made its mark as an essential element of business strategy.Less
Because of the way managers acknowledge the significance of knowledge and the entire knowledge-management movement to their organizations, these should play no small part in the formulation of the companies' business strategies. Strategic discussions have hitherto focused more on measurable objectives and results and narrowly defined ideas before even considering matters of knowledge creation. Although these strategies may aid in attaining short term growth, these will not allow companies to advance into new product areas or markets. Also, such strategies may not help the company in keeping up with the continuously expanding multinational transactions and product developments. Although knowledge may be attributed with a certain degree of uncertainty, creating new knowledge and finding new ways to effectively make use of this knowledge has undeniably made its mark as an essential element of business strategy.
W. Mark Fruin
- Published in print:
- 1994
- Published Online:
- November 2003
- ISBN:
- 9780198288985
- eISBN:
- 9780191596285
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0198288980.003.0008
- Subject:
- Economics and Finance, South and East Asia
This chapter uses the interfirm network model developed by the Toyota Motor Company and its suppliers as an example of multi‐layered managerial coordination and network organization‐based business ...
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This chapter uses the interfirm network model developed by the Toyota Motor Company and its suppliers as an example of multi‐layered managerial coordination and network organization‐based business strategy. It is argued that Toyota's strategy of producing high‐volume, high‐quality, low‐cost motor vehicles is directly related to the interfirm network model of organization that it has adopted. The three main sections of the chapter look at the multi‐layered managerial coordination at Toyota, the nature of interfirm relations in the Toyota group, and choice and interdependence.Less
This chapter uses the interfirm network model developed by the Toyota Motor Company and its suppliers as an example of multi‐layered managerial coordination and network organization‐based business strategy. It is argued that Toyota's strategy of producing high‐volume, high‐quality, low‐cost motor vehicles is directly related to the interfirm network model of organization that it has adopted. The three main sections of the chapter look at the multi‐layered managerial coordination at Toyota, the nature of interfirm relations in the Toyota group, and choice and interdependence.
William V. Rapp
- Published in print:
- 2002
- Published Online:
- October 2011
- ISBN:
- 9780195148138
- eISBN:
- 9780199849376
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195148138.003.0002
- Subject:
- Business and Management, Information Technology
This chapter provides a basic strategic framework for those who are considering IT as an option and as a competitive tool. The chapter presents three levels of IT strategy that are differentiated by ...
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This chapter provides a basic strategic framework for those who are considering IT as an option and as a competitive tool. The chapter presents three levels of IT strategy that are differentiated by the potential IT user's degree of sophistication, skill, and other basic elements involved in IT use that are introduced in this chapter. The chapter also looks into how higher-level firms make use of IT in terms of their general business strategies, and how IT may be integrated in the rest of the company's operations and structures. Level 1 refers to a strategy that does not involve employing IT in product and service differentiation. Levels 2 and 3, on the other hand, are very different from Level 1 as companies who are situated on this level consider IT as an essential factor in their processes.Less
This chapter provides a basic strategic framework for those who are considering IT as an option and as a competitive tool. The chapter presents three levels of IT strategy that are differentiated by the potential IT user's degree of sophistication, skill, and other basic elements involved in IT use that are introduced in this chapter. The chapter also looks into how higher-level firms make use of IT in terms of their general business strategies, and how IT may be integrated in the rest of the company's operations and structures. Level 1 refers to a strategy that does not involve employing IT in product and service differentiation. Levels 2 and 3, on the other hand, are very different from Level 1 as companies who are situated on this level consider IT as an essential factor in their processes.
John Kay
- Published in print:
- 1996
- Published Online:
- November 2003
- ISBN:
- 9780198292227
- eISBN:
- 9780191596520
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0198292228.003.0001
- Subject:
- Economics and Finance, Microeconomics
This chapter explains why economics has had such a limited impact on business, and what should be done about it. The economics relevant to business is principally that which deals with markets and ...
