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<link>http://www.inderscience.com/browse/index.php?journalID=291&amp;year=2012&amp;vol=5&amp;issue=1/2</link>
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<title>International Journal of Business Excellence</title>
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<link>http://www.inderscience.com/browse/index.php?journalID=291&amp;year=2012&amp;vol=5&amp;issue=1/2</link>
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<title>Private&#45;public partnerships&#58; corporate responsibility strategy in food retail</title>
<link>http://www.inderscience.com/link.php?id=44570</link>
<description>Private public partnerships &#40;PPP&#41; have been pointed out as institutional conditions that may promote corporate responsibility &#40;CR&#41;. Yet, like other relationships, PPP is assumed to rarely succeed by coincidence. A context bound comparative case analysis provides an illustration of how major food retail actors, ICA, KF&#45;Coop and Axfood &#40;accounting for 87&#37; of the Swedish market&#41; view the conditions for the development of a fruitful PPP as part of a CR strategy. Personal interviews with top management representatives based on thematic questions in retail corporations as well as NGOs serve as primary empirics. The logic behind partnerships is simple, but in reality, the cases show that conditions for PPP are associated with many challenges and strategic decisions. A conscientious selection of partners, shared objectives for the partnership and a perceived win&#45;win situation are desired conditions. A wish for exclusivity from the corporate partners on the other hand proves counterproductive for the NGOs.</description>
<content:encoded><![CDATA[<p><a href="http://www.inderscience.com/link.php?id=44570"><b>Private&#45;public partnerships&#58; corporate responsibility strategy in food retail</b></A><br />Julia Patrizia Rotter; Nurg&#252;l &#214;zbek; Cecilia Mark&#45;Herbert<br /><i>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 5 - 20</i><br />Private public partnerships &#40;PPP&#41; have been pointed out as institutional conditions that may promote corporate responsibility &#40;CR&#41;. Yet, like other relationships, PPP is assumed to rarely succeed by coincidence. A context bound comparative case analysis provides an illustration of how major food retail actors, ICA, KF&#45;Coop and Axfood &#40;accounting for 87&#37; of the Swedish market&#41; view the conditions for the development of a fruitful PPP as part of a CR strategy. Personal interviews with top management representatives based on thematic questions in retail corporations as well as NGOs serve as primary empirics. The logic behind partnerships is simple, but in reality, the cases show that conditions for PPP are associated with many challenges and strategic decisions. A conscientious selection of partners, shared objectives for the partnership and a perceived win&#45;win situation are desired conditions. A wish for exclusivity from the corporate partners on the other hand proves counterproductive for the NGOs.</p>]]></content:encoded>
<dc:identifier>10.1504/IJBEX.2012.044570</dc:identifier>
<dc:source>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 5 - 20</dc:source>
<dc:creator>Julia Patrizia Rotter; Nurg&#252;l &#214;zbek; Cecilia Mark&#45;Herbert</dc:creator>
<dc:contributor>Department of Economics, Swedish University of Agricultural Sciences, SLU Box 7013, Johan Brauners v 3, 750 07 Uppsala, Sweden. &#39; Department of Marketing and Strategy, Stockholm School of Economics, HHS Box 6501, Holl&#228;ndargatan 32, 113 83 Stockholm, Sweden. &#39; Department of Economics, Swedish University of Agricultural Sciences, SLU Box 7013, Johan Brauners v 3, 750 07 Uppsala, Sweden</dc:contributor>
<dc:subject>corporate social responsibility</dc:subject>
<dc:subject>CSR</dc:subject>
<dc:subject>public&#45;private partnerships</dc:subject>
<dc:subject>PPPs</dc:subject>
<dc:subject>institutional conditions</dc:subject>
<dc:subject>food retailing</dc:subject>
<dc:subject>retail markets</dc:subject>
<dc:subject>Sweden</dc:subject>
<dc:subject>ICA AB</dc:subject>
<dc:subject>Kooperativa F&#246;rbundet</dc:subject>
<dc:subject>KF&#45;Co&#45;op</dc:subject>
<dc:subject>Swedish Co&#45;operative Union</dc:subject>
<dc:subject>Axfood</dc:subject>
<dc:subject>top management</dc:subject>
<dc:subject>retail corporations</dc:subject>
<dc:subject>NGOs</dc:subject>
<dc:subject>non&#45;governmental organisations</dc:subject>
<dc:subject>strategic decisions</dc:subject>
<dc:subject>partners</dc:subject>
<dc:subject>shared objectives</dc:subject>
<dc:subject>partner selection</dc:subject>
<dc:subject>win&#45;win situations</dc:subject>
<dc:subject>exclusivity</dc:subject>
<dc:subject>corporate partners</dc:subject>
<dc:subject>sustained competitive advantage</dc:subject>
<dc:subject>global markets</dc:subject>
<dc:subject>business excellence.</dc:subject>
<dc:date>2011-12-31T23:20:50-05:00</dc:date>
<prism:volume>5</prism:volume>
<prism:number>1/2</prism:number>
<prism:startingPage>5</prism:startingPage>
<prism:endingPage>20</prism:endingPage>
<prism:publicationDate>2011-12-31T23:20:50-05:00</prism:publicationDate>
