TY  - BOOK
AU  - Presutti,William D.
AU  - Mawhinney,John
TI  - Understanding the dynamics of the value chain
T2  - Supply and operations management collection,
SN  - 9781606494516 (electronic bk.)
AV  - HD41 .P748 2013
U1  - 658.4012 23
PY  - 2013///
CY  - [New York, N.Y.] (222 East 46th Street, New York, NY 10017)
PB  - Business Expert Press
KW  - Competition
KW  - Value added
KW  - traditional value chain
KW  - contemporary value chain
KW  - dimensions of competitiveness
KW  - value chain management and profitability
KW  - required skills and abilities
KW  - reverse value chain
KW  - rethinking compensation practices
KW  - Electronic books
N1  - Part of: 2013 digital library; Includes bibliographical references (p. 121-124) and index; List of illustrations -- Acknowledgments -- Introduction -- The value chain revisited -- The value chain's impact on competitiveness and profitability -- Boundarylessness and the value chain -- Enablers of effective value chain management -- Organization-wide variable pay: the missing link in managing the value chain -- Corporate social responsibility and the value chain -- References -- Index; Access restricted to authorized users and institutions; Also available in print; Electronic reproduction. Ann Arbor, MI : ProQuest, 2015. Available via World Wide Web. Access may be limited to ProQuest affiliated libraries
N2  - The 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
UR  - https://ebookcentral.proquest.com/lib/aitie/detail.action?docID=1048432
ER  -