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This chapter explains why economics has had such a limited impact on business, and what should be done about it. The economics relevant to business is principally that which deals with markets and the interactions of firms, not the economics that deals with macroeconomic forecasting. Advances in the former have not been well documented, and most people are not aware of their existence. This chapter outlines their scope.Less
This chapter explains why economics has had such a limited impact on business, and what should be done about it. The economics relevant to business is principally that which deals with markets and the interactions of firms, not the economics that deals with macroeconomic forecasting. Advances in the former have not been well documented, and most people are not aware of their existence. This chapter outlines their scope.
W. Mark Fruin
- Published in print:
- 1994
- Published Online:
- November 2003
- ISBN:
- 9780198288985
- eISBN:
- 9780191596285
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/0198288980.003.0001
- Subject:
- Economics and Finance, South and East Asia
The introduction discusses the rapid development of Japan's economy in the twentieth century and introduces firm‐level structural and strategic complements to it. Late development and an emphasis on ...
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The introduction discusses the rapid development of Japan's economy in the twentieth century and introduces firm‐level structural and strategic complements to it. Late development and an emphasis on technology acquisition, it is argued, result in competitive strategies and cooperative structures uniting factory, firm, and the interfirm network. The different sections look at the context of the Japanese enterprise system, compare it with other systems worldwide, analyse the important role of the highly successful corporation in modern Japan, and discuss the implications of the Japanese corporation for traditional firm theory and as a global business model.Less
The introduction discusses the rapid development of Japan's economy in the twentieth century and introduces firm‐level structural and strategic complements to it. Late development and an emphasis on technology acquisition, it is argued, result in competitive strategies and cooperative structures uniting factory, firm, and the interfirm network. The different sections look at the context of the Japanese enterprise system, compare it with other systems worldwide, analyse the important role of the highly successful corporation in modern Japan, and discuss the implications of the Japanese corporation for traditional firm theory and as a global business model.
Sarah Stockwell
- Published in print:
- 2000
- Published Online:
- October 2011
- ISBN:
- 9780198208488
- eISBN:
- 9780191678035
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198208488.003.0008
- Subject:
- History, British and Irish Modern History
In 1957, Ghana gained independence, completing its rapid political progress from a British colony to one of the first African nations to secure its freedom from European rule. For British ...
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In 1957, Ghana gained independence, completing its rapid political progress from a British colony to one of the first African nations to secure its freedom from European rule. For British businessmen, their presence at the celebrations represented a further dimension of public relations policies and other political and business strategies undertaken in response to the development of African nationalism and the transfer of political power in the Gold Coast. As early as 1941, members of the Association of West African Merchants (AWAM) had begun discussing the future role of business associations in promoting company interests, in part prompted by opposition from non-European traders to the prominent wartime role of AWAM. In the gold mining industry, the 1945 strike provoked a conviction at Ashanti Goldfields Corporation that the company needed to be better equipped to cope with an uncertain future. This book has demonstrated the importance of incorporating politics into studies of business during the period of decolonization.Less
In 1957, Ghana gained independence, completing its rapid political progress from a British colony to one of the first African nations to secure its freedom from European rule. For British businessmen, their presence at the celebrations represented a further dimension of public relations policies and other political and business strategies undertaken in response to the development of African nationalism and the transfer of political power in the Gold Coast. As early as 1941, members of the Association of West African Merchants (AWAM) had begun discussing the future role of business associations in promoting company interests, in part prompted by opposition from non-European traders to the prominent wartime role of AWAM. In the gold mining industry, the 1945 strike provoked a conviction at Ashanti Goldfields Corporation that the company needed to be better equipped to cope with an uncertain future. This book has demonstrated the importance of incorporating politics into studies of business during the period of decolonization.
Mark McNeilly
- Published in print:
- 2008
- Published Online:
- October 2011
- ISBN:
- 9780195189780
- eISBN:
- 9780199851584
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195189780.001.0001
- Subject:
- Business and Management, Business History
George Washington ranks as one of the great military leaders in history. The character traits he exemplified, and the leadership skills he employed, enabled him to defeat what was then the world's ...
