000			03742nam a2200613 i 4500
001			10661533
003			CaPaEBR
005			20241023114829.0
006			m eo d
007			cr cn |||m|||a
008			130220s2013 nyu foab 001 0 eng d
020			_a9781606494516 _qelectronic bk.
024	7		_a10.4128/9781606494516 _2doi
035			_a(OCoLC)829304766
035			_a(CaBNVSL)swl00402164
040			_aCaBNVSL _beng _erda _cCaBNVSL _dCaBNVSL
050		4	_aHD41
100	1		_aPresutti, William D, _eauthor
245	1	0	_aUnderstanding the dynamics of the value chain / _cWilliam D. Presutti, Jr. and John Mawhinney.
250			_a1st ed.
264		1	_a[New York, N.Y.] (222 East 46th Street, New York, NY 10017) : _bBusiness Expert Press, _c[(c)2013.]
300			_a1 electronic text (xiv, 127 pages) : _bdigital file.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
490	1		_aSupply and operations management collection, _x2156-8200
500			_aPart of: 2013 digital library.
504			_aIncludes bibliographical references (pages 121-124) and index.
505	0		_aList of illustrations -- _tAcknowledgments -- _tIntroduction -- _tThe value chain revisited -- _tThe value chain's impact on competitiveness and profitability -- _tBoundarylessness and the value chain -- _tEnablers of effective value chain management -- _tOrganization-wide variable pay: the missing link in managing the value chain -- _tCorporate social responsibility and the value chain -- _tReferences -- _tIndex.
506			_aAccess restricted to authorized users and institutions.
520	3		_aThe year was 1985. Michael Porter of the Harvard Business School published his business best-selling book, Competitive Advantage. It was touted at the time as "the most influential management book of the past quarter century." In that book, Porter introduced the concept of the value chain, described as "a systematic way of examining all activities a firm performs and how they interact, (necessary) for analyzing the sources of competitive advantage." Looking back, the most significant and lasting contribution of Porter's value chain was the notion of interrelationships among a firm's many activities. It is the idea of "linkages," as he called them, which was the real breakthrough in management thinking. The linkages could be either horizontal among the activities inside the firm or vertical with constituents outside the firm including suppliers and customers. It was the firm and its outside constituencies and their respective value chains that formed what he called the value system in which all organizations operate.
530			_a2 _ub
530			_aAlso available in printing.
538			_aMode of access: World Wide Web.
538			_aSystem requirements: Adobe Acrobat reader.
588			_aTitle from PDF t.p. (viewed on February 20, 2013).
650		0	_aCompetition.
650		0	_aValue added.
653			_atraditional value chain
653			_acontemporary value chain
653			_adimensions of competitiveness
653			_avalue chain management and profitability
653			_arequired skills and abilities
653			_areverse value chain
653			_arethinking compensation practices
655		0	_a[genre]
700	1		_aMawhinney, John.
776	0	8	_iPrint version: _z9781606494509
830		0	_a2013 digital library.
830		0	_aSupply and operations management collection. _x2156-8200
856	4	0	_uhttps://go.openathens.net/redirector/ciu.edu?url=https://portal.igpublish.com/iglibrary/search/BEPB0000167.html
942			_2lcc _bCIU _cOB _eBEP _QOL _zBEP10661533
999			_c74396 _d74396
902			_c1 _dCynthia Snell