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<item rdf:about="http://dx.doi.org/10.1504/IJBEX.2012.044571">
<title>Manufacturing platform of strategic innovation in global semiconductor industry</title>
<link>http://www.inderscience.com/link.php?id=44571</link>
<description>While integrated circuit &#40;IC&#41; companies in most countries are vertically integrated, Taiwan is an exception to that rule. An alternative business model for IC manufacturing was created out of and initiated by Taiwan&#39;s innovative foundry service strategy. A new IC ecosystem is clustered with platform leaders as well as constituent specialisation firms. Functioning as a whole and complementarily to one another, the separate but networked entities focus on their core business to create their own unique values. In the ecosystem, global IC design firms then emerge uniquely positioned. This platform also helps to explain the remarkable performance of small&#45;medium enterprises &#40;SMEs&#41; in Taiwan&#39;s IC design segment.</description>
<content:encoded><![CDATA[<p><a href="http://www.inderscience.com/link.php?id=44571"><b>Manufacturing platform of strategic innovation in global semiconductor industry</b></A><br />Yu&#45;Ling Lin; Po&#45;Yung Chu<br /><i>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 21 - 34</i><br />While integrated circuit &#40;IC&#41; companies in most countries are vertically integrated, Taiwan is an exception to that rule. An alternative business model for IC manufacturing was created out of and initiated by Taiwan&#39;s innovative foundry service strategy. A new IC ecosystem is clustered with platform leaders as well as constituent specialisation firms. Functioning as a whole and complementarily to one another, the separate but networked entities focus on their core business to create their own unique values. In the ecosystem, global IC design firms then emerge uniquely positioned. This platform also helps to explain the remarkable performance of small&#45;medium enterprises &#40;SMEs&#41; in Taiwan&#39;s IC design segment.</p>]]></content:encoded>
<dc:identifier>10.1504/IJBEX.2012.044571</dc:identifier>
<dc:source>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 21 - 34</dc:source>
<dc:creator>Yu&#45;Ling Lin; Po&#45;Yung Chu</dc:creator>
<dc:contributor>Department of Business Administration, National Chin&#45;Yi University of Technology, No. 35, Lane 215, Sec.1, Chung&#45;Shan Road, Taiping, Taichung 411, Taiwan. &#39; Department of Management Science, National Chiao Tung University, 1001 Ta Hsueh Road, Hsinchu City 300, Taiwan</dc:contributor>
<dc:subject>manufacturing platforms</dc:subject>
<dc:subject>strategic innovation</dc:subject>
<dc:subject>semiconductor industry</dc:subject>
<dc:subject>integrated circuits</dc:subject>
<dc:subject>Taiwan</dc:subject>
<dc:subject>vertical integration</dc:subject>
<dc:subject>alternative business models</dc:subject>
<dc:subject>innovative strategies</dc:subject>
<dc:subject>foundry service strategies</dc:subject>
<dc:subject>ecosystems</dc:subject>
<dc:subject>platform leaders</dc:subject>
<dc:subject>specialisation firms</dc:subject>
<dc:subject>separate entities</dc:subject>
<dc:subject>networked entities</dc:subject>
<dc:subject>core businesses</dc:subject>
<dc:subject>unique values</dc:subject>
<dc:subject>design firms</dc:subject>
<dc:subject>small and medium&#45;sized enterprises</dc:subject>
<dc:subject>SMEs</dc:subject>
<dc:subject>sustained competitive advantage</dc:subject>
<dc:subject>global markets</dc:subject>
<dc:subject>business excellence.</dc:subject>
<dc:date>2011-12-31T23:20:50-05:00</dc:date>
<prism:volume>5</prism:volume>
<prism:number>1/2</prism:number>
<prism:startingPage>21</prism:startingPage>
<prism:endingPage>34</prism:endingPage>
<prism:publicationDate>2011-12-31T23:20:50-05:00</prism:publicationDate>
</item>
<item rdf:about="http://dx.doi.org/10.1504/IJBEX.2012.044572">
<title>Essentials of D&#45;phase to secure the competitive advantage through Six Sigma</title>
<link>http://www.inderscience.com/link.php?id=44572</link>
<description>Present work is a conceptual paper that takes an in&#45;depth look at the origins, advantages and disadvantages of Six Sigma and describes how it relates to some of the other quality initiatives in industry. DMAIC strategy of Six Sigma is briefly explained and realised the significance of define &#40;D&#41;&#45;phase, specifically. Various prospects have been formulated to understand the reason of failure of Six Sigma particularly in SMEs and found that &#39;malfunctioning of define step&#39; is one of the major reason among them. It highlights the framework for define phase and suggested a more applicable form of bifurcation as far as define tools and techniques are concerned. A road map for short listing the relevant define tools have been carpeted especially for academicians, industrialists and professional statisticians. A case study in a medium scale non&#45;ferrous foundry has been conducted which has witnessed the effectiveness of suggested concept. The whole manuscript revolves around the initial step of DMAIC methodology of Six Sigma and uncovers various threats and hazards of skipping this phase. The simulated framework emphasises the D&#45;phase only and falls short to discuss other four phases of the methodology and further generates a scope for future research.</description>
<content:encoded><![CDATA[<p><a href="http://www.inderscience.com/link.php?id=44572"><b>Essentials of D&#45;phase to secure the competitive advantage through Six Sigma</b></A><br />Bikram Jit Singh; Dinesh Khanduja<br /><i>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 35 - 51</i><br />Present work is a conceptual paper that takes an in&#45;depth look at the origins, advantages and disadvantages of Six Sigma and describes how it relates to some of the other quality initiatives in industry. DMAIC strategy of Six Sigma is briefly explained and realised the significance of define &#40;D&#41;&#45;phase, specifically. Various prospects have been formulated to understand the reason of failure of Six Sigma particularly in SMEs and found that &#39;malfunctioning of define step&#39; is one of the major reason among them. It highlights the framework for define phase and suggested a more applicable form of bifurcation as far as define tools and techniques are concerned. A road map for short listing the relevant define tools have been carpeted especially for academicians, industrialists and professional statisticians. A case study in a medium scale non&#45;ferrous foundry has been conducted which has witnessed the effectiveness of suggested concept. The whole manuscript revolves around the initial step of DMAIC methodology of Six Sigma and uncovers various threats and hazards of skipping this phase. The simulated framework emphasises the D&#45;phase only and falls short to discuss other four phases of the methodology and further generates a scope for future research.</p>]]></content:encoded>
<dc:identifier>10.1504/IJBEX.2012.044572</dc:identifier>
<dc:source>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 35 - 51</dc:source>
<dc:creator>Bikram Jit Singh; Dinesh Khanduja</dc:creator>
<dc:contributor>Mechanical Engineering Department, National Institute of Technology, Kurukshetra&#45;136119, Haryana, India. &#39; Mechanical Engineering Department, National Institute of Technology, Kurukshetra&#45;136119, Haryana, India</dc:contributor>
<dc:subject>DMAIC</dc:subject>
<dc:subject>define measure analyse improve control</dc:subject>
<dc:subject>define phase</dc:subject>
<dc:subject>D&#45;phase</dc:subject>
<dc:subject>CTQ</dc:subject>
<dc:subject>critical to quality</dc:subject>
<dc:subject>SIPOC</dc:subject>
<dc:subject>suppliers inputs process outputs customers</dc:subject>
<dc:subject>Six Sigma</dc:subject>
<dc:subject>Vilfredo Pareto</dc:subject>
<dc:subject>statistical analysis</dc:subject>
<dc:subject>Henry Gantt</dc:subject>
<dc:subject>bar charts</dc:subject>
<dc:subject>project schedules</dc:subject>
<dc:subject>project charters</dc:subject>
<dc:subject>casting defects</dc:subject>
<dc:subject>Cpk</dc:subject>
<dc:subject>process capability</dc:subject>
<dc:subject>quality initiatives</dc:subject>
<dc:subject>small and medium&#45;sized enterprises</dc:subject>
<dc:subject>SMEs</dc:subject>
<dc:subject>malfunctioning steps</dc:subject>
<dc:subject>define step</dc:subject>
<dc:subject>malfunctions</dc:subject>
<dc:subject>bifurcation</dc:subject>
<dc:subject>road maps</dc:subject>
<dc:subject>define tools</dc:subject>
<dc:subject>academicians</dc:subject>
<dc:subject>academics</dc:subject>
<dc:subject>industrialists</dc:subject>
<dc:subject>professional statisticians</dc:subject>
<dc:subject>non&#45;ferrous foundries</dc:subject>
<dc:subject>Federal&#45;Mogul</dc:subject>
<dc:subject>India</dc:subject>
<dc:subject>COPQ</dc:subject>
<dc:subject>cost of poor quality</dc:subject>
<dc:subject>sustained competitive advantage</dc:subject>
<dc:subject>global markets</dc:subject>
<dc:subject>business excellence.</dc:subject>
<dc:date>2011-12-31T23:20:50-05:00</dc:date>
<prism:volume>5</prism:volume>
<prism:number>1/2</prism:number>
<prism:startingPage>35</prism:startingPage>
<prism:endingPage>51</prism:endingPage>
<prism:publicationDate>2011-12-31T23:20:50-05:00</prism:publicationDate>
</item>
<item rdf:about="http://dx.doi.org/10.1504/IJBEX.2012.044573">
<title>The relationship between web quality and user satisfaction&#58; the moderating effects of security and content</title>
<link>http://www.inderscience.com/link.php?id=44573</link>
<description>The growing popularity of online shopping has drawn an increasing amount of attention from organisations to maintain quality of their websites and attract customers. The principal objective of this study was to test the conceptual model of various components of website quality and customer satisfaction. The study investigates the moderating effects of security and content of websites in relation to the effects of components of website quality on customer satisfaction. We collected data consisting of a total of 448 responses from individuals &#40;255 from USA, and 193 from India&#41; who are habituated to visit websites and engage in online shopping. We used structural equation modelling to test the measurement model and employed hierarchical moderated regression to analyse the collected data. Our findings demonstrated that&#58; 1&#41; various components of website quality viz., ease of use, reliability, and interaction are important to enhance customer satisfaction; 2&#41; security and content have moderating effect on these direct relationships. On the basis of our results, the companies must stress the content and security features to enhance customer satisfaction. Implications for research and practice are discussed.</description>
