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Yes / This article reviews the literature on human capital resources and develops a conceptual model incorporating social capital, relational capital and knowledge as the components of human capital resources and linking these to competitive advantage. Scholars from various disciplines expanded our understanding of human capital as important organizational resources but research in this field remains fragmented. Building on past research this review contributes to existing knowledge in human capital resources by introducing an integrated conceptual framework comprising of both micro-level human capital and macro-level strategic human capital resources. In so doing it provides alternative definitions for human capital resources with the aim to make their assessment and understandability more meaningful and clearer than what has been offered so far. Moreover, by bringing knowledge, social capital and relational capital under human capital, this review encourages a dialogue among scholars from various disciplines to investigate the creation and accumulation of strategic human capital resources holistically.

Yes / The developments brought by Industry 4.0 have spread to various components in a supply chain, where logistics is of utmost importance due to the intermediate role of logistics service providers (LSPs) operating among different actors. Despite such a vital role, the extant literature lacks from the extensive analysis of Industry 4.0 implementations in the logistics industry, particularly for LSPs. Accordingly, this study sets out to investigate, comprehensively, Industry 4.0 projections in logistics and their reflections on LSPs by adopting a multidimensional approach. In this respect, the key themes influenced by Industry 4.0 developments are initially determined through a structured survey conducted in the Turkish logistics industry. Then, in the same industry, both the probabilities and the impacts of Industry 4.0-focused thematic statements are examined through an integrative interview survey, which also incorporates ‘why-type’ of questions. Consequently, this study offers academic implications in terms of demonstrating possible changes in the logistics industry from the operational, financial, and human resources aspects. Additionally, the findings serve as a reference for logistics professionals while fostering their competitive Industry 4.0 initiatives and facilitating their strategic decisions.

Enhancing competitive advantage is important for the business of a high-tech SME in a challenging business environment, which is why this study explores this in one company through the question of: “How can innovation, proactiveness, and risk-taking drive competitive advantage in a high-tech SME?”. The dimensions of innovation, proactiveness, and risk-taking, originate in an entrepreneurial orientation (EO) (Miller, 1983). The study takes a guided exploratory approach through interviews, on-site observations, and textual data. The findings showed six drivers of competitive advantage of the examined company - an encouraging environment, being innovative, identifying industry gaps, planning, calculated risks, and strategic investments. Two additional drivers were further revealed - end-user focus and quickness, interpreted as a new aggregate dimension of adaptability. Additionally, the results add to the gap in existing research by bringing deeper insights into the drivers of competitive advantage that an EO can provide for a high-tech SME in a challenging environment.

During the last decades, it has been brought to light that well organized logistics processes have contributed to competitive advantages for companies. Mio AB, a chain store warehouse and the second largest furniture company in Sweden, is operating in the middle of an expansion phase with growing revenue. As a consequence, larger volumes of goods are handled, space utilization become more scarce and the everyday operations within the internal logistics are affected. Therefore, the processes within the warehouse department were measured by performing a frequency study, registering how time was distributed between the different work tasks. In order to fully understand the processes, interviews were held with management and personnel. After analyzing previous research that could help guide to ease the impositions and analyzing the result of the frequency study, wastes were identified and new ways of working were suggested. The result firstly presents how to organize internal logistics operations in chain store warehouses to gain competitive advantage. Secondly, keeping in mind that firefighting stressed situations usually is not sustainable and only eases loads temporarily, long-term sustainability and ethics were addressed. Concluding that in order to optimize internal logistics operations in chain store warehouses and gain a long-term competitive advantage in a sustainable way, are achieved through standardizing work tasks, ensuring commitment of management and personnel and applying systems to serve the people and processes. Lastly it is advised to keep in mind the impact a company have on its surroundings and the importance of engaging in sustainable and ethically friendly operations, in order to achieve long-term competitive logistics.

