Aligning operations, marketing, and competitive strategies to enhance performance: An empirical test in the retail banking industry

Rhee, Munsung; Mehra, Satish

doi:10.1016/j.omega.2005.01.017

Cited by 55 publications

(60 citation statements)

References 36 publications

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“…Understanding the strategic context of a BPM program is essential to maximize the value from process improvement (Hung, 2006) and close strategic linkage between competitive strategy and the operations function is crucial (Rhee & Mehra, 2006).…”

Section: Strategic Alignmentmentioning

confidence: 99%

The critical success factors of business process management

Trkman¹

2010

International Journal of Information Management

780

618

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Section: Strategic Alignmentmentioning

confidence: 99%

The critical success factors of business process management

Trkman¹

2010

International Journal of Information Management

780

618

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“…Financial institutions can carry out real time electronic transactions with almost any other institution in the world (Rhee & Mehra, 2006). In the automotive industry the use of EDI has led to decreased inventories and faster production cycles (Childerhouse, Hermiz, & MasonJones, 2003).…”

Section: Information Systems Integrationmentioning

confidence: 99%

Development of Industry-Wide IS Integration Model in the Agri-Industry

Hedman¹,

Henningsson²

2013

AIM

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his paper presents a model explaining industrywide information systems (IS) integration in the agri-industry. Using a theoretical frame of value confi guration analysis and IS integration extent we study 15 organizations. We find that product sensitivity, continuous production, value chain captains, and value creation logic explain the industry-wide IS integration. Incompatible value creation logic among stakeholders and the lack of presence of "value chain captains" -powerful actors dominating the entire industry -has and negative impact on industry-wide integration. On the other hand, product sensitivity and continuous production process led to higher levels of integration.

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“…It is well known that a company's success in today's competitive business environment requires its ability to create and update strategic plans [1][2][3][4][5][6]. While various management analysis techniques such as the Total Quality Management (TQM) [7][8][9][10] and Re-engineering [2,4] have proven to be beneficial for meeting organizational specific objectives, strategic planning remains the single most important element for companies' overall success.…”

Section: Introductionmentioning

confidence: 99%

“…While various management analysis techniques such as the Total Quality Management (TQM) [7][8][9][10] and Re-engineering [2,4] have proven to be beneficial for meeting organizational specific objectives, strategic planning remains the single most important element for companies' overall success. Reported case studies indicate that organizations using the principles of strategic planning are by far in better condition in marketing, profitably and beneficiation [2,4,11,12].…”

Section: Introductionmentioning

confidence: 99%