<content:encoded><![CDATA[<p><a href="http://www.inderscience.com/link.php?id=44573"><b>The relationship between web quality and user satisfaction&#58; the moderating effects of security and content</b></A><br />Vivek S. Natarajan; Satyanarayana Parayitam; Tejinder Sharma<br /><i>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 52 - 76</i><br />The growing popularity of online shopping has drawn an increasing amount of attention from organisations to maintain quality of their websites and attract customers. The principal objective of this study was to test the conceptual model of various components of website quality and customer satisfaction. The study investigates the moderating effects of security and content of websites in relation to the effects of components of website quality on customer satisfaction. We collected data consisting of a total of 448 responses from individuals &#40;255 from USA, and 193 from India&#41; who are habituated to visit websites and engage in online shopping. We used structural equation modelling to test the measurement model and employed hierarchical moderated regression to analyse the collected data. Our findings demonstrated that&#58; 1&#41; various components of website quality viz., ease of use, reliability, and interaction are important to enhance customer satisfaction; 2&#41; security and content have moderating effect on these direct relationships. On the basis of our results, the companies must stress the content and security features to enhance customer satisfaction. Implications for research and practice are discussed.</p>]]></content:encoded>
<dc:identifier>10.1504/IJBEX.2012.044573</dc:identifier>
<dc:source>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 52 - 76</dc:source>
<dc:creator>Vivek S. Natarajan; Satyanarayana Parayitam; Tejinder Sharma</dc:creator>
<dc:contributor>Department of Management and Marketing, Lamar University, 4400 MLK Blvd. Box # 10025, Beaumont, TX 77710, USA. &#39; Department of Management and Marketing, Charlton College of Business, University of Massachusetts Dartmouth, 285 Old Westport Road, North Dartmouth, MA 02747, USA. &#39; Department of Commerce, Kurukshetra University, Kurukshetra 136119, Haryana, India</dc:contributor>
<dc:subject>website quality</dc:subject>
<dc:subject>user satisfaction</dc:subject>
<dc:subject>customer satisfaction</dc:subject>
<dc:subject>online shopping</dc:subject>
<dc:subject>internet</dc:subject>
<dc:subject>world wide web</dc:subject>
<dc:subject>virtual shopping</dc:subject>
<dc:subject>websites</dc:subject>
<dc:subject>moderating effects</dc:subject>
<dc:subject>web content</dc:subject>
<dc:subject>USA</dc:subject>
<dc:subject>India</dc:subject>
<dc:subject>United States</dc:subject>
<dc:subject>structural equation modelling</dc:subject>
<dc:subject>hierarchical moderated regression</dc:subject>
<dc:subject>ease of use</dc:subject>
<dc:subject>reliability</dc:subject>
<dc:subject>interaction</dc:subject>
<dc:subject>direct relationships</dc:subject>
<dc:subject>security features</dc:subject>
<dc:subject>sustained competitive advantage</dc:subject>
<dc:subject>global markets</dc:subject>
<dc:subject>business excellence.</dc:subject>
<dc:date>2011-12-31T23:20:50-05:00</dc:date>
<prism:volume>5</prism:volume>
<prism:number>1/2</prism:number>
<prism:startingPage>52</prism:startingPage>
<prism:endingPage>76</prism:endingPage>
<prism:publicationDate>2011-12-31T23:20:50-05:00</prism:publicationDate>
</item>
<item rdf:about="http://dx.doi.org/10.1504/IJBEX.2012.044574">
<title>Determinants of banks&#39; total factor productivity&#58; the post&#45;Asian financial crisis experience of the Philippines</title>
<link>http://www.inderscience.com/link.php?id=44574</link>
<description>The present paper employs the Malmquist Productivity Index &#40;MPI&#41; method to examine the sources of total factor productivity change of the Philippines banking sector during the period of 1998 to 2008. The empirical findings suggest that the Philippines banking sector has exhibited productivity regress due to technological regress. The results indicate that both the domestic and foreign banks have exhibited productivity regress due to technological regress rather than efficiency decline. We find that the more diversified Philippines banks tend to be less productive in their intermediation function. On the other hand, the relatively more productive Philippines banks are also the ones which are relatively more profitable. The results seem to suggest that the different structures of bank ownership have no significant impact on bank productivity.</description>