Thesis (MBA (Business Management))--University of Stellenbosch, 2004. / ENGLISH ABSTRACT: The purpose of this study project is to investigate how organisations operating in the European Union (EU) can sustain a competitive advantage amidst the changing European business environment. Due to stiff global competition, organisations are searching for new markets to gain access to lower cost or higher quality inputs and pre-empt competitors that may seek similar advantages. No global competitor can afford not to operate in the EU. The EU is the largest trade bloc in the world with 463,7 million inhabitants as opposed to 282 million inhabitants in the United States of America (USA). The strategic management model described by Thompson and Strickland is adapted and used as a framework for the analysis of the external European business environment. A PESTE analysis reveals that European integration has resulted in momentous political, economic, societal, technological and environmental developments. These have in turn dramatically altered the competitive dynamics on the external European environment. In a competitive analysis of the impact of the major driving forces on Porter's Five Forces the profit making attractiveness of the European environment will be identified. Generic key success factors are identified from the PESTE analysis, driving forces and Porter's Five Forces. Operational effectiveness, the ability to innovate and the European management skill in the management of diversity will provide a sustainable competitive advantage in the European environment. The management of international diversity is an essential element of the European management model. The ability of the European manager in the successful management of a diverse range of consumers, business environments, communications and behavioural styles across different states, is considered Europe's strong suit. A sustainable competitive advantage for organisations in the complex European environment lies in the ability to integrate the inherent diversity. Firstly, the ability to integrate diversity inherent in the fragmented operating structures throughout the various countries will maximize the key success factor of operational effectiveness. Secondly, the ability to integrate the workforce diversity by capturing the inherent value of diverse pockets of knowledge and experiences will achieve synergies. It will also improve the ability to innovate. The latter is the second generic key success factor. The standardized USA approach in managing of international diversity appears to be detrimental to the USA MNCs' competitiveness in developing countries with consumer bases of millions of people. They will have to develop a new mindset and adopt new business models to achieve global competitiveness. It would further appear that the lack of experience in management of international diversity in USA organisations has minimized the ability to innovate. Multinational organisations in the USA are therefore starting to outsource components of their innovative value chain to tap ideas from external sources. European organisations exercise a global strategy approach that reflects the aspirations of a global approach, while the necessity for local adaptations of business activities is at the same time acknowledged. A literature review clearly indicates that the experience of EU organisations in international markets creates a competitive advantage. European integration opens up unexploited opportunities for EU organisations to streamline value chain efficiencies and increase operational effectiveness. The practical research project performed at the Henkel Group in Dusseldorf, Germany, has revealed a strategic fit of the Henkel Group with the changing external environment. Recommendations have been made to align the fragmented Henkel Travel Management processes with the strategic Henkel goal. Increasing operational efficiencies in line with best practices shall contribute significantly to improved operating margins. USA organisations have on average already achieved optimal levels of efficiencies through their global approach in streamlining their value chain activities. They are now focused on increasing innovation to sustain their growth. Organisations in Europe should invest in improving their innovation ability. This major opportunity to obtain a competitive advantage is highly unexploited. Market leadership can be achieved when managers stimulate innovation by accessing diverse pockets of workforce knowledge from different cultural contexts within the EU. / AFRIKAANSE OPSOMMING: Die doel van