Professional Documents
Culture Documents
Riyad Eid
Myfanwy Trueman
Abdel Moneim Ahmed
January 2002
The working papers are produced by the Bradford University School of Management and are to be circulated for
discussion purposes only. Their contents should be considered to be preliminary. The papers are expected to be
published in due course, in a revised form and should not be quoted without the author’s permission.
W O R K I N G PA P E R S E R I E S
KEYWORDS
International Marketing, Critical Success Factors,
Business2Business, Internet, Best Practice
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marketing as a complement to, rather than a Anderson (1996), Hamill and Gregory (1997),
replacement for other marketing programmes Herbig and Hale (1997), Hofacker (2001),
already in place. This means customers might Kotab and Helsen (2000), Quelch and Klien
evaluate the product online or in the real world. (1996) and Samiee (1998) identified the well-
Then have two options, either to purchase online designed corporate Web site as the company’s
(if the web site has various facilities) or to order in marketing showpiece and the crucial component
the real world approaches, such as using personal that contribute to the success for any of the
appearance, telephone or fax machines. B2B IIM efforts.
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catalogues developed prior to Web site designing (1996), Samiee (1998) and Wood and Roberson
process. Chaffey et al (2001) stated that the basic (2000) agree that web site design should reflect
quality of good information is be accessed rapidly, the country’s environment requirements. Wood
easy to find, and relevant to users. and Roberson (2000) stated that while the
political climate in one country or region could be
Hamill and Gregory (1997) added regular perceived as a key dimension to an international
updating to encourage repeat visits, clear venture’s success (or failure), the level of economic
navigation paths to allow smooth movement development might be the key in another.
around the site; interactivity and responsiveness to Likewise, while an advanced infrastructure may
user feedback; allowing information gathering place one foreign market more favourably ahead
about users; and integrating the Web site with of another for one industry, the existence of a
other marketing channels be used. stable and transparent legal system might do the
same for another industry.
The majority of the secondary case studies agreed
upon these factors as critical to B2B IIM successful Hofacker (2001) emphasised that companies have
implementation. *(For example, Fromages Manager to study the foreign marketing environments
said, “Web site must not only serve as an electronic including trade regulations and package delivery
order-taking interface but also have high value options to assess the advantages of its own
added informational content. Allen and Fjermestad products and services. Quelch and Klien (1996)
(2001) noted that the manager of Nabisco indicated noted that companies who want to use the
that information on the Web site must include Internet to do business internationally have to
products, delivery, price and services support. revise their operations, strategies, and business
models if they want to exploit the opportunities
2. Effective marketing of the site offered by the Internet. Samiee (1998) pointed
(online and offline promotion) that international marketing involves many macro
Chaffey et al (2000) cascaded the importance of and micro planning and management
promoting the web site for two reasons. First, an considerations including meeting local product
organisation must distinguish its web site from standards, target market pricing and competitive
those of its competitors. Hamill and Gregory factors, export currency and payment issues,
(1997) supported this view by stating that Web customer support and service requirements, legal
site needs to be marketed in an appropriate and regulatory considerations. None of these
manner to ensure high accessibility. This can be issues will be solely derived from access to the
done in various ways including registering the Internet or developing Web site.
site with all of the online search engines
establishing reciprocal cross-linkages to other 2. Resources Required to Working Globally
sites and ensuring that the URL address is used Chaffey et al (2000), Hofacker (2001), Kotab and
in all company correspondence. Second, Helsen (2001), Quelch and Klien (1996)
promoting a Web site differs from any other identified resources as one of the global related
media promotion. It requires expertise and factors, which play an important role in
technical knowledge of how customers can easily facilitating B-to-B IIM implementation. Chaffey et
find information on the Internet. al (2000) indicated that while the Internet
increases the potential market size, many
CATEGORY C: GLOBAL RELATED FACTORS companies might not have the resources required
Chaffey et al (2000), Chan and Swatman (2000), to deal with international markets. Therefore, a
Duggan and Deveney (2000), Gogan (1997), company must have a 24-hour order taking,
Hamill and Gregory (1997), Herbig and Hale customer service response capability and
(1997), Hofacker (2001), Kotab and Helsen regulatory and custom-handling experience to
(2000), Quelch and Klien (1996), Samiee (1998) ship internationally.
and White (1997) described the Internet ability in
making sales to overseas markets, depended on a Companies in the secondary case studies
number of global related factors. These include: discovered that they had to be prepared to deal
with an entirely new customer segment once they
1. Understanding Foreign Marketing Environment were established on the Internet. Honeycutt et al
Marketing environments vary from one country to (1998) provided an example of a welding firm
another. Hofacker (2001), Quelch and Klien faced by dealing with new customers on both
www www.fromages.com
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levels the national and international. However, White (1997) suggested that cultures of different
Kotab and Helsen (2001) claims that the Internet countries must be taken into account when
provides a level playing field to small and large marketing on the Internet. Building a global
global players alike are somewhat exaggerated. Internet marketing strategy, which overcomes
Undoubtedly, large firms still enjoy competitive cultural barriers is considered a critical factor to
advantage because of larger resources and more B2B IIM implementation success. Herbig and
visibility among prospective customers worldwide. Hale (1997) stated that providing information
Companies with large resources will be able to that will be desired by a variety of people with
hire the best talent and buy the latest different needs and tastes will encourage a mix
technologies in the area. of nationalities and cultures. Kotab and Helsen
(2000) provide an example of Dell through its
3. Multilanguage Web Site built-to-order system, was able to gain a foothold
One of the biggest issues around global in markets like China and Hong Kong with its
communication is language. Consequently, for online business concept that consider the
companies who want to use the Internet cultural dimension.
internationally, language communication is the
challenge. Hofacker (2001) stated companies who According to Hofacker (2001) even nonverbal
want to use the Internet for international elements can cause cultural problems. For
marketing must translate their Web sites into a example, the use of white colour is more or less
number of languages, or at least should try neutral in parts of the world, but in some
minimising the difficulties for non-native readers countries in Asia it signifies death. Palumbo and
of their languages. Herbig (1998) have expanded the cultural
differences, which along with languages include
Kotab and Helsen (2000) suggest that by the obstacles in translating images (symbols) that
year 2005, 57% of the Internet audience will have different meanings across nations; and
speak a language other than English. colours that have different symbolic values.
Consequently, a company that plans to become a
global e-business player might need to localise its 5. International Delivery Availability
Web sites in order to deal with target customers Palumbo and Herbig (1998) highlighted that
in their native tongue. Undoubtedly, language when a firm uses the Internet, it receives orders
barriers have launched a new Web-oriented from several places around the world. If it is not
translation industry. For instance, World Point already selling internationally, this could be a
(www.worldpoint.com) as mentioned by Kotab problem. Thus, it is important to design a
and Helsen (2000) offers a Web-based logistical system that allows a firm to deliver its
“localisation” service that translates and edits products/services across nations efficiently before
documents such as annual reports, manuals, and soliciting orders from abroad
marketing materials into eighteen languages - not
just text, but also currencies, dates, and even White (1997) underpinned that shipping charges
colour conventions. may be beyond a company’s control, but it is a
concern for international customers. At a
Quelch and Klein (1996) note that the growth of minimum, Web sites should indicate shipment
the use of the Internet for business will accelerate costs to each country to which delivery is
the trend for English to become the Lingua Franca available. Besides, companies should provide
of commerce. Kotab and Helsen (2000) indicated information about the time needed for
that companies who want to make their Web sites international shipments.
international by translating the content into other
languages have three options. First, is to hire a CATEGORY D: INTERNAL RELATED FACTORS
firm like World Point. This will be very time Researchers and practitioners such as Avlonitis
consuming and costly. Second, is the use of and Karayanni (2000), Chan and Swatman
software. Third, is to pick a few key languages (2000), Duggan and Deveney (2000), Gogan
after studying the number of Internet users in (1997), Quelch and Klien (1996) and Samiee
these countries (Gillette used this option). (1998) have considered factors related to the
internal environment as a critical component of
4. Culture Considerations successful B-to-B IIM efforts. Internal related
Chan and Swatman (2000), Cronin (1996), factors include technological infrastructure,
Hofacker (2001), Kotab and Helsen (2000), internal culture, the sales force role and the
Palumbo and Herbig (1998), Samiee (1998), importance of training programmes.