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George Washington ranks as one of the great military leaders in history. The character traits he exemplified, and the leadership skills he employed, enabled him to defeat what was then the world's most powerful nation. This book shows today's managers how they can learn from Washington's career—both his triumphs and setbacks—to succeed as leaders in their chosen field. The book paints vivid portraits of some of the crucial moments in Washington's military career, from the early debacle on Long Island Heights to the masterstroke at Trenton. There Washington, aided by his use of intelligence and disinformation, and by his great fortitude in the face of truly daunting conditions, routed the Hessians. The book uses these stirring military encounters to underscore Washington's managerial genius: to persuade and inspire, to open up the decision-making process, to seize opportunities when they arise, to persevere when setbacks occurred, and to learn from his mistakes. Indeed, the book's true value lies in its ability to link military and business strategy, revealing that successful corporate leaders must possess many of the same traits that Washington did. Using examples from the NFL, Cadillac, Coke, Samsung, Embraer, IBM and others, the book shows how business leaders can apply Washington's principles for success.Less
George Washington ranks as one of the great military leaders in history. The character traits he exemplified, and the leadership skills he employed, enabled him to defeat what was then the world's most powerful nation. This book shows today's managers how they can learn from Washington's career—both his triumphs and setbacks—to succeed as leaders in their chosen field. The book paints vivid portraits of some of the crucial moments in Washington's military career, from the early debacle on Long Island Heights to the masterstroke at Trenton. There Washington, aided by his use of intelligence and disinformation, and by his great fortitude in the face of truly daunting conditions, routed the Hessians. The book uses these stirring military encounters to underscore Washington's managerial genius: to persuade and inspire, to open up the decision-making process, to seize opportunities when they arise, to persevere when setbacks occurred, and to learn from his mistakes. Indeed, the book's true value lies in its ability to link military and business strategy, revealing that successful corporate leaders must possess many of the same traits that Washington did. Using examples from the NFL, Cadillac, Coke, Samsung, Embraer, IBM and others, the book shows how business leaders can apply Washington's principles for success.
William V. Rapp
- Published in print:
- 2002
- Published Online:
- October 2011
- ISBN:
- 9780195148138
- eISBN:
- 9780199849376
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195148138.003.0003
- Subject:
- Business and Management, Information Technology
The competitive situation faced by a firm dictates what software strategies Level 2 and Level 3 IT users impose, how these companies determine their level of success, how they choose which software ...
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The competitive situation faced by a firm dictates what software strategies Level 2 and Level 3 IT users impose, how these companies determine their level of success, how they choose which software will best suit the needs of the company's goals and operations, and other such elements that are relevant in a company's overall business strategy. The development and selection of software generally depends on what the IT user needs, thus a company would have to consider having their software customized and progressively put into practice based on what works and what produces the best results from minimum costs. This chapter introduces packaged software which is best used for accounting and manufacturing operations as this type of semi-customized software is incorporated into the larger IT system of the company by means of proprietary middleware.Less
The competitive situation faced by a firm dictates what software strategies Level 2 and Level 3 IT users impose, how these companies determine their level of success, how they choose which software will best suit the needs of the company's goals and operations, and other such elements that are relevant in a company's overall business strategy. The development and selection of software generally depends on what the IT user needs, thus a company would have to consider having their software customized and progressively put into practice based on what works and what produces the best results from minimum costs. This chapter introduces packaged software which is best used for accounting and manufacturing operations as this type of semi-customized software is incorporated into the larger IT system of the company by means of proprietary middleware.
Peter Grindley
- Published in print:
- 1995
- Published Online:
- October 2011
- ISBN:
- 9780198288077
- eISBN:
- 9780191684562
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198288077.003.0001
- Subject:
- Business and Management, Innovation, Strategy
This chapter introduces the framework for the status of a unique economics of standards including strategy and policy issues. Compatibility standard has been the key success, and the most significant ...
