scholarly journals Interorganizational Cost Management Study on Inhibitor

2016 ◽  
Vol 9 (3) ◽  
pp. 68
Author(s):  
Rafael Araújo Sousa Farias
Keyword(s):  
Corporate Strategy ◽  
Cost Management ◽  
Corporate Training ◽  
Academic Research ◽  
Management Approach ◽  
Training And Education ◽  
Complex Issue ◽  
Management Study ◽  
Structured Approach ◽  
Price Offer

<p>Strategic cost management in supply chains is not a new concept. Coordinated actions between companies of the same chain, in order to reduce costs and end consumer price, offer opportunities for improved results. Interorganizational Cost Management (IOCM) is a structured approach with a broad vision, beyond the borders of the organization, which aims to reduce costs at the internal and external levels. Indeed, cost management is a complex issue that permeates all areas of the organization and may pose a number of difficulties to be implemented and sustained. Thus, this work has the overall goal of identifying, in the literature, the factors and conditions that inhibit the applicability of the Interorganizational Cost Management approach. To achieve these goals, an analysis was made of 35 academic research studies available in the literature that reported the difficulties faced by companies in cooperative cost management. The analysis of the studies showed the perceptions of different companies, and described the difficulties they face; therefore, the present research is qualitative and exploratory. Factors that inhibit IOMC were grouped into: (i) corporate strategy; (ii) integration of companies; (iii) people; (iv) intra- and interorganizational processes; (v) corporate training and education; (vi) disputes between companies; and (vii) lack of trust between companies.</p>

Revisiting the concept of a competitive “cash advantage”

2015 ◽  
Vol 43 (4) ◽  
pp. 38-46 ◽  
Author(s):  
Joseph Calandro, Jr.
Keyword(s):  
Competitive Advantage ◽  
Corporate Strategy ◽  
Academic Research ◽  
Cash Holdings ◽  
Content Type ◽  
Cash Reserves ◽  
Changing Role ◽  
Viable Method ◽  
Practical Implications

Purpose – The purpose of this paper is to profile how ample cash holdings can serve as a competitive advantage by first mitigating the risk of becoming a forced seller during times of distress, and then positioning a firm to take strategic advantage of forced selling and other forms of distress-generated opportunities. Design/methodology/approach – The author reviews the changing role of cash over time in corporate strategy, and how inadequate cash has caused or contributed to corporate failures. Findings – The findings of this paper, which are supported by historical and contemporary examples, are that ample cash reserves can be a powerful source of comparative advantage. Practical implications – This article supports earlier work published in Strategy & Leadership that shows how Graham-and-Dodd-based analysis is a viable avenue of academic research and a viable method with which to assess and formulate corporate strategic initiatives such as mergers and acquisitions, share buy-backs, risk management and, in this case, the strategic uses of cash. Originality/value – This paper offers leaders and financial executives a practical explanation of how ample cash holdings can serve as a competitive advantage.

scholarly journals THE EFFECT OF INTERNAL COST MANAGEMENT, INTEGRATION OF EXTERNAL AND INTERNAL INFORMATION SYSTEMS, AND FIBER CAPACITY ON INTER-ORGANIZATIONAL COST MANAGEMENT IN SUPPLY CHAINS (Empirical Studies in Manufacturing Companies in The Province of Banten)

2020 ◽  
Vol 5 (1) ◽  
pp. 89-97
Author(s):  
Gugun Gunawan
Keyword(s):  
Supply Chains ◽  
Absorptive Capacity ◽  
Structural Equation ◽  
Cost Management ◽  
Theory And Practice ◽  
Equation Modeling ◽  
Management Approach ◽  
Manufacturing Companies ◽  
Electronic Integration ◽  
Organizational Costs

Inter-organizational cost management is a strategic cost management approach to managing costs that span organizational boundaries in supply chains. Drawing on the resourcebased view of the firm, we develop a model to predict which inter-related resources might enable companies to manage inter-organizational costs. We test this model using a survey of managerial accountants whose organizations are part of a supply chain. Using structural equation modeling, we conclude that the resources of internal electronic integration, external electronic integration, internal cost management, and absorptive capacity play significant direct and indirect roles in the development of an inter-organizational cost management (IOCM) resource. We find that these resources are inter-related and together are useful in enabling companies to ultimately benefit from managing inter-organizational costs. We find in particular the importance of relational resources associated with absorptive capacity in the development of an IOCM resource. Our research contributes to theory and practice by explaining how specific resources can be combined in allowing companies to better manage inter-organizational costs. Data were analyzed using SEM with the aid SmartPLS software version 3.0