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“We have learnt the importance of the right Bremer (1996) emphasised that the Internet
choice of software platforms - which aspects of brings with it an array of new equipment,
the e-Market should be developed in house and software and sources of information that must be
which should be left to others to develop thereby integrated into work processes and therefore,
embracing the spirit of the virtual organisation. must be learned and understood. Training about
Skill shortages, scalability and large players in the the Internet mixes aspects of management,
market are factors that can influence the success technical, and basic end-user computer training.
of a company when expanding into e-commerce.” Internet implementation requires three principal
training methods awareness training (via lecture-
2. Internal Culture demonstrations and case studies), technical
Chan and Swatman (2000), Duggan and Deveney training and hands-on end-user training. American
(2000), Samiee (1998) and White (1997) defined companies are aware that their employees require
the internal culture as the extent to which an continual training and retraining in the tool,
organisation is adaptable to change. This culture resources, and processes that underpin their
is based on old beliefs and corporate values that operations. 88% of these companies sponsor
often are no longer appropriate or useful in the training in computer skills compared with 75%
new environment of doing business. Therefore an five years ago.
organisation must understand and conform to the
new values, management processes and Bennett (1997) stated that in the past IT training
communication style that are being created by had not been common among managerial
new methods of marketing. Jones (1996) supports employees, and unfamiliarity with IT-based
the idea of doing business on the Internet is marketing and management systems could
much like doing business in any foreign country: perhaps cause feelings of personal insecurity, fear
the key to success is understanding, appreciating of being seen to be ignorant of the latest
and honouring the country’s culture and protocol. techniques, and reluctant to confront the
alterations in tasks and individual workloads that
3. Sales Force Role the introduction of new methods frequently
Avlonitis and Karayanni (2000) noted that the necessitates. Chan and Swatman (2000) indicated
sales force have a central role to play in that a training and awareness program run by a
implementing the Internet marketing strategies company to make staff conversant with new
successfully for industrial organisations. Bondra methods of doing business seem to have a
and Davis (1996) pointed out that sales and significant effect in improving understanding of
marketing managers have an opportunity to new systems and technologies, which in turn led
reposition themselves. They may be able to to greater acceptance of B2B IIM.
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CATEGORY D: EXTERNAL RELATED FACTORS For this reason, some people use the Web to
Chan and Swatman (2000), Duggan and Deveney locate products but prefer to place their order via
(2000), Furnell and Karweni (1999), Palumbo and offline methods such as telephone or fax. Furnell
Herbig (1998), Poon and Jevons (1997), Quelch and Karweni (1999) discussed the security
and Klien (1996), Ratnasingham (1998), Urban et requirements, which have already been
al (2000) and Zairi (2001) have considered recognised within the Internet/e-commerce
factors related to external partners as a key community and a number of technologies that
component to successful Internet marketing exists and used to satisfy different elements. For
implementation. This includes trust, security, example, Secure Sockets Layer (SSL) protocol
successful relationship between customers and developed by Netscape, which allows encryption
providers, easy and affordable access and of messages, can be used to transfer all data in
customer acceptance of B2B strategies. encrypted form. Electronic Publishing Resources
(EPR) developed Virtual Distributed Environment
1. Trust (VDE) technology that encrypts secure
Mayer (1995) defined trust as the willingness of a information passing over the Internet.
party to be vulnerable to the actions of another
party based on the expectation that the other will 3. Successful Relationship
perform a particular action important to the trustee Furnell and Karweni (1999) stated that inter-
irrespective of the agility to monitor or control the organisational relationships are critical in B2B
other party. Urban et al (2000) stated that as marketing. Naude P and Holland (1996) point out
consumers become more sophisticated about the that changes in IT are shaping relationships in a
Internet, Web site trust is going to become a key fundamental way, to the extent that they are
differentiator that will determine the success or being formed on the basis of what information
failure of many companies. For the Internet, trust- can be exchanged between companies, rather
based marketing is the key to success. Urban et al than the more traditional view which held that
(2000) divided the Internet trust into three stages; the relationships would be the result of such
trust in the Internet and the specific Web site, trust information exchange. Sparkes and Thomas
in the information displayed and trust in delivery (2001) indicated that the development of an
fulfilment and service. interactive Web site involving real customer
relationships requires contribution from the
Furnell and Karweni (1999) and Ratnasingham content, marketing and technology of an
(1998) agreed that trust is more important in the organisation. The combination of the above create
virtual world than it is in the real world. This is a shared vision for an operational Web site
because the parties to a transaction are not in the
same place and therefore cannot depend on 4. Internet Affordable Access
things like physical proximity, handshakes and Saieed (1998) suggested that easy and affordable
body-signals. access to the Internet network in the international
markets is essential if international marketers are
Swan et al (1999) emphasised that trust has an to tap the full potential of the Internet. In the
influence on developing positive customer developed nations service providers offer access at
attitude, intention and purchasing. reasonable rates. But on the other hand, firms in
developing countries endure high access fees.