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This chapter introduces the framework for the status of a unique economics of standards including strategy and policy issues. Compatibility standard has been the key success, and the most significant improvements in products such as the video cassette recorder, compact disc and personal computer have depended on the adoption of common standards across an industry. Parallel problems have been viewed for setting standards, including the role of official standard bodies, whether these standards are set by the government authority or market forces. This book also explores the ways in which standards policy may be made more effective and how this book might help both to broaden our understanding of how standards work, and to help establish the standards as a normal component of business strategy.Less
This chapter introduces the framework for the status of a unique economics of standards including strategy and policy issues. Compatibility standard has been the key success, and the most significant improvements in products such as the video cassette recorder, compact disc and personal computer have depended on the adoption of common standards across an industry. Parallel problems have been viewed for setting standards, including the role of official standard bodies, whether these standards are set by the government authority or market forces. This book also explores the ways in which standards policy may be made more effective and how this book might help both to broaden our understanding of how standards work, and to help establish the standards as a normal component of business strategy.
Jianwen Liao, Qian Ye, David Pistrui, and Harold P. Welsch
- Published in print:
- 2009
- Published Online:
- February 2010
- ISBN:
- 9780195380644
- eISBN:
- 9780199869329
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780195380644.003.0006
- Subject:
- Economics and Finance, International, South and East Asia
This chapter looks at venture financing among entrepreneurs in Wuhan, finding that informal finance comprises a large degree of start-up capital. Research has documented the importance of ...
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This chapter looks at venture financing among entrepreneurs in Wuhan, finding that informal finance comprises a large degree of start-up capital. Research has documented the importance of venture-financing and its effects on business survival, growth aspiration and strategy. It reviews the existing research in venture-financing by looking into its effects and various predictors, then highlights the unique operating and institutional environments Chinese entrepreneurs face, providing the context under which venture-financing — from both formal and informal sources — takes place. Empirical results from the survey follow, concluding with policy implications and future research directions.Less
This chapter looks at venture financing among entrepreneurs in Wuhan, finding that informal finance comprises a large degree of start-up capital. Research has documented the importance of venture-financing and its effects on business survival, growth aspiration and strategy. It reviews the existing research in venture-financing by looking into its effects and various predictors, then highlights the unique operating and institutional environments Chinese entrepreneurs face, providing the context under which venture-financing — from both formal and informal sources — takes place. Empirical results from the survey follow, concluding with policy implications and future research directions.
Peter Grindley
- Published in print:
- 1995
- Published Online:
- October 2011
- ISBN:
- 9780198288077
- eISBN:
- 9780191684562
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198288077.001.0001
- Subject:
- Business and Management, Innovation, Strategy
This book discusses how compatibility standards may be used to ensure business success. It provides a framework for standards strategy and policy, together with a series of case-studies which ...
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This book discusses how compatibility standards may be used to ensure business success. It provides a framework for standards strategy and policy, together with a series of case-studies which interpret the economics of standards in practical settings. The book considers the problems of establishing a new standard in the market and winning standards contests. It studies the questions of how to maintain the profitability of a standard and how to compete within an established standard. It combines the strategic analysis with an evaluation of standards policy, and suggests ways in which markets and policy intervention may effectively be used together. Cases include contests for standards for video cassette recorders, digital audio tapes, personal computers, open computer systems, high-definition television, and Telepoint cordless phones. Standards have long been seen as a technical problem, yet in a large number of industries they are central to business strategy and technical aspects are only part of the effort needed for product success. They imply very different strategies and policies than for conventional products.Less
This book discusses how compatibility standards may be used to ensure business success. It provides a framework for standards strategy and policy, together with a series of case-studies which interpret the economics of standards in practical settings. The book considers the problems of establishing a new standard in the market and winning standards contests. It studies the questions of how to maintain the profitability of a standard and how to compete within an established standard. It combines the strategic analysis with an evaluation of standards policy, and suggests ways in which markets and policy intervention may effectively be used together. Cases include contests for standards for video cassette recorders, digital audio tapes, personal computers, open computer systems, high-definition television, and Telepoint cordless phones. Standards have long been seen as a technical problem, yet in a large number of industries they are central to business strategy and technical aspects are only part of the effort needed for product success. They imply very different strategies and policies than for conventional products.
