拉筹伯Assignment代写:小公司的公路运输行业的生存

拉筹伯Assignment代写:小公司的公路运输行业的生存

拉筹伯Assignment代写:小公司的公路运输行业的生存

在本文中,有人会争辩说,在英国的小企业的生存研究(英国)马青顿等公路运输业。(2003)虽然有趣,结构良好,但可能太受限制。这种说法将采用马青顿等人开发的批判性分析。(2003)分析其概念、研究方法、主要结论及现实意义。

本文研究了劳动力短缺的问题在英国道路运输行业和它如何影响小企业。在研究时的劳动力短缺被认为是该行业最大的问题。七的家庭拥有公路运输公司的卡车司机的招聘和保留的过程进行解剖,过一段时间。

马青顿等人。使用半结构化面试,超过一二年的时间内执行他们的研究。从数据收集的结果被用来制定自己的说法,“一套最小的筹码(人力资源管理)是必要的,继续生存的小企业”(2003:5)。这代表了一个修改的基于资源观理论(RBV),作者作为一个分析框架。所有者经理是依赖于非正式的招聘方法支持的行业和当地的劳动力市场的深刻理解是用来捍卫这一论点的假设。

研究结果表明,这些小公司拥有一个“组织过程优势”,已经开发了一个精明的和挑剔的方式,让他们的连续存在。在结论部分,作者认为RBV而被扩展到包括小企业产业没有形成实现持续的竞争优势和实现工业的领导目标有用的需要。

马青顿等人。同意RBV可以重新强调了其相关的战略管理分析的一个有用的框架。作者同意这即使表明在实践中无法直接适用RBV因为它的概念是不容易衡量的。马青顿等人。采用结构化的RBV,突出其优势和劣势使他们的论点有效平衡分析。

拉筹伯Assignment代写:小公司的公路运输行业的生存

资源观,根据Barney(1991),说明有一个资源必须具备为了获得可持续竞争优势的四个关键属性。资源必须是:有价值的(有价值的)、稀有的或独特的,完全移动(不容易出售或交易)和不可替代性(不易复制)。一个资源被占用的第五个属性是COFF后来加入(1997)和卡姆奇(1996)的人认为,从宝贵的资源产生的利润应归公司的股东

 

In this paper it will be argued that the research on survival of small firms in the United Kingdom (UK) road haulage industry by Marchington et al. (2003) while interesting and well-structured is perhaps too restricted. This argument will be developed using a critical analysis of Marchington et al.’s (2003) paper analyzing its concepts, research methodology, main findings and practical implications.

The article studies the issue of labour scarcity within the UK road haulage industry and how it impacts on small firms. Labour scarcity at the time of the study was deemed the industry’s biggest problem. The recruitment and retention processes of lorry drivers from seven family owned road haulage companies were dissected over a period of time.

Marchington et al. executed their study using semi-structured interviews over a two year period. The results from the data collection were used to formulate their argument that “a minimum set of table stakes (HR practices) is necessary for the continued survival of small firms” (2003:5). This represented a modification of the Resource Based View theory (RBV) which the authors used as a framework of analysis. The hypothesis that owner-managers are dependent on informal methods of recruitment supported by a deep comprehension of the industry and the local labour market was used to defend this argument.

The research findings indicated that these small firms possessed an “organisational process advantage” which has been developed in a shrewd and discerning way to allow their continuous existence. In conclusion, the authors recognised that the RBV while useful needs to be extended to include small firm industries which do not form goals of achieving sustained competitive advantages or attaining industrial leadership.

Marchington et al. agreed that the RBV can be a useful framework for analysis in a bid to re-emphasise its relevance in strategic management. The authors agreed to this even after suggesting that the RBV is not straightforwardly applicable in practice because its concepts are not easily measureable. Marchington et al. employed a well-structured, balanced analysis of the RBV highlighting both its strengths and weaknesses to make their argument valid.

The RBV, according to Barney (1991), states that there are four key attributes that a resource must possess in order to yield a sustainable competitive advantage. A resource must be: valuable (worth something), rare or unique, imperfectly mobile (cannot be easily sold or traded) and non-substitutable (is not easily copied). The fifth attribute of a resource being appropriable was added later by Coff (1997) and Kamoche (1996) who believed that profits generated from valuable resources should be appropriated to the company’s shareholders

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