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Under pressure to improve productivity, quality, and speed, managers have embraced tools such as TQM, benchmarking, and re-engineering. Dramatic operational improvements have resulted, but rarely have these gains translated into sustainable profitability. And gradually, the tools have taken the place of strategy. In his five-part article, Michael Porter explores how that shift has led to the rise of mutually destructive competitive battles that damage the profitability of many companies. As managers push to improve on all fronts, they move further away from viable competitive positions. Porter argues that operational effectiveness, although necessary to superior performance, is not sufