Identifying and Adopting Latter Instruments Determining the Sustainable Company Competitiveness
Nowadays companies in all sectors are looking for the
sources of competitive advantages. Holistic marketing approach
searches for their emergence based on the integration of all
components and elements across the organization. Modern marketing
sees the sources of competitive advantage in implementing the latest
managerial practices, motivation, intelligent project management,
knowledge management, collaborative marketing, CSR and, in the
recent years, also in the business process optimization. With the use
of modern tools including business process management and business
process modelling the company can markedly increase its internal
efficiency which can lead not only to lowering the costs but to
creating the environment for optimal customer care, positive
corporate culture and for origination of innovations as well. In the
article the authors analyze the recent trend in this area and introduce
suggestions to companies to identify and optimize the key processes
that have a significant impact of the company´s competitiveness.
[1] F. Ammon, The Eastern European Expansion of the EU: Are
International Enterprises Only Competitive by Offshoring?: A Strategic
Analysis at the Example of Nokias Relocation from Germany to
Rumania, GRIN Verlag GmbH, 2010.
[2] J.S. Arlbjorn and A. Haug, Business Process Optimization, Denmark,
Academica, 2010.
[3] R. Burritt, et al., Environmental Management Accounting and Supply
Chain Management, Springer, 2011.
[4] T.H. Davenport and J.E. Short, The new industrial engineering:
information technology and business process redesign, Center for
Information Systems Research, Sloan School of Management,
Massachusetts Institute of Technology, 1990.
[5] T.H. Davenport, Process innovation: reengineering work through
information technology, Harvard Business School Press, 1993.
[6] T.H. Davenport and L. Prusak, Working knowledge: How organizations
manage what they know, Harvard Business School, 2000.
[7] D. Ghiculescu, et al. Knowledge management - Way to obtain
sustainable competitive advantage. 2011.
[8] Government-of-Canada, Implementation Guide for Canadian Business
2006, Public Works and Government Services Canada: Ottawa.
[9] A. Gunsel, E. Siachou, and A.Z. Acar. Knowledge management and
learning capability to enhance organizational innovativeness. 2011.
[10] S.E. Jackson, M.A. Hitt, and A.S. Denisi, Managing knowledge for
sustained competitive advantage: designing strategies for effective
human resource management, Jossey-Bass, 2003.
[11] C. Keinert, Corporate social responsibility as an international strategy,
Physica-Verlag, 2008.
[12] M. Kress, Intelligent business process optimization for the service
industry, Karlsruhe, KIT Scientific Publishing, 2009.
[13] C. Louche, S.O. Idowu, and W.L. Filho, Innovative CSR: From Risk
Management to Value Creation, Greenleaf, 2010.
[14] R. Maier, Knowledge Management Systems: Information and
Communication Technologies for Knowledge Management. Third ed,
Berlin, Springer-Verlag, 2007.
[15] A. Miklošík. Faktory úrovne procesov a procesná optimalizácia in
Aktu├ílne v├¢zvy te├│rie a praxe pre obchod, marketing, služby, cestovn├¢
ruch a medzin├írodné podnikanie. 2010. Bratislava: Vydavate─¥stvo
EKONÓM,.
[16] A. Miklo┼í├¡k and E. Hvizdov├í, Informa─ìné systémy v manažmente
znalostí. Studia commercialia Bratislavensia, 4(13): p. 13, 2011.
[17] M. Mikušová, Crisis management. Review of interdisciplinary
approaches to crisis and crisis management, Lambert Academic
Publishing, 2012.
[18] L.J. Mullins, Management and organisational behaviour, Financial
Times Prentice Hall, 2007.
[19] F. Perrini, S. Pogutz, and A. Tencati, Developing corporate social
responsibility: a European perspective, Edward Elgar, 2006.
[20] G.A. Rummler and A.P. Brache, Improving performance: how to
manage the white space on the organization chart, Jossey-Bass, 1995.
[21] J.J. Stapleton, Executive's guide to knowledge management: the last
competitive advantage, J. Wiley & Sons., 2003.
[22] W. Visser, et al., The A to Z of Corporate Social Responsibility, John
Wiley & Sons, 2010.
[23] M. Zeleny (2005) Knowledge management cycle and its integration in
the successfully organized enterprise.
[1] F. Ammon, The Eastern European Expansion of the EU: Are
International Enterprises Only Competitive by Offshoring?: A Strategic
Analysis at the Example of Nokias Relocation from Germany to
Rumania, GRIN Verlag GmbH, 2010.
