Erik Den Hartigh | Ozyegin University (original) (raw)
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Papers by Erik Den Hartigh
Productivity is a key performance measure for service businesses and serves as a compass for meas... more Productivity is a key performance measure for service businesses and serves as a compass for measuring their innovativeness. In this chapter we present a tool for measuring productivity in service businesses. Improvements in service business productivity do not depend on industry, business size or business growth, but on the specific knowledge and competences of managers. Using case examples we show various ways of how managers can improve the productivity of their service businesses. They can do so by adopting a perspective of standardization, flexibility or individualization. Based on these perspectives, we provide a framework that shows how managers can improve service business productivity by coordinating strategic orientation, value creation and the configuration of business processes.
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European Management Journal, 2002
Self-reinforcing mechanisms in firms and markets come in four forms: (1) scale effects; (2) learn... more Self-reinforcing mechanisms in firms and markets come in four forms: (1) scale effects; (2) learning effects; (3) interaction effects, and; (4) network effects. Monitoring these self-reinforcing mechanisms is necessary for managers to be able to strategically act upon them and in this way improve their firm’s competitive performance. Unfortunately the tools that managers could use for doing this are currently not available. Based on extensive interviews with academics and practitioners, we developed a set of tools that managers can use to monitor the presence of self-reinforcing mechanisms in their firms and markets. The applicability of the tools was tested in a case study with the Randstad Group, the world’s third largest staffing firm.
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Technology Analysis & Strategic Management, 2009
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European Management Journal, 2001
Increasing returns means that a company can produce higher levels of output with relatively lower... more Increasing returns means that a company can produce higher levels of output with relatively lower levels of input. This article focuses on the challenges faced by managers in dealing with increasing returns. Dealing with these challenges is especially relevant for companies with information and knowledge intensive business processes. For the managers of these companies this article (1) provides a definition of increasing returns, (2) explains the sources of increasing returns, (3) discusses the consequences of increasing returns for the rules of market competition, and (4) presents guidelines for competing in increasing returns markets.
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Productivity is a key performance measure for service businesses and serves as a compass for meas... more Productivity is a key performance measure for service businesses and serves as a compass for measuring their innovativeness. In this chapter we present a tool for measuring productivity in service businesses. Improvements in service business productivity do not depend on industry, business size or business growth, but on the specific knowledge and competences of managers. Using case examples we show various ways of how managers can improve the productivity of their service businesses. They can do so by adopting a perspective of standardization, flexibility or individualization. Based on these perspectives, we provide a framework that shows how managers can improve service business productivity by coordinating strategic orientation, value creation and the configuration of business processes.
Bookmarks Related papers MentionsView impact
Bookmarks Related papers MentionsView impact
European Management Journal, 2002
Self-reinforcing mechanisms in firms and markets come in four forms: (1) scale effects; (2) learn... more Self-reinforcing mechanisms in firms and markets come in four forms: (1) scale effects; (2) learning effects; (3) interaction effects, and; (4) network effects. Monitoring these self-reinforcing mechanisms is necessary for managers to be able to strategically act upon them and in this way improve their firm’s competitive performance. Unfortunately the tools that managers could use for doing this are currently not available. Based on extensive interviews with academics and practitioners, we developed a set of tools that managers can use to monitor the presence of self-reinforcing mechanisms in their firms and markets. The applicability of the tools was tested in a case study with the Randstad Group, the world’s third largest staffing firm.
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Bookmarks Related papers MentionsView impact
Bookmarks Related papers MentionsView impact
Bookmarks Related papers MentionsView impact
Technology Analysis & Strategic Management, 2009
Bookmarks Related papers MentionsView impact
Bookmarks Related papers MentionsView impact
European Management Journal, 2001
Increasing returns means that a company can produce higher levels of output with relatively lower... more Increasing returns means that a company can produce higher levels of output with relatively lower levels of input. This article focuses on the challenges faced by managers in dealing with increasing returns. Dealing with these challenges is especially relevant for companies with information and knowledge intensive business processes. For the managers of these companies this article (1) provides a definition of increasing returns, (2) explains the sources of increasing returns, (3) discusses the consequences of increasing returns for the rules of market competition, and (4) presents guidelines for competing in increasing returns markets.
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