hierdie werkstuk is om ondersoek in te stel op welke wyse organisasies wat in die Europese Unie opereer 'n kompeterende voordeel kan behou te midde van die veranderende Europese besigheidomgewing. Weens stewige globale kompetisie soek organisasies na nuwe markte vir toegang tot laer koste of hoër kwaliteit insette en die voorspring van kompetisie wat soortgelyke voordele inhou. Geen globale mededinger kan bekostig om nie in die Europese Unie te kompeteer nie. Die Europese Unie is die grootste handelsblok ter wêreld met 463,7 miljoen inwoners teenoor 282 miljoen inwoners in die Verenigde State van Amerika (VSA). Die strategiese bestuursmodel soos beskryf deur Thompson en Strickland is gewysig om as 'n raamwerk vir die analisering van die eksteme Europese besigheidsomgewing te dien. 'n PESTE analise openbaar dat Europese integrasie drastiese politieke, ekonomiese, sosiale, tegnologiese en omgewingsveranderinge teweegbring. Dit het op sy beurt weer gelei tot n dramatiese impak op die kompeterende faktore in die eksteme Europese omgewing. In 'n mededingingsontleding van die impak van die belangrikste dryfkragte op Porter se Vyf Kragte sal die winsgewindheid van die Europese omgewing ook hieruit aangedui word. Generiese sleutelsuksesfaktore word afgelei uit die PESTE analise, dryfkragte en Porter se Vyf Kragte. Operasionele doeltreffendheid, die vermoë om te innoveer en die Europese vaardigheid in die bestuur van internasionale diversiteit sal 'n volgehoue mededingingsvoordeel in die Europese omgewing verseker. Die bestuur van internasionale diversiteit is 'n kern element van die Europese bestuursmodel. Die vermoë van die Europese bestuurder om 'n diverse groep van verbruikers, besigheidsomgewings, kommunikasie en gedragstyle oor verskillende lande heen suksesvol te hanteer, word beskou as Europa se sterkpunt. Die volgehoue kompeterende voordeel van organisasies in die komplekse Europese omgewing is opgesluit in die vermoë om diversiteit inherent daarin te kan integreer. Eerstens sal die vermoë om die diversiteit inherent in die gefragmenteerde operasionele strukture regoor die verskillende lande heen te integreer, lei lot optimisering van operasionele doeltreffendheid as 'n generiese sleutelsuksesfaktor. Tweedens sal die vermoë om die diversiteit van die werkers te integreer deur die inherente waarde van diverse kennis en ondervindinge vas te vang, sinergiee bewerkstellig. Dit sal ook die vermoë om te innoveer bevorder. Laasgenoemde is die tweede sleutelsuksesfaktor. Hul standaard benadering in die hantering van internasionale diversiteit blyk nadelig te wees vir die VSA se multinasionale organisasies wat in ontwikkelende lande meeding om verbruikersmarkte van miljoene. 'n Paradigmaskuif word benodig om 'n wêreldwye mededingingsvoordeel te bereik. Dit blyk voorts dat die gebrek aan ondervinding in die hantering van internasionale diversiteit ook die innoverende vermoë benadeel het. Multinasionale organisasies in die VSA het begin om komponente van die innoverende waardeketting uit te kontrakteer om innovasie van eksterne bronne af te verkry. Europese multinasionale organisasies pas 'n globale benadering toe wat die aspirasies van 'n globale strategie kombineer met die aanpassing van besigheidsaktiwiteite uniek tot die plaaslike omstandighede. 'n Literatuurstudie wys duidelik uit dat die ondervinding van Europese Unie organisasies in internasonale markte tot 'n mededingingsvoordeel lei. Europese integrasie skep geleenthede vir organisasles in die Europese Unie om waardekettings regoor Europa te kannoniseer en om operasionele doeltreffendheid te veseker. Die praktiese navorsingsprojek wat by die Henkel Groep in Dusseldorf, Duitsland afgelê is, het 'n strategiese passing met die eksterne omgewing aangetoon. Aanbevelings is gemaak om die gefragmenteerde prosesse van Henkel Travel Management met die strategiese doelwit van die Henkel Groep te vereenselwig. Verbetering van operasionele doeltreffendheid ooreenkomstig beste standaarde sal bedryfswins aansienlik verbeter. Organisasies in die VSA het gemiddeld reeds optimale doeltreffendheid bereik deur die globale benadering in die rasionalisering van waardeketting aktiwiteite. Hulle fokus nou op die verbetering van innovasie om groei te verseker. Organisasies in Europa behoort te investeer in die verbetering van hul innoverende bevoegdheid. Hierdie kritiese geleentheid om 'n mededingingsvoordeel te verkry is hoogs onbenut. Markleierskap kan verkry word deur stimulasie van innovering met die inkorporering van diverse kundigheid uit die verskillende kulturele agtergronde van werknemers in die Europese omgewing.