COST MANAGEMENT OF AN ECONOMIC ENTITY IN A MODERN BUSINESS CONDITIONS

2021 ◽  
Vol 2 (2) ◽  
pp. 38-44
Author(s):  
D. S. SHLYCHKOV ◽  
Keyword(s):  
Cost Management ◽  
Coal Industry ◽  
Economic Conditions ◽  
Economic Entity ◽  
Modern Business ◽  
Modern Economic ◽  
Business Conditions ◽  
Material Values ◽  
The Cost ◽  
Price Offer

The costs of the organization are the assets of the organization, including material values, labor re-sources, which transfer their value to finished products, work, services. In modern economic conditions of economic activity of an economic entity, the simple assignment of costs to the cost of production has lost its significance. This is due to the fact that it is necessary to satisfy the request of the end consumer through a price offer for the product, as well as the request of the state through the payment of taxes to the treasury. Consequently, management is required to implement measures to manage the costs of an economic entity. This article discusses the question of what methods can be used to implement cost management, and in addition, it presents a basic conceptual model for managing production processes of an economic entity and a model of a production cost management system using the example of the coal industry.

Thirty Years of Multilevel Processes for Adaptation of Livestock Production to Droughts in Uruguay

2017 ◽  
Vol 10 (1) ◽  
pp. 59-74 ◽  
Author(s):  
G. Cruz ◽  
W. Baethgen ◽  
D. Bartaburu ◽  
M. Bidegain ◽  
A. Giménez ◽  
...  
Keyword(s):  
Climate Change ◽  
Risk Management ◽  
Agricultural Sector ◽  
Academic Research ◽  
Study Groups ◽  
Management Approach ◽  
Adaptation To Climate Change ◽  
Science And Policy ◽  
Proactive Management ◽  
The Government

Abstract Most countries lack effective policies to manage climate risks, despite growing concerns with climate change. The authors analyzed the policy evolution from a disaster management to a risk management approach, using as a case study four agricultural droughts that impacted Uruguay’s livestock sector in the last three decades. A transdisciplinary team of researchers, extension workers, and policy makers agreed on a common conceptual framework for the interpretation of past droughts and policies. The evidence presented shows that the set of actions implemented at different levels when facing droughts were mainly reactive in the past but later evolved to a more integral risk management approach. A greater interinstitutional integration and a decreasing gap between science and policy were identified during the period of study. Social and political learning enabled a vision of proactive management and promoted effective adaptive measures. While the government of Uruguay explicitly incorporated the issue of adaptation to climate change into its agenda, research institutions also fostered the creation of interdisciplinary study groups on this topic, resulting in new stages of learning. The recent changes in public policies, institutional governance, and academic research have contributed to enhance the adaptive capacity of the agricultural sector to climate variability, and in particular to drought. This study confirms the relevance of and need to work within a transdisciplinary framework to effectively address the different social learning dimensions, particularly those concerning the adaptation to global change.

Strategic cost management: an activity‐based management approach

1998 ◽  
Vol 36 (7) ◽  
pp. 441-447 ◽  
Author(s):  
John M. Trussel ◽  
Larry N. Bitner
Keyword(s):  
Cost Management ◽  
Management Approach ◽  
Strategic Cost Management

scholarly journals Matrix Management Approach and a Survey Research in the Industry

2017 ◽  
Author(s):  
Ceren Gül Artuner ◽  
Erdoğan Taşkın
Keyword(s):  
Evaluation System ◽  
Planning Process ◽  
Academic Research ◽  
Management Style ◽  
Management Approach ◽  
Performance Evaluation System ◽  
Planning Software ◽  
The Matrix ◽  
Implementation Costs ◽  
Consistent Information