2. Security Palumbo and Herbig (1998) pointed that this
According to Ratnasingham (1998) the two most presents obstacles to global expansion initiative
important areas affecting the successful via the Internet. Companies will have to wait until
implementation of international marketing is these countries invest in better telecommunication
Internet and transaction security. The former deals infrastructures before they can take full advantage
with the network, systems and applications of the opportunities the Internet offers for
components of the electronic commerce solution, global commerce.
while the latter addresses the requirements for
secure transactions. 5. Customer Acceptance
Cronin (1996) highlighted that companies should
Cronin (1996), Furnell and Karweni (1999), make special efforts to motivate customers to
Honeycutt et al (1998), Ratnasingham (1998) make the move to an online environment
and Samiee (1998) identified that one of the otherwise they will be lost in a crowd of
most common worries, which occurs over the competitors and never connected with the
network is the security of financial transactions. electronic marketplace. Honeycutt et al (1998)
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Bremer M. 1996. Productivity, Policy, and Internet Hoffman D. L., Novak, T.P., and Peralta, M, 1999.
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Leidecker J. K. and Bruno A. V. 1984. Identifying White G. K. 1997. International On Line Marketing
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01/15 – E Grey & J Balmer 0016 – Yasar F Jarrar & Mohamed Zairi
Ethical Identity; What is it? What of it? Best Practice Transfer for Future Competitiveness:
A Study of Best Practices
01/14 – Mike Talyes & Colin Drury
Autopsy of a Stalling ABC System: A Case Study of Activity Based Cost 0015 – Mike Tayles & Colin Drury
Management and Performance Improvement Cost Systems and Profitability Analysis in UK Companies: Selected
Survey Findings
01/13 – N Esho, R Zurbruegg, A Kirievsky & D Ward
Law and the Deminants of International iInsurance Consumption 0014 – B Myloni & A Harzing
Transferability of Human Resource Management Practices Across
01/12 – J Andrews Coutts & Kwong C Cheug Borders: A European Reflection on Greece
Trading Rules and Stock Returns: Some Preliminary Short Run Evidence
from the Hang Seng 1985-1997 0013 – (not available)
01/06 – Tony Lindley & Daragh O’Reilly 0007 – T Lindley, D O’Reilly & T Casey
Brand Identity on the Arts Sector An Analysis of UK Television Advertisements for Alcohol
01/05 – M Trueman, J Balmer & D O’Reilly 0006 – Eric Lindley & Frederick Wheeler
Desperate Dome, Desperate Measures! Managing Innovation at London’s The Learning Square: Four Domains that Impact on Strategy
Millennium Dome 0005 – K K Lim, P K Ahmed & M Zairi
01/04 – M Trueman, M Klemm, A Giroud & T Lindley The Role of Sharing Knowledge in Management Initiatives
Bradford in the Premier League? A Multidisciplinary Approach to 0004 – C De Mattos & S Sanderson
Branching and Re-positioning a City Expected Importance of Partners’ Contributions to Alliances in
01/03 – A Harzing Emerging Economies: A Review
Self Perpetuating Myths and Chinese Whispers 0003 – A Harzing
01/02 – M Webster Acquisitions Versus Greenfield Investments: Both Sides of the Picture
Supply Systems Structure, Management and Performance: 0002 – Stuart Sanderson & Claudio De Mattos
A Research Agenda Alliance Partners’ Expectations Concerning Potential Conflicts and
01/01 – A Harzing Implications Relative to Trust Building
Acquisitions Versus Greenfield Investments: Exploring the Impact of the 0001 – A Harzing
MNC’s International Strategy An Empirical Test and Extension of the Bartlett & Ghoshal Typology of
Multinational Companies
2000
0031 – John Ritchie & Sue Richardson 1999
Leadership and Misleadership in Smaller Business Governance 9922 – Gerry Randell & Maria del Pilar Rodriguez
0030 – Mary Klemm Managerial Ethical Behaviour
Tourism and Ethnic Minorities in Bradford: Concepts and Evidence 9921 – N Y Ashry & W A Taylor
0029 – (not available) Requirements Analysis as Innovation Diffusion: A Proposed
Requirements Analysis Strategy for the Development of an Integrated
0028 – (not available) Hospital Information Support System
0027 – Axèle Giroud 9920 – C Hope
Determinant Factors of the Degree of Supply-Related Technology Transfer: My Way’s The Right Way! Or, With Particular Reference to Teaching on
A Comparative Analysis Between Asian Affiliates Tourism Courses, is ‘Best Practice’ in Operations Management
Dependent Upon National Culture?