<p><strong>Master’s thesis in International Logistics and Supply Chain Management</strong></p><p><strong> </strong></p><p><strong>Title:  Logistics Management in Retail Industry: a case study 7-Eleven in</strong><strong> Thailand</strong></p><p><strong>Author:  Latika Supasansanee and Patthaveekarn Kasiphongphaisan</strong></p><p><strong>Tutor:     Susanne Hertz</strong><strong> and Benedikte Borgström</strong></p><p><strong>Date:      June 1, 2009</strong></p><p><strong>Keywords: 7-Eleven Thailand, Logistics, Retail     Convenience, Distribution Center and Warehouse, IT-Apply in retail store, and Competitive advantage</strong></p><p><strong> </strong></p><p><strong> </strong></p><p><strong>Introduction: </strong>In today’s challenging competition in the consumer goods, the manufacturers strive for their products to reach final customers before they turn their heads to the rival’s ones. This research attempts to understand and investigate how 7-Eleven company manages its logistics activities, distribution and applying information technology to achieve competitive advantages.<strong> </strong></p><p><strong> </strong></p><p><strong>Purpose: </strong>The purpose of thesis is, in retailing industry and retailing convenience store’s perspective, to identify and describe the way 7-Eleven manages and operates its retail convenience business focusing on several aspects; strategic fits, distribution and IT, which support 7-Eleven’s activities and how they contribute to competitive advantages for the firm.<strong> </strong></p><p><strong> </strong></p><p><strong>Frame of reference: </strong>Based on various sources of literature concerning competitive advantage and strategic fits, distribution related to marketing and retail, distribution centers and warehousing, and information system apply in retail store.<strong> </strong></p><p> </p><p><strong>Method: </strong>The study is considered as qualitative single-case study. Data is collected from the interviews with several parties involve with retail convenience industry in Thailand. Secondary data is retrieved from the information system, research and reports, publication sources as well as internet sources.  Lastly, data analysis is followed by the literature chapter.<strong> </strong></p><p> </p><p><strong>Conclusion: </strong>By applying the synchronized strategies between supply chain members to adjust and modify the capabilities of firms, leads to supply chain benefits and competitive advantage for retail firm. The applications of IT and Distribution Centers enhance supply chain capabilities, reliability, and dependability which result in better service and market performance. They are also the keys that facilitate the operations of supply chain and retail store.</p><p> </p><p> </p><p> </p>

綠色供應鏈管理為近年來熱度非常高的議題，對於某些公司來說，採行綠色供應鏈管理可以表現公司永續經營的決心（Bacallan，2000），例如聯華電子不久前才宣佈，領先全球半導體製造商，完成有害物質管理 (Hazardous Substance Process Management, HSPM)系統稽核，並獲推薦登錄，顯示聯電符合RoHS指令及客戶對有害物質管理要求，也取得通往歐洲市場的環保通行證，而致伸科技也領先其他競爭者，完成綠色供應鏈的佈署，廠商的這些行動可以解讀為綠色供應鏈管理已經成為未來的趨勢，然而，本研究想要進一步的探討，綠色供應鏈管理究竟是廠商不得不為的措施，抑或是可以憑藉以提升本身競爭優勢的積極作為。 本研究採問卷調查的研究方式，針對我國製造業廠商進行實證研究，研究範圍設定為工商快訊所出版的「2005台灣廠商名錄」中，所登錄的我國公司，產業不予以設限，但必要條件為公司必須涉足生產製造業務。 本研究針對回收後的問卷，以 LISREL進行分析，獲得了下列研究結果： 1. 綠色設計與公司競爭優勢有正向關係 2. 綠色採購與公司競爭優勢有正向關係 3. 綠色生產與公司競爭優勢有正向關係 4. 