標(biāo)題: Titlebook: Business Relationships for Competitive Advantage; Managing Alignment a Andrew Cox,Chris Lonsdale,Glyn Watson Book 2004 Palgrave Macmillan, [打印本頁(yè)] 作者: emanate 時(shí)間: 2025-3-21 16:05
書(shū)目名稱(chēng)Business Relationships for Competitive Advantage影響因子(影響力)
書(shū)目名稱(chēng)Business Relationships for Competitive Advantage影響因子(影響力)學(xué)科排名
書(shū)目名稱(chēng)Business Relationships for Competitive Advantage網(wǎng)絡(luò)公開(kāi)度
書(shū)目名稱(chēng)Business Relationships for Competitive Advantage網(wǎng)絡(luò)公開(kāi)度學(xué)科排名
書(shū)目名稱(chēng)Business Relationships for Competitive Advantage被引頻次
書(shū)目名稱(chēng)Business Relationships for Competitive Advantage被引頻次學(xué)科排名
書(shū)目名稱(chēng)Business Relationships for Competitive Advantage年度引用
書(shū)目名稱(chēng)Business Relationships for Competitive Advantage年度引用學(xué)科排名
書(shū)目名稱(chēng)Business Relationships for Competitive Advantage讀者反饋
書(shū)目名稱(chēng)Business Relationships for Competitive Advantage讀者反饋學(xué)科排名
作者: Ischemic-Stroke 時(shí)間: 2025-3-21 23:04 作者: Expostulate 時(shí)間: 2025-3-22 00:50
Book 2004perspectives of both the buyer and supplier. The authors argue that these approaches are one-dimensional and instead recommend a more holistic approach based on power, interaction and portfolio perspectives. The book provides evidence of how relationships can be aligned and misaligned in practice, u作者: 門(mén)閂 時(shí)間: 2025-3-22 06:21 作者: SENT 時(shí)間: 2025-3-22 11:57 作者: 旁觀者 時(shí)間: 2025-3-22 12:53
from the perspectives of both the buyer and supplier. The authors argue that these approaches are one-dimensional and instead recommend a more holistic approach based on power, interaction and portfolio perspectives. The book provides evidence of how relationships can be aligned and misaligned in p作者: 法律 時(shí)間: 2025-3-22 17:39 作者: TERRA 時(shí)間: 2025-3-23 00:50
Current Approaches to the Analysis of Business Relationshipshose purpose (at least theoretically if not always in practice) is to maximise the returns for their shareholders or owners. While this activity may sometimes involve individuals acting as buyers from, and suppliers to, business organisations the primary focus is on buying and selling relationships between organisations.作者: aesthetician 時(shí)間: 2025-3-23 01:44
http://image.papertrans.cn/b/image/192409.jpg作者: Congeal 時(shí)間: 2025-3-23 09:30 作者: 物種起源 時(shí)間: 2025-3-23 11:04 作者: 比賽用背帶 時(shí)間: 2025-3-23 16:25 作者: Pantry 時(shí)間: 2025-3-23 18:38
Marco Sala,Lucia Ceccherini Nellild manage all of their personal or their economic relationships. The book focuses instead on buying and selling relationships between organisations, whose purpose (at least theoretically if not always in practice) is to maximise the returns for their shareholders or owners. While this activity may s作者: 緯線 時(shí)間: 2025-3-24 02:14 作者: NOMAD 時(shí)間: 2025-3-24 05:43 作者: kyphoplasty 時(shí)間: 2025-3-24 08:32 作者: Abduct 時(shí)間: 2025-3-24 12:48
https://doi.org/10.1007/978-3-540-45310-9r and supplier relationship was commercially and operationally inappropriate, and how the buyer and/or supplier were able to make relationship-specific adaptations to create a more effective alignment given the power circumstances prevailing.作者: Armada 時(shí)間: 2025-3-24 16:35 作者: SPER 時(shí)間: 2025-3-24 21:53 作者: GLUE 時(shí)間: 2025-3-25 00:29
https://doi.org/10.1007/978-3-540-45310-9In this chapter six cases are presented of aligned buyer and supplier relationship management. Each case is drawn from the six ideal-types discussed in Chapter 4 and demonstrates how the buyer and supplier relationship was commercially and operationally appropriate, even though tensions still existed in the relationship.作者: 為敵 時(shí)間: 2025-3-25 07:12
Higher Level Variables and Their Validation,In this chapter six cases are presented of dysfunctional misalignment in buyer and supplier relationship management. Each case demonstrates how the buyer and supplier relationship was commercially and operationally inappropriate, and why the buyer and/or supplier needed to find alternative partners in order to achieve their commercial goals.作者: Gudgeon 時(shí)間: 2025-3-25 07:57 作者: 附錄 時(shí)間: 2025-3-25 12:50
A Framework for the Alignment of Buyer and Supplier RelationshipsIn this chapter a framework is provided to allow managers to understand how to align business relationships between buyers and suppliers under different power circumstances. The chapter is divided in two sections:作者: BUOY 時(shí)間: 2025-3-25 17:47
Cases in Aligned Buyer and Supplier Relationship ManagementIn this chapter six cases are presented of aligned buyer and supplier relationship management. Each case is drawn from the six ideal-types discussed in Chapter 4 and demonstrates how the buyer and supplier relationship was commercially and operationally appropriate, even though tensions still existed in the relationship.作者: allergen 時(shí)間: 2025-3-25 21:02
Cases in Dysfunctional Buyer and Supplier Relationship ManagementIn this chapter six cases are presented of dysfunctional misalignment in buyer and supplier relationship management. Each case demonstrates how the buyer and supplier relationship was commercially and operationally inappropriate, and why the buyer and/or supplier needed to find alternative partners in order to achieve their commercial goals.作者: OCTO 時(shí)間: 2025-3-26 02:04
Current Approaches to the Analysis of Business Relationshipsld manage all of their personal or their economic relationships. The book focuses instead on buying and selling relationships between organisations, whose purpose (at least theoretically if not always in practice) is to maximise the returns for their shareholders or owners. While this activity may s作者: 輕信 時(shí)間: 2025-3-26 06:01 作者: Impugn 時(shí)間: 2025-3-26 09:58
Cases in Misaligned and Sub-Optimal Buyer and Supplier Relationship Managementr and supplier relationship was commercially and operationally inappropriate, and how the buyer and/or supplier were able to make relationship-specific adaptations to create a more effective alignment given the power circumstances prevailing.作者: CHECK 時(shí)間: 2025-3-26 13:57
A Way Forward for Managersto deliver what was expected. The problem for mangers who engage in buyer—supplier exchange relationships is that there are many variables that must be in place before a relationship can be successfully aligned. Indeed, the discussion in previous chapters has emphasised that misalignment of business作者: 圣人 時(shí)間: 2025-3-26 20:46
https://doi.org/10.1007/978-3-540-45310-9nt is to occur in any relationship. Following that, we provide a simple decision-tree checklist for managers to use when they try to align relationships whether acting as buyers or suppliers. In the final section of the chapter we discuss the problem of opportunism in relationship management and ind作者: 偏見(jiàn) 時(shí)間: 2025-3-27 00:45 作者: Irrepressible 時(shí)間: 2025-3-27 02:21
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