<content:encoded><![CDATA[<p><a href="http://www.inderscience.com/link.php?id=44574"><b>Determinants of banks&#39; total factor productivity&#58; the post&#45;Asian financial crisis experience of the Philippines</b></A><br />Fadzlan Sufian<br /><i>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 77 - 100</i><br />The present paper employs the Malmquist Productivity Index &#40;MPI&#41; method to examine the sources of total factor productivity change of the Philippines banking sector during the period of 1998 to 2008. The empirical findings suggest that the Philippines banking sector has exhibited productivity regress due to technological regress. The results indicate that both the domestic and foreign banks have exhibited productivity regress due to technological regress rather than efficiency decline. We find that the more diversified Philippines banks tend to be less productive in their intermediation function. On the other hand, the relatively more productive Philippines banks are also the ones which are relatively more profitable. The results seem to suggest that the different structures of bank ownership have no significant impact on bank productivity.</p>]]></content:encoded>
<dc:identifier>10.1504/IJBEX.2012.044574</dc:identifier>
<dc:source>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 77 - 100</dc:source>
<dc:creator>Fadzlan Sufian</dc:creator>
<dc:contributor>Khazanah Research and Investment Strategy, Khazanah Nasional Berhad, Level 35, Tower 2, Petronas Twin Towers Kuala Lumpur City Centre, 50088 Kuala Lumpur, Malaysia; Department of Economics, Faculty of Economics and Management, Universiti Putra Malaysia, 43400, SERDANG, Selangor Darul Ehsan, Malaysia</dc:contributor>
<dc:subject>banking</dc:subject>
<dc:subject>total factor productivity</dc:subject>
<dc:subject>Sten Malmquist</dc:subject>
<dc:subject>productivity index</dc:subject>
<dc:subject>panel regression analysis</dc:subject>
<dc:subject>Philippines</dc:subject>
<dc:subject>financial crises</dc:subject>
<dc:subject>Asia</dc:subject>
<dc:subject>productivity regress</dc:subject>
<dc:subject>technological regress</dc:subject>
<dc:subject>domestic banks</dc:subject>
<dc:subject>foreign banks</dc:subject>
<dc:subject>efficiency decline</dc:subject>
<dc:subject>diversified banks</dc:subject>
<dc:subject>diversification</dc:subject>
<dc:subject>intermediation functions</dc:subject>
<dc:subject>profitability</dc:subject>
<dc:subject>bank ownership</dc:subject>
<dc:subject>ownership structures</dc:subject>
<dc:subject>sustained competitive advantage</dc:subject>
<dc:subject>global markets</dc:subject>
<dc:subject>business excellence.</dc:subject>
<dc:date>2011-12-31T23:20:50-05:00</dc:date>
<prism:volume>5</prism:volume>
<prism:number>1/2</prism:number>
<prism:startingPage>77</prism:startingPage>
<prism:endingPage>100</prism:endingPage>
<prism:publicationDate>2011-12-31T23:20:50-05:00</prism:publicationDate>
</item>
<item rdf:about="http://dx.doi.org/10.1504/IJBEX.2012.044575">
<title>Implications of an internet startup entering in a market with low level of technological adoption&#58; case study</title>
<link>http://www.inderscience.com/link.php?id=44575</link>
<description>Recent writers on innovation diffusion and adoption describe why some technologies are successful while others fail. The successful technologies have been unique, exclusive and compatible with the values of the users. Users also seem to find these technologies beneficial. Furthermore, the key to successful adoption has also been the development of &#39;rational relationships&#39; between the technology introducers and users of these technologies. We explore the prerequisites for successful technology diffusion and its subsequent adoption in Chile. The case shows how an internet startup faced a market that was not ready to adopt its service, from a technological perspective, and the challenges this created for its market entry strategy.</description>
<content:encoded><![CDATA[<p><a href="http://www.inderscience.com/link.php?id=44575"><b>Implications of an internet startup entering in a market with low level of technological adoption&#58; case study</b></A><br />Harsha Desai; Kiran Desai; Moreno S. Francisco<br /><i>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 101 - 115</i><br />Recent writers on innovation diffusion and adoption describe why some technologies are successful while others fail. The successful technologies have been unique, exclusive and compatible with the values of the users. Users also seem to find these technologies beneficial. Furthermore, the key to successful adoption has also been the development of &#39;rational relationships&#39; between the technology introducers and users of these technologies. We explore the prerequisites for successful technology diffusion and its subsequent adoption in Chile. The case shows how an internet startup faced a market that was not ready to adopt its service, from a technological perspective, and the challenges this created for its market entry strategy.</p>]]></content:encoded>
<dc:identifier>10.1504/IJBEX.2012.044575</dc:identifier>
<dc:source>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 101 - 115</dc:source>
<dc:creator>Harsha Desai; Kiran Desai; Moreno S. Francisco</dc:creator>
<dc:contributor>The Sellinger School, Loyola University Maryland, 4500 N. Charles Street, Baltimore, Maryland 21210, USA. &#39; Department of Management and Marketing, School of Business, McNeese State University, Lake Charles, Louisiana 70609, USA. &#39; Burgos 268, Suite 1, Las Condes, Santiago, Chile</dc:contributor>