This academic research aims to determine the approach of the employees in different organizations to the matrix management style. Although the practice of matrix management style is quite difficult and its implementation costs are high, the main reasons of its adoption by the managers are discussed. In this research, the facts of establishing effective and reliable communication with all of the employees in an enterprise, working as efficient teams, the interrelation among the teams, solving problems as a team as well as receiving education for conflict resolution and ensuring cooperation among people while maintaining the values of the enterprises are investigated. In addition, the attitude of the managers in the performance of important tasks towards prioritizing knowledge and competence rather than authority and line relationships, the establishment of an integral and equitable performance evaluation system, the existence of a consistent information flow and a multidimensional accounting are inquired. Besides, by the integration of the conflict management process into the planning process, the use of the appropriate planning software, and clearly defining the tasks with all the details and responsibilities involved, the building-up of needed connections to do the work and at the same time, which add value to the work, are evaluated.

scholarly journals Management of Corporate Training and Decision-Making about Training

2021 ◽  
Vol 18 (2) ◽  
pp. 124-133
Author(s):  
Ya. Yu. Pavlov ◽  
I. K. Evseeva ◽  
I. L. Kazakova
Keyword(s):  
Decision Making ◽  
Literature Review ◽  
Theoretical Investigation ◽  
Web Of Science ◽  
Corporate Training ◽  
Academic Research ◽  
Training Model ◽  
International Database ◽  
Study Methods ◽  
Training Organization

The article studies corporate training in general as a line in research and a concrete issue about the degree of investigation of the issue of decision-making in this sphere of activity. The issue of decision-making is fundamental for management of corporate training, as training model depends on this mechanism. In previous studies this issue was touched upon only indirectly. To study this problem deeply it is necessary to understand the topical level of research on mentioned-above direction. The goal of the article is to study methods used in this sphere and current condition of this field of academic research. In order to attain the goals of the research descriptive literature review of sources from the international database Web of Science was carried out focusing on studying methodology and level of theoretical investigation. As a result the article identified several key trends in studying corporate training and revealed predominance of quantitative works even in conditions of insufficient theoretical investigation. Works being analyzed more often used concepts of training organization by K. Watkins and V. Marsic and the model of digital maturity by A. Back and S. Berhause.

scholarly journals HRM Practices to Generate Effective Organizational Performance: A Review of Literature

2021 ◽  
pp. 66-69
Author(s):  
Dr. Swati John ◽  
Ms. Deepika Hemnani
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Academic Research ◽  
Management Approach ◽  
Successful Implementation ◽  
Organization Performance ◽  
Review Of Literature ◽  
Hrm Practices ◽  
Hr Practices ◽  
Effective Performance

HRM practices have been evolving from past decades as they help in understanding how better the employees can be managed so that they can generate higher productivity and effective performance to the organization. This paper tries to identify the function of HRM practices on organization performance. There are varieties of HRM models which have been proposed to give effective results through these models effective HR practices are derived. Academic research shows that HR practices are capable to generate competitive advantage of the organization. But much of efforts are not yet been made from the end of organization. Organisation still feels doubtful to invest on their human resources. Also not much of evidence is available about the successful implementation of approaches of HRM. Partially implemented approaches are hard & soft HRM, knowledge management and others. As per currently changing environment knowledge management approach is considered to be most effective because information handling is most essential in current and future time. Findings suggest that effective HRM practice depends on the structure, system and skills of organization and that needs to be identified and studied effectively by the leaders of the organization. This can result in effective performance of organization through HR practices

A Framework for Corporate Strategies and Modes of Development in a Changing Environment

2015 ◽  
pp. 57-84
Keyword(s):  
Competitive Advantage ◽  
Corporate Strategy ◽  
Growth Strategy ◽  
Management Approach ◽  
Sustainable Competitive Advantage ◽  
Strategy Formulation ◽  
Corporate Strategies ◽  
Sustained Competitive Advantage ◽  
Growth Modes ◽  
Organic Growth

This chapter focuses mainly on corporate growth strategies and growth modes. The main question is how to create and develop a sustainable competitive advantage for the whole company. The traditional strategic management approach is to consider two different levels of analysis: business and corporate strategy. In fact, both of them represent today the basis for obtaining sustained competitive advantage in particular in dynamic and turbulent markets. A firm competing in domestic and international contexts is often faced with making a choice between three corporate strategies: diversification, specialization, and vertical integration. One of the fundamental problems facing the process of strategy formulation in a company is that the number of potential strategic options is unlimited and in some cases extremely complex. This chapter considers that there are mainly three viable alternatives to implement a growth strategy: internal development (often called “organic growth”), external growth, and cooperation (alliances).

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