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9721 – R Beach, A P Muhlemann, A Paterson, D H R Price and J A Sharp 9613 - R H Pike & N S Cheng
The Strategy Options in Manufacturing Industry: Propositions Based on Business Trade Credit Management: Experience of Large UK Firms
Case Histories 9612 – R Elliott, S Eccles & K Gournay
9720 – A Giroud Man Management? Women and the Use of Debt to Control
Multinational Firms Backward Linkages in Malaysia: A Comparison Personal Relationships
between European and Asian Firms in the Electrical and Electronics Sector 9611 – R Elliott, S Eccles & K Gournay
9719 – L Kening Social Support, Personal Relationships & Addictive Consumption
Foreign Direct Investment in China: Performance, Climate and Impact 9610 – M Uncles & A Manaresi
9718 – H Mirza Relationships Among Retail Franchisees and Frachisors:
Towards a Strategy for Enhancing ASEAN’s Locational Advantages for A Two-Country Study
Attracting Greater Foreign Direct Investment 9609 – S Procter
9717 – B Summers & N Wilson Quality in Maternity Services:
An Empirical Study of the Demand for Trade Credit in UK Perceptions of Managers, Clinicians and Consumers’
Manufacturing Firms 9608 – S Hogarth-Scott & G P Dapiran
9716 – R Butler & J Gill Retailer-Supplier Relationships: An Integrative Framework Based on
Reliable Knowledge and Trust in Partnership Formation Category Management Relationships
9715 – R Butler 9607 – N Wilson, S Hogarth-Scott & K Watson
Stories and Experiments in Organisational Research Factors Contributing to Entrepreneurial
9714 – M Klemm & L Parkinson Success in New Start Small Businesses
British Tour Operators: Blessing or Blight 9606 – R Beach, A P Muhlemann, A Paterson, D H R Price & J A Sharp
9713 – C A Hope The Evolutionary Development of the Concept Manufacturing Flexibility
What Does Quality Management Mean for 9605 – B Summers
Tourism Companies and Organisations? Using Neural Networks for Credit Risk Management:
9712 – S Hogarth-Scott & P Dapiran The Nature of the Models Produced
Do Retailers and Suppliers Really have Collaborative Category 9604 – P J Buckley & M Carter
Management Relationships?: Category Management Relationships in The Economics of Business Process Design: Motivation, Information &
the UK and Australia Coordination Within the Firm
9711 – C De Mattos 9603 – M Carter
The Importance of Potential Future Contributions from/to Transnational Is the Customer Always Right?
Joint Venture Partners: Perception of Brazilian Managing Directors and Information, Quality and Organisational Architecture
Specialists Linked to Biotechnology 9602 – D T H Weir
9710 – N T Ibrahim & F P Wheeler Why Does the Pilot Sit at the Front? And Does it Matter?
Are Malaysian Corporations Ready for Executive Information Systems? 9601 – R A Rayman
9709 – F P Wheeler & A W Nixon A Proposal for Reforming the Tax System
Monitoring Organisational Knowledge in Use
9708 – M Tayles & C Drury 1995
Scoping Product Costing Research: A Strategy for Managing the Product 9506 – A L Riding & B Summers
Portfolio – Cost System Design Networks that Learn and Credit Evaluation
9707 – N Wilson, B Summers & C Singleton 9505 – R A Rayman
Small Business Demand for Trade Credit, Credit Rationing and the Late The Income Concept: A Flawed Ideal?