<dc:subject>technology diffusion</dc:subject>
<dc:subject>technology adoption</dc:subject>
<dc:subject>B2B</dc:subject>
<dc:subject>business&#45;to&#45;business</dc:subject>
<dc:subject>Chile</dc:subject>
<dc:subject>internet</dc:subject>
<dc:subject>world wide web</dc:subject>
<dc:subject>business start&#45;ups</dc:subject>
<dc:subject>market entry</dc:subject>
<dc:subject>user values</dc:subject>
<dc:subject>rational relationships</dc:subject>
<dc:subject>technology introducers</dc:subject>
<dc:subject>technology users</dc:subject>
<dc:subject>technological perspectives</dc:subject>
<dc:subject>ChileDepot</dc:subject>
<dc:subject>sustained competitive advantage</dc:subject>
<dc:subject>global markets</dc:subject>
<dc:subject>business excellence.</dc:subject>
<dc:date>2011-12-31T23:20:50-05:00</dc:date>
<prism:volume>5</prism:volume>
<prism:number>1/2</prism:number>
<prism:startingPage>101</prism:startingPage>
<prism:endingPage>115</prism:endingPage>
<prism:publicationDate>2011-12-31T23:20:50-05:00</prism:publicationDate>
</item>
<item rdf:about="http://dx.doi.org/10.1504/IJBEX.2012.044576">
<title>Corporate social responsibility&#58; are firms in Nigeria actually giving back or giving away&#63;</title>
<link>http://www.inderscience.com/link.php?id=44576</link>
<description>Firms that are less rational in their socially responsible actions might just be giving away rather than actually given back because they are unable to prioritise their socially responsible efforts. The extent to which firms in Nigeria apply rational decision techniques for prioritising their socially responsible actions is unknown. Therefore, this study analysed three primary stakeholder groups to which firms concentrate their social responsibility efforts using analytic hierarchical process &#40;AHP&#41;. Cross&#45;sectional design, quota, simple random, and convenient sampling techniques were employed to obtain responses from 225 corporate affairs officers in various quoted companies. Responses were placed on a 3 </description>
<content:encoded><![CDATA[<p><a href="http://www.inderscience.com/link.php?id=44576"><b>Corporate social responsibility&#58; are firms in Nigeria actually giving back or giving away&#63;</b></A><br />Olaolu J. Oluwafemi; Emmanuel Olateju Oyatoye<br /><i>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 116 - 129</i><br />Firms that are less rational in their socially responsible actions might just be giving away rather than actually given back because they are unable to prioritise their socially responsible efforts. The extent to which firms in Nigeria apply rational decision techniques for prioritising their socially responsible actions is unknown. Therefore, this study analysed three primary stakeholder groups to which firms concentrate their social responsibility efforts using analytic hierarchical process &#40;AHP&#41;. Cross&#45;sectional design, quota, simple random, and convenient sampling techniques were employed to obtain responses from 225 corporate affairs officers in various quoted companies. Responses were placed on a 3 </p>]]></content:encoded>
<dc:identifier>10.1504/IJBEX.2012.044576</dc:identifier>
<dc:source>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 116 - 129</dc:source>
<dc:creator>Olaolu J. Oluwafemi; Emmanuel Olateju Oyatoye</dc:creator>
<dc:contributor>Business Administration Department, University of Lagos, Akoka, Lagos, Nigeria. &#39; Business Administration Department, University of Lagos, Akoka, Lagos, Nigeria</dc:contributor>
<dc:subject>corporate social responsibility</dc:subject>
<dc:subject>CSR</dc:subject>
<dc:subject>stakeholder salience</dc:subject>
<dc:subject>analytical hierarchy process</dc:subject>
<dc:subject>AHP</dc:subject>
<dc:subject>Lagos</dc:subject>
<dc:subject>Nigeria</dc:subject>
<dc:subject>socially responsible actions</dc:subject>
<dc:subject>prioritisation</dc:subject>
<dc:subject>rational decision techniques</dc:subject>
<dc:subject>primary stakeholders</dc:subject>
<dc:subject>stakeholder groups</dc:subject>
<dc:subject>cross&#45;sectional design</dc:subject>
<dc:subject>quota sampling techniques</dc:subject>
<dc:subject>simple random sampling techniques</dc:subject>
<dc:subject>convenient sampling techniques</dc:subject>
<dc:subject>corporate affairs officers</dc:subject>
<dc:subject>quoted companies</dc:subject>
<dc:subject>socio&#45;cultural stakeholders</dc:subject>
<dc:subject>economic stakeholders</dc:subject>
<dc:subject>political constituents</dc:subject>
<dc:subject>legitimacy</dc:subject>
<dc:subject>power</dc:subject>
<dc:subject>urgency</dc:subject>
<dc:subject>sustained competitive advantage</dc:subject>
<dc:subject>global markets</dc:subject>
<dc:subject>business excellence.</dc:subject>
<dc:date>2011-12-31T23:20:50-05:00</dc:date>
<prism:volume>5</prism:volume>
<prism:number>1/2</prism:number>
<prism:startingPage>116</prism:startingPage>
<prism:endingPage>129</prism:endingPage>
<prism:publicationDate>2011-12-31T23:20:50-05:00</prism:publicationDate>
</item>
<item rdf:about="http://dx.doi.org/10.1504/IJBEX.2012.044577">
<title>Organic growth  a taxonomic perspective</title>
<link>http://www.inderscience.com/link.php?id=44577</link>