Lyn Spillman
- Published in print:
- 2012
- Published Online:
- February 2013
- ISBN:
- 9780226769561
- eISBN:
- 9780226769554
- Item type:
- chapter
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226769554.003.0001
- Subject:
- Sociology, Occupations, Professions, and Work
This chapter challenges the assumption that business is necessarily conducted as self-interested action in the pursuit of profit. To examine how profit-oriented firms and businesspeople make sense of ...
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This chapter challenges the assumption that business is necessarily conducted as self-interested action in the pursuit of profit. To examine how profit-oriented firms and businesspeople make sense of their interested action, the chapter analyzes their discourses and strategies of action in contemporary American business associations. Then, exploring the meaning-making about business that actually goes on in these settings, it shows that businesspeople often understand themselves as disinterested rather than self-interested actors. They often think of what they are doing in terms of technical expertise, professionalism, stewardship of the public good and occupational community, and these vocabularies of motive are a constitutive part of many business identities. The chapter argues that the pursuit of strategic interest in competitive profit seeking is conditioned by and relies on institutions and discourses transcending strategic interests, and that such institutions and discourses make capitalist economic action routinely meaningful.Less
This chapter challenges the assumption that business is necessarily conducted as self-interested action in the pursuit of profit. To examine how profit-oriented firms and businesspeople make sense of their interested action, the chapter analyzes their discourses and strategies of action in contemporary American business associations. Then, exploring the meaning-making about business that actually goes on in these settings, it shows that businesspeople often understand themselves as disinterested rather than self-interested actors. They often think of what they are doing in terms of technical expertise, professionalism, stewardship of the public good and occupational community, and these vocabularies of motive are a constitutive part of many business identities. The chapter argues that the pursuit of strategic interest in competitive profit seeking is conditioned by and relies on institutions and discourses transcending strategic interests, and that such institutions and discourses make capitalist economic action routinely meaningful.
Peer Hull Kristensen
- Published in print:
- 2011
- Published Online:
- May 2011
- ISBN:
- 9780199594535
- eISBN:
- 9780191724909
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199594535.003.0006
- Subject:
- Business and Management, Political Economy
This chapter summarizes what characterizes an enabling welfare state, identifies its core institutions and how it makes possible distinctive business strategies based on highly autonomous forms of ...
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This chapter summarizes what characterizes an enabling welfare state, identifies its core institutions and how it makes possible distinctive business strategies based on highly autonomous forms of work organization. Then it interprets this institutional formation as an alternative risk-sharing system to that of the Anglo-Saxon model. While the latter is based on markets and financialization/securitization the Nordic one allows for different actors and modes of search for future comparative advantages and positions in the international innovation system. The comparative differences, advantages, and weaknesses of the Nordic countries are highlighted, and what they can learn from each other to gain more comprehensiveness. Finally the chapter indicates what will be important issues if the enabling welfare state and its experimentalist economy are to be cultivated in a much more deliberative way in the future.Less
This chapter summarizes what characterizes an enabling welfare state, identifies its core institutions and how it makes possible distinctive business strategies based on highly autonomous forms of work organization. Then it interprets this institutional formation as an alternative risk-sharing system to that of the Anglo-Saxon model. While the latter is based on markets and financialization/securitization the Nordic one allows for different actors and modes of search for future comparative advantages and positions in the international innovation system. The comparative differences, advantages, and weaknesses of the Nordic countries are highlighted, and what they can learn from each other to gain more comprehensiveness. Finally the chapter indicates what will be important issues if the enabling welfare state and its experimentalist economy are to be cultivated in a much more deliberative way in the future.
Geoffrey Tweedale
- Published in print:
- 1995
- Published Online:
- October 2011
- ISBN:
- 9780198288664
- eISBN:
- 9780191684623
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198288664.001.0001
- Subject:
- Business and Management, Business History
The book focuses on the historical evolution of firms and industry leaders and their strategies. Sheffield's experience is then related to current historical and economic debates about industrial ...
