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- Lagrosen, Yvonne, 1966-, et al.
(författare)
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Examining service quality dimensions in fitness centres
- 2010
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Ingår i: 13th Toulon-Verona Conference, “Organizational Excellence in Service”. - Coimbra : University of Coimbra. - 9789729344046
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Konferensbidrag (refereegranskat)abstract
- The fitness industry is expanding in most parts of the world. Nevertheless, the amount ofresearch regarding this industry has thus far been relatively limited. In previous research,quality dimensions for fitness companies have been explored and a tentative framework hasbeen proposed. The purpose for the present study is to examine the framework and quantifyits components. A survey has been conducted. A questionnaire based on previous researchwas developed and delivered by telephone to 86 fitness centres of which 67 agreed toparticipate, giving a response rate of 78%. The items of the quality dimensions in the studiedframework were analysed with Cronbach's Alpha and were found to be statistically reliable.The underlying structure of the enablers in the framework was examined with explorativefactor analysis resulting in five underlying enablers. Moreover, the impact of the enablers onthe profitability of the centres was measured. The results should be interesting for managers inthis sector as well as for the advancement of service quality theory.
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- Alpenberg, Jan, 1964-, et al.
(författare)
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Reflection and action in connection
- 2010
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Ingår i: Paper presented at the 6th Asia-Pacific Management Accounting Association Annual Conference, Taipei, Taiwan, November 5-7, 2010.
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Konferensbidrag (refereegranskat)abstract
- In this paper we examine whether three concepts unique to the TPS Archetype (Alpenberg and Scarbrough 2009) are observed in an advanced and experienced Lean Production organization (Scania AB). The concepts are: waste reduction, improvement, and people and teamwork. All three concepts appear to bind reflection and action very firmly, and are seen in many sources of the TPS Archetype. Our analysis of empirical data from Scania AB confirms that two of those items exhibit the “binding” indicated in the TPS Archetype, while one does not. The item that was not supported is the item that is the most strongly developed in the TPS Archetype: Waste reduction.In general the two items that were supported (improvement, and people and teamwork) appear to be middle-level structures that firmly fuse Norms with Rites/Rituals (c.f. Schein 1984).
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- Alpenberg, Jan, 1964-, et al.
(författare)
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Lean production practices
- 2011
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Ingår i: Paper presented at the American Accounting Association Annual Conference, Denver, USA, August 5-10, 2011.
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Konferensbidrag (refereegranskat)abstract
- This paper unpacks the integrative practices (Schatzky, 1996) of Lean Production (LP)/Toyota Production System (TPS) operations and reveals that practices which normally function as dispersed practices function, instead, as part of the LP/TPS integrative practices. We present a set of these practices. We also show that the normally dispersed practices are recast as components of integrated practices (Schatzky, 1996) across contexts, revealing aspects of the LP/TPS situation that may be amenable to cross-level investigation. This insight supports the importance of the practice theory lens in study of organizations as well as suggesting practical avenues for development of LP/TPS operations.
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- Holtström, Johan, 1968-, et al.
(författare)
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Connected Synergy : a case study of mergers and acquisitions within business networks
- 2010
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- Mergers and acquisitions are frequent phenomena in everyday business activities (Holtström, 2008). For a merger or an acquisition, expected synergy is of fundamental importance. The synergy-concept emerged in the business strategy literature in the 1960s and has since then gained immense influence as a strategic tool for CEOs and company boards. In both theory and practice, synergy describes value creation of some kind (Pernod Ricard, 2008; Arya, 2002; Rozemeijer, 2000; Tapper, 1999; Larsson & Finkelstein, 1999; SvD, 1998; Olsson, 1997; Chandler, 1992; Trautwein, 1990; Porter, 1987; Rydén, 1971; Ansoff, 1965). Having a business network structure perspective as point of departure, we assume that mergers and acquisitions will involve and integrate not only the acquirer or the acquired company but also connected companies such as customers and suppliers (Holtström, 2008; 2003; Öberg, 2008; 2004; Dahlin, 2007; Öberg & Holtström, 2006; Anderson, Havila & Salmi, 2000; Havila & Salmi, 2000; Bengtsson, 1994).Synergy as concept (cf. Goold & Campbell, 1998; Itami, 1987; Lubatkin, 1983; Ansoff, 1965) is in this paper further developed and extended to comprise also synergy in the integrating companies’ business network. The paper aims to develop a framework to describe synergy in business relationships with customers and suppliers. To achieve this we first need to analyse how synergy is realised within a company. The analysis is based on a case study of mergers and acquisitions among industrial companies having business in Sweden.Our findings indicate that within a company synergy is the result of the interplay between creation of value, alignment between strategic prioritisations and functional performance. Thus the integrating companies are at the core. The application of synergy in the M&A-companies business network is to include also their business relationships with other actors. So in a second analysis, we show that synergy in business relationships can be seen as the result of how companies a) adapt to changes in the business network, b) how the changes affects interdependency among actors, c) to what extent there is a co-ordination of activities between actors, but most importantly d) how this is carried out over time.The resulting framework on connected synergy, combines the perspectives on synergy described above with also the development over time. Within the M&A-companies, two forms of synergy appears; (i) planned in the early phases of integration and, (ii) emerging over time. In the M&A-companies’ business relationship synergy can appear as (iii) something planned by the integrating companies to purposely influence other actors and, (iv) developing when different actors adapt to these changes over time.
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- Søberg, Peder Veng, 1981-
(författare)
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Activity Specific Knowledge Characteristics in the Transfer of Business Activities from Europe to Asia
- 2010
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Konferensbidrag (refereegranskat)abstract
- Purpose: This paper investigates differences in the characteristics of the knowledge, which is most important for the internationalization of key business activities within MNCs to emerging markets such as China and India.Design/methodology/approach: The paper presents a framework based on knowledge management-, innovation-, and internationalization theory, which is developed and exemplified in relation to one case of R&D transfer to India as well as three cases of R&D transfer to China within four globally leading European companies.Findings: The framework and empirical research suggest that a knowledge gap still exists in China and India concerning R&D activities. Distinct differences exist in terms of source - and effability, of the knowledge, which is most important for the internationalization to emerging markets of key business activities within MNCs. The most important knowledge for the internationalization of R&D activities is to a higher extent tacit, than it is for manufacturing activities and local sourcing activities. Furthermore, the source of the most important knowledge for the internationalization of R&D activities, as well as manufacturing activities, within MNCs, is more likely to be the MNC itself, than when marketing activities or local sourcing activities are internationalized to emerging markets. Whether or not the MNC itself is an important source of knowledge for newly established R&D units in China and India, is not exclusively determined by the motives behind the establishment.Originality/value: A model illustrating differences between the most important knowledge for the internationalization of key business activities, in terms of characteristics such as source of the knowledge and effability of the knowledge, is developed.
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