企業在競爭優勢上的表現與其財務數字上的成績有正向的關係 關鍵字：綠色供應鏈、競爭優勢、財務績效 / Green Supply Chain Management has been a very popular subject recently. For some companies, implementing Green Supply Chain Management can show their determination for sustainable development（Bacallan，2000）. For example, UMC just announced their audition of Hazardous Substance Process Management system, and therefore is qualified to export to European market. Primax Electronics has also executed Green Supply Chain Management. All these actions indicate Green Supply Chain Management has become the trend. However, the study wants to investigate if the implementation of Green Supply Chain Management can give a lift of the companies’ competences. In the end of the study, the author can reach the following conclusions: 1. There is a positive correlation between Green Design and company’s competitive advantage 2. There is a positive correlation between Green Purchase and company’s competitive advantage 3. There is a positive correlation between Green Production and company’s competitive advantage 4. There is a positive correlation between company’s competitive and its financial performance Key Word: Green Supply Chain, competitive advantage, financial performance

台灣於民國90年7月間通過「金融控股公司法」，有鑑於此，已有多家商業銀行申請轉型成立金融控股公司，在金融控股經營模式下，運用共同行銷方式跨業銷售保險商品，以滿足顧客一次購足（one stop shopping）之金融保險需求，惟銀行、保險之產業環境、企業文化、薪資結構、及對企業忠誠度差異頗大，因此，本研究旨在探討以金融控股公司運用行銷的交互關係所產生的綜效synergy）效果，冀望能提供業者在競爭激烈的金融環境中取得競爭優勢。 本研究係依MICHAELE. PORTER 於「競爭優勢」一書中所提之「價值鏈」模型，藉由經營單位間之交互關係，可減低差異化成本，或彌補較高的差異化成本。金控公司價值鏈之關鍵活動主要體現在基本設施、技術和行銷三個層面，而透過其價值鏈關鍵活動發掘金控公司的競爭優勢集中于差異化、成本降低和目標集聚。對新光金控公司的問卷調查也集中于基本設施、技術和行銷三個層面。結合問卷調查結果及相關理論，本研究還得出個案公司之競爭優勢主要體現于金融產品創新、業務綜效充分發揮、經營成本降低和經營風險有效控制四個層面。 個案公司競爭優勢之關鍵決定因素主要來源於經營理念與經營策略的轉變、傳統組織結構和流程的變革、適應新產業的高級人才、對資源進行整合的軟件平臺和良好的經營風險管控能力。 本研究針對研究結果，業者欲達成金控公司業務之綜效，必須衡酌外在環境與本身的核心競爭能力，並據以擬定業務整合、資訊整合及市場區隔的策略，以形成競爭對手短期內無法達成的競爭優勢。 / Our country passed “Law of Financial Holding Company” in July, 2001. Therefore, several commercial banks have applied for changing and establishing the financial holding companies. Under the business model of financial holding companies, cross-selling is adopted to meet customers’ demand of one stop shopping in financial insurance. As there are the great differences between banking and insurance in business environment, business cultures, salary structure and employee loyalty, the purpose of the research is to study the synergy resulted from various marketing strategies of marketing of the financial holding companies. Moreover, it is expected to help the financial holding companies to win competitive advantages fromthe fierce financial competition. The study is based on the model of “Value Chain” from the book of “Competitive Advantages” written by Michael E. Porter. Therefore, a questionnaire is designed in accordance with the infrastructure, technology and marketing. The interviewers are the holding company. The contents of the interview include: (1) possible sharing resources in infrastructure (2) possible sharing resources in technology (3) possible sharing resources in marketing and (4) business synergy of Bancassurance. The report suggests that to win synergy in bacassurance financial holding companies should first examine the external environment and its own core competency and then to form strategies of business integration, information integration and market segmentation.