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