[2] J.S. Arlbjorn and A. Haug, Business Process Optimization, Denmark,
Academica, 2010.
[3] R. Burritt, et al., Environmental Management Accounting and Supply
Chain Management, Springer, 2011.
[4] T.H. Davenport and J.E. Short, The new industrial engineering:
information technology and business process redesign, Center for
Information Systems Research, Sloan School of Management,
Massachusetts Institute of Technology, 1990.
[5] T.H. Davenport, Process innovation: reengineering work through
information technology, Harvard Business School Press, 1993.
[6] T.H. Davenport and L. Prusak, Working knowledge: How organizations
manage what they know, Harvard Business School, 2000.
[7] D. Ghiculescu, et al. Knowledge management - Way to obtain
sustainable competitive advantage. 2011.
[8] Government-of-Canada, Implementation Guide for Canadian Business
2006, Public Works and Government Services Canada: Ottawa.
[9] A. Gunsel, E. Siachou, and A.Z. Acar. Knowledge management and
learning capability to enhance organizational innovativeness. 2011.
[10] S.E. Jackson, M.A. Hitt, and A.S. Denisi, Managing knowledge for
sustained competitive advantage: designing strategies for effective
human resource management, Jossey-Bass, 2003.
[11] C. Keinert, Corporate social responsibility as an international strategy,
Physica-Verlag, 2008.
[12] M. Kress, Intelligent business process optimization for the service
industry, Karlsruhe, KIT Scientific Publishing, 2009.
[13] C. Louche, S.O. Idowu, and W.L. Filho, Innovative CSR: From Risk
Management to Value Creation, Greenleaf, 2010.
[14] R. Maier, Knowledge Management Systems: Information and
Communication Technologies for Knowledge Management. Third ed,
Berlin, Springer-Verlag, 2007.
[15] A. Miklošík. Faktory úrovne procesov a procesná optimalizácia in
Aktu├ílne v├¢zvy te├│rie a praxe pre obchod, marketing, služby, cestovn├¢
ruch a medzin├írodné podnikanie. 2010. Bratislava: Vydavate─¥stvo
EKONÓM,.
[16] A. Miklo┼í├¡k and E. Hvizdov├í, Informa─ìné systémy v manažmente
znalostí. Studia commercialia Bratislavensia, 4(13): p. 13, 2011.
[17] M. Mikušová, Crisis management. Review of interdisciplinary
approaches to crisis and crisis management, Lambert Academic
Publishing, 2012.
[18] L.J. Mullins, Management and organisational behaviour, Financial
Times Prentice Hall, 2007.
[19] F. Perrini, S. Pogutz, and A. Tencati, Developing corporate social
responsibility: a European perspective, Edward Elgar, 2006.
[20] G.A. Rummler and A.P. Brache, Improving performance: how to
manage the white space on the organization chart, Jossey-Bass, 1995.
[21] J.J. Stapleton, Executive's guide to knowledge management: the last
competitive advantage, J. Wiley & Sons., 2003.
[22] W. Visser, et al., The A to Z of Corporate Social Responsibility, John
Wiley & Sons, 2010.
[23] M. Zeleny (2005) Knowledge management cycle and its integration in
the successfully organized enterprise.
@article{"International Journal of Business, Human and Social Sciences:50818", author = "Andrej Miklošík and Petra Horváthová and Štefan Žák", title = "Identifying and Adopting Latter Instruments Determining the Sustainable Company Competitiveness", abstract = "Nowadays companies in all sectors are looking for the
sources of competitive advantages. Holistic marketing approach
searches for their emergence based on the integration of all
components and elements across the organization. Modern marketing
sees the sources of competitive advantage in implementing the latest
managerial practices, motivation, intelligent project management,
knowledge management, collaborative marketing, CSR and, in the
recent years, also in the business process optimization. With the use
of modern tools including business process management and business
process modelling the company can markedly increase its internal
efficiency which can lead not only to lowering the costs but to
creating the environment for optimal customer care, positive
corporate culture and for origination of innovations as well. In the
article the authors analyze the recent trend in this area and introduce
suggestions to companies to identify and optimize the key processes
that have a significant impact of the company´s competitiveness.", keywords = "business process optimization, competitive
advantage, corporate social responsibility, knowledge management", volume = "6", number = "4", pages = "403-5", }
