000			03916nam a2200649 a 4500
001			EBC1048432
003			MiAaPQ
005			20180702102302.0
007			cr cn |||m|||a
008			130220s2013 nyu foab 001 0 eng d
020			_a9781606494516 (electronic bk.)
020			_z9781606494509 (pbk.)
024	7		_a10.4128/9781606494516 _2doi
035			_a(OCoLC)829304766
035			_a(CaBNVSL)swl00402164
035			_a(MiAaPQ)EBC1048432
035			_a(Au-PeEL)EBL1048432
035			_a(CaPaEBR)ebr10661533
035			_a(CaONFJC)MIL430592
035			_a(OCoLC)827212973
040			_aMiAaPQ _cMiAaPQ _dMiAaPQ
050		4	_aHD41 _b.P748 2013
082	0	4	_a658.4012 _223
100	1		_aPresutti, William D.
245	1	0	_aUnderstanding the dynamics of the value chain _h[electronic resource] / _cWilliam D. Presutti, Jr. and John Mawhinney.
250			_a1st ed.
260			_a[New York, N.Y.] (222 East 46th Street, New York, NY 10017) : _bBusiness Expert Press, _c2013.
300			_a1 electronic text (xiv, 127 p.) : _bdigital file.
490	1		_aSupply and operations management collection, _x2156-8200
500			_aPart of: 2013 digital library.
504			_aIncludes bibliographical references (p. 121-124) and index.
505	0		_aList 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.
506			_aAccess restricted to authorized users and institutions.
520	3		_aThe 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.
530			_aAlso available in print.
533			_aElectronic reproduction. Ann Arbor, MI : ProQuest, 2015. Available via World Wide Web. Access may be limited to ProQuest affiliated libraries.
538			_aMode of access: World Wide Web.
538			_aSystem requirements: Adobe Acrobat reader.
588			_aTitle from PDF t.p. (viewed on February 20, 2013).
650		0	_aCompetition.
650		0	_aValue added.
653			_atraditional value chain
653			_acontemporary value chain
653			_adimensions of competitiveness
653			_avalue chain management and profitability
653			_arequired skills and abilities
653			_areverse value chain
653			_arethinking compensation practices
655		4	_aElectronic books.
700	1		_aMawhinney, John.
776	0	8	_iPrint version: _z9781606494509
830		0	_a2013 digital library.
830		0	_aSupply and operations management collection. _x2156-8200
856	4	0	_uhttps://ebookcentral.proquest.com/lib/kliuc-ebooks/detail.action?docID=1048432 _zClick to View
942			_2lcc _cEBK
999			_c271255 _d271255