<description>As the opportunities for mergers and acquisitions are finite, the principal way that a firm can expand is through organic growth. This paper has a comprehensive discussion on the subject of organic growth by taking a taxonomic approach. It first classifies the different routes to growth, followed by a categorisation of the various factors that could inhibit it. The paper concludes with a brief discussion of the importance of the interaction of historical antecedents and the ability to exploit existing opportunities.</description>
<content:encoded><![CDATA[<p><a href="http://www.inderscience.com/link.php?id=44577"><b>Organic growth  a taxonomic perspective</b></A><br />Kabir C. Sen; Vivek S. Natarajan<br /><i>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 130 - 139</i><br />As the opportunities for mergers and acquisitions are finite, the principal way that a firm can expand is through organic growth. This paper has a comprehensive discussion on the subject of organic growth by taking a taxonomic approach. It first classifies the different routes to growth, followed by a categorisation of the various factors that could inhibit it. The paper concludes with a brief discussion of the importance of the interaction of historical antecedents and the ability to exploit existing opportunities.</p>]]></content:encoded>
<dc:identifier>10.1504/IJBEX.2012.044577</dc:identifier>
<dc:source>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 130 - 139</dc:source>
<dc:creator>Kabir C. Sen; Vivek S. Natarajan</dc:creator>
<dc:contributor>Department of Management and Marketing, Lamar University, 211 Red Bird Lane, Box #10025, Beaumont, TX 77710, USA. &#39; Department of Management and Marketing, Lamar University, 211 Red Bird Lane, Box #10025, Beaumont, TX 77710, USA</dc:contributor>
<dc:subject>organic growth</dc:subject>
<dc:subject>innovation</dc:subject>
<dc:subject>market appropriation</dc:subject>
<dc:subject>taxonomy</dc:subject>
<dc:subject>taxonomic perspectives</dc:subject>
<dc:subject>mergers</dc:subject>
<dc:subject>company expansion</dc:subject>
<dc:subject>acquisitions</dc:subject>
<dc:subject>historical antecedents</dc:subject>
<dc:subject>existing opportunities</dc:subject>
<dc:subject>sustained competitive advantage</dc:subject>
<dc:subject>global markets</dc:subject>
<dc:subject>business excellence.</dc:subject>
<dc:date>2011-12-31T23:20:50-05:00</dc:date>
<prism:volume>5</prism:volume>
<prism:number>1/2</prism:number>
<prism:startingPage>130</prism:startingPage>
<prism:endingPage>139</prism:endingPage>
<prism:publicationDate>2011-12-31T23:20:50-05:00</prism:publicationDate>
</item>
<item rdf:about="http://dx.doi.org/10.1504/IJBEX.2012.044578">
<title>A simulation&#45;based study for managing hospital emergency department&#39;s capacity in extreme events</title>
<link>http://www.inderscience.com/link.php?id=44578</link>
<description>Hospital emergency departments&#39; capacities to deal with a patient surge play an important role in preparedness for natural or man&#45;made disasters. This paper examines how emergency departments in healthcare facilities could optimise the workflow during extreme events when there is a patient surge. This paper proposes a framework to reconfigure the workflow while maintaining treatment equality. Our results show that reorganising lower priority work processes and relocating the resources associated with those processes can shorten total waiting time in the emergency department, allowing better management of patient flows.</description>
<content:encoded><![CDATA[<p><a href="http://www.inderscience.com/link.php?id=44578"><b>A simulation&#45;based study for managing hospital emergency department&#39;s capacity in extreme events</b></A><br />Nan Xiao; Raj Sharman; H.R. Rao; Sumant Dutta<br /><i>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 140 - 154</i><br />Hospital emergency departments&#39; capacities to deal with a patient surge play an important role in preparedness for natural or man&#45;made disasters. This paper examines how emergency departments in healthcare facilities could optimise the workflow during extreme events when there is a patient surge. This paper proposes a framework to reconfigure the workflow while maintaining treatment equality. Our results show that reorganising lower priority work processes and relocating the resources associated with those processes can shorten total waiting time in the emergency department, allowing better management of patient flows.</p>]]></content:encoded>
<dc:identifier>10.1504/IJBEX.2012.044578</dc:identifier>
<dc:source>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 140 - 154</dc:source>
<dc:creator>Nan Xiao; Raj Sharman; H.R. Rao; Sumant Dutta</dc:creator>
<dc:contributor>Department of Management Science and Systems, University at Buffalo, Buffalo, NY 14260, USA. &#39; Department of Management Science and Systems, University at Buffalo, Buffalo, NY 14260, USA. &#39; Department of Management Science and Systems, University at Buffalo, Buffalo, NY 14260, USA; Department of SSME, Sogang University, Shinsu&#45;dong 1, Mapo&#45;gu, Seoul 121&#45;742, Korea. &#39; Department of Management Science and Systems, University at Buffalo, Buffalo, NY 14260, USA</dc:contributor>