Payment of Commercial Debt: An Empirical Study 9504 – S Ali & H Mirza
9706 – R Beach, A P Muhlemann, A Paterson, D H R Price & J A Sharp Market Entry Strategies in Poland: A Preliminary Report
The Management Information Systems as a Source of Flexibility: 9503 – R Beach, A P Muhlemann, A Paterson, D H.R Price & J A Sharp
A Case Study An Adaptive Literature Search Paradigm
9705 – E Marshall 9502 – A S C Ehrenberg & M Uncles
Business Ethics: The Religious Dimension Direchlet-Type Markets: a Review, Part 2: Applications & Implications
9704 – M Wright, N Wilson & K Robbie 9501 – M Uncles & A S C Ehrenberg
The Longer Term Effects of Management-Led Buy-Outs Direchlet-Type Markets: A Review, Part 1: Patterns and Theory
9703 – G Hopkinson & S Hogarth Scott
Quality of Franchise Relationships: The Implications of Micro Economic 1994
Theories of Franchising 9411 – R A Rayman
9702 – G C Hopkinson & S Hogarth-Scott The Real-Balance Effect Fallacy and The Failure of Unemployment Policy
Channel Conflict: Critical Incidents or Telling Tales. 9410 – R A Rayman
Methodologies Compared The Myth of ‘Says’ Law
9701 – K Watson, S. Hogarth-Scott & N Wilson 9409 not issued
Marketing Success Factors and Key Tasks in Small Business Development
9408 not issued
1996 9407 not issued
9619 – B Summers & N Wilson 9406 not issued
Trade Credit Management and the Decision to use Factoring: 9405 – F Bartels & N Freeman
An Empirical Study Multinational Enterprise in Emerging Markets: International Joint
9618 – M Hiley & H Mirza Ventures in Côte D’Ivoire Vietnam
The Economic Prospects of ASEAN : The Role of AFTA in the Future 9404 – E Marshall
Development of the Region The Single Transferable Vote – A Necessary Refinement Abstract
9617 – A Brown 9403 – G R Dowling & M Uncles
Prospects for Japanese Foreign Direct Investment in Thailand Customer Loyalty programs: Should Every Firm Have One?
9616 – H Mirza, K H Wee & F Bartels 9402 – N Wilson, A Pendleton & M Wright
The Expansion Strategies of Triad Corporations in East Asia The impact of Employee Ownership on Employee Attitudes:
9615 – M Demirbag & H Mirza Evidence from UK ESOPS
Inter-Partner Reliance, Exchange of Resources & Partners’ Influence on 9401 – N Wilson & M J Peel
J’V’s Strategy Working Capital & Financial Management
9614 – R H Pike & N S Cheng Practices in the Small Firm Sector
Motives for Investing in Accounts Receivable: Theory and Evidence
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1993
9310 – R Butler, L Davies, R Pike & J Sharp
Effective Investment Decision-Making: The Concept and its
Determinants no longer available
9309 – A Muhlemann, D Price, M Afferson & J Sharp
Manufacturing Information Systems as a Means for Improving
the Quality of Production Management Decisions in Smaller
Manufacturing Enterprises
9308 – F P Wheeler, R J Thomas & S H Chang
Towards Effective Executive Information Systems
9307 – F P Wheeler, S H Chang & R J Thomas
The Transition from an Executive Information System to Everyone’s
Information System: Lessons from a Case Study
9306 – S H Chang, F P Wheeler & R J Thomas
Modelling Executive Information Needs
9305 – S. Braga Rodrigues & D Hickson
Success in Decision Making: Different Organisations,
Differing Reasons for Success.
9304 – R J Butler, R S Turner, P D Coates, R H Pike & D H R Price
Ideology, Technology and Effectiveness
9303 – R J Butler, R S Turner, P D Coates, R H Pike & D H R Price
Strategy, Structure and Technology
9302 – R J Butler, R S Turner, P D Coates, R H Pike & D H R Price
Competitive Strategies and New Technology
9301 – R J Butler, R S Turner, P D Coates, R H Pike & D H R Price
Investing in New Technology for Competitive Advantage
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