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The book focuses on the historical evolution of firms and industry leaders and their strategies. Sheffield's experience is then related to current historical and economic debates about industrial structure, entrepreneurship, and UK decline. Sheffield is revealed (with some important qualifications) as a remarkably enduring and successful centre; and also a highly complex one, which cannot be fitted easily into present theories of mass production and entrepreneurial failure.Less
The book focuses on the historical evolution of firms and industry leaders and their strategies. Sheffield's experience is then related to current historical and economic debates about industrial structure, entrepreneurship, and UK decline. Sheffield is revealed (with some important qualifications) as a remarkably enduring and successful centre; and also a highly complex one, which cannot be fitted easily into present theories of mass production and entrepreneurial failure.
Greg Fisher, John E. Wisneski, and Rene M. Bakker
- Published in print:
- 2020
- Published Online:
- July 2020
- ISBN:
- 9780190081478
- eISBN:
- 9780197521847
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780190081478.003.0002
- Subject:
- Business and Management, Strategy
This chapter defines strategy as a diagnosis that defines or explains a business challenge or opportunity, a decision or set of decisions for dealing with the challenge or opportunity, and a coherent ...
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This chapter defines strategy as a diagnosis that defines or explains a business challenge or opportunity, a decision or set of decisions for dealing with the challenge or opportunity, and a coherent set of actions to deliver on the decisions so as to create sustainable advantage and superior returns over rivals. In this chapter we also distinguish between three key levels of strategy: (1) corporate-level strategy, which is concerned with the selection of business areas in which the company should compete and with the development and coordination of that portfolio of businesses; (2) business-level strategy, which is about developing and sustaining a competitive advantage for a business delivering an identifiable set of products and/or services; (3) managerial-level strategic decision-making, which is concerned with identifying and dealing with a diverse range of immediate strategic challenges and opportunities confronting a business.Less
This chapter defines strategy as a diagnosis that defines or explains a business challenge or opportunity, a decision or set of decisions for dealing with the challenge or opportunity, and a coherent set of actions to deliver on the decisions so as to create sustainable advantage and superior returns over rivals. In this chapter we also distinguish between three key levels of strategy: (1) corporate-level strategy, which is concerned with the selection of business areas in which the company should compete and with the development and coordination of that portfolio of businesses; (2) business-level strategy, which is about developing and sustaining a competitive advantage for a business delivering an identifiable set of products and/or services; (3) managerial-level strategic decision-making, which is concerned with identifying and dealing with a diverse range of immediate strategic challenges and opportunities confronting a business.
Donald Clarke
- Published in print:
- 1995
- Published Online:
- October 2011
- ISBN:
- 9780198289449
- eISBN:
- 9780191684708
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198289449.003.0015
- Subject:
- Business and Management, Business History
From time to time the question did arise as to whether ICFC was being correctly taxed, but it never became an issue, and was ignored until the question of flotation arose. One reason for the lack of ...
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From time to time the question did arise as to whether ICFC was being correctly taxed, but it never became an issue, and was ignored until the question of flotation arose. One reason for the lack of interest in the subject was the expectation, despite the shareholders' initial misgivings, that it would make little difference which way the company was taxed. As a trading company it was allowed to take the tax credit for potential losses at the time specific provisions were made, rather than waiting until the loss actually crystallized, but it still paid tax on capital profits. As an investment company it would have paid tax on profits realized from the sale of investments, but would have been unable to charge off losses until they were realized.Less
From time to time the question did arise as to whether ICFC was being correctly taxed, but it never became an issue, and was ignored until the question of flotation arose. One reason for the lack of interest in the subject was the expectation, despite the shareholders' initial misgivings, that it would make little difference which way the company was taxed. As a trading company it was allowed to take the tax credit for potential losses at the time specific provisions were made, rather than waiting until the loss actually crystallized, but it still paid tax on capital profits. As an investment company it would have paid tax on profits realized from the sale of investments, but would have been unable to charge off losses until they were realized.