<dc:subject>emergency departments</dc:subject>
<dc:subject>extreme events</dc:subject>
<dc:subject>discrete&#45;event simulation</dc:subject>
<dc:subject>patient surges</dc:subject>
<dc:subject>health services</dc:subject>
<dc:subject>hospitals</dc:subject>
<dc:subject>New York</dc:subject>
<dc:subject>USA</dc:subject>
<dc:subject>United States</dc:subject>
<dc:subject>preparedness</dc:subject>
<dc:subject>natural disasters</dc:subject>
<dc:subject>man&#45;made disasters</dc:subject>
<dc:subject>disaster management</dc:subject>
<dc:subject>emergency management</dc:subject>
<dc:subject>healthcare facilities</dc:subject>
<dc:subject>workflow optimisation</dc:subject>
<dc:subject>workflow reconfiguration</dc:subject>
<dc:subject>treatment equality</dc:subject>
<dc:subject>medical treatment</dc:subject>
<dc:subject>lower priority work processes</dc:subject>
<dc:subject>work process reorganisation</dc:subject>
<dc:subject>resource relocation</dc:subject>
<dc:subject>waiting times</dc:subject>
<dc:subject>patient flows</dc:subject>
<dc:subject>flow management</dc:subject>
<dc:subject>business excellence.</dc:subject>
<dc:date>2011-12-31T23:20:50-05:00</dc:date>
<prism:volume>5</prism:volume>
<prism:number>1/2</prism:number>
<prism:startingPage>140</prism:startingPage>
<prism:endingPage>154</prism:endingPage>
<prism:publicationDate>2011-12-31T23:20:50-05:00</prism:publicationDate>
</item>
<item rdf:about="http://dx.doi.org/10.1504/IJBEX.2012.044579">
<title>Financial controls and firms&#39; performance in the manufacturing sector in Nigeria</title>
<link>http://www.inderscience.com/link.php?id=44579</link>
<description>This study investigates the relationship between financial controls and firms&#39; performance in the manufacturing sector in Nigeria. Data were generated by means of questionnaires to 670 manufacturing firms on financial controls and performance variables. Responses from the survey were statistically analysed using descriptive statistics, product moment correlation, regression analysis and Z&#45;test &#40;approximated with the independent samples t&#45;test&#41;. The results of the study indicate a statistically significant relationship between financial controls and firms&#39; performance as well as reveal a significant difference between the performance of firms whose financial controls are deep and the performance of firms whose financial controls are shallow. The implications of this study include the need for manufacturing firms to demonstrate high level of commitment to financial controls for increased performance.</description>
<content:encoded><![CDATA[<p><a href="http://www.inderscience.com/link.php?id=44579"><b>Financial controls and firms&#39; performance in the manufacturing sector in Nigeria</b></A><br />O.L. Kuye; A.A. Sulaimon<br /><i>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 155 - 167</i><br />This study investigates the relationship between financial controls and firms&#39; performance in the manufacturing sector in Nigeria. Data were generated by means of questionnaires to 670 manufacturing firms on financial controls and performance variables. Responses from the survey were statistically analysed using descriptive statistics, product moment correlation, regression analysis and Z&#45;test &#40;approximated with the independent samples t&#45;test&#41;. The results of the study indicate a statistically significant relationship between financial controls and firms&#39; performance as well as reveal a significant difference between the performance of firms whose financial controls are deep and the performance of firms whose financial controls are shallow. The implications of this study include the need for manufacturing firms to demonstrate high level of commitment to financial controls for increased performance.</p>]]></content:encoded>
<dc:identifier>10.1504/IJBEX.2012.044579</dc:identifier>
<dc:source>International Journal of Business Excellence, Vol. 5, No. 1/2 (2012) pp. 155 - 167</dc:source>
<dc:creator>O.L. Kuye; A.A. Sulaimon</dc:creator>
<dc:contributor>Department of Business Administration, University of Lagos, Akoka&#45;Yaba, Lagos State, Nigeria. &#39; Department of Business Administration, University of Ado&#45;Ekiti, Ado&#45;Ekiti, Ekiti State, Nigeria</dc:contributor>
<dc:subject>financial controls</dc:subject>
<dc:subject>firm performance</dc:subject>
<dc:subject>manufacturing industry</dc:subject>
<dc:subject>Nigeria</dc:subject>
<dc:subject>performance variables</dc:subject>
<dc:subject>descriptive statistics</dc:subject>
<dc:subject>product moment correlation</dc:subject>
<dc:subject>regression analysis</dc:subject>
<dc:subject>Z&#45;test</dc:subject>
<dc:subject>independent samples t&#45;test</dc:subject>
<dc:subject>deep control</dc:subject>
<dc:subject>shallow control</dc:subject>
<dc:subject>increased performance</dc:subject>
<dc:subject>global markets</dc:subject>
<dc:subject>business excellence.</dc:subject>
<dc:date>2011-12-31T23:20:50-05:00</dc:date>
<prism:volume>5</prism:volume>
<prism:number>1/2</prism:number>
<prism:startingPage>155</prism:startingPage>
<prism:endingPage>167</prism:endingPage>
<prism:publicationDate>2011-12-31T23:20:50-05:00</prism:publicationDate>
</item>
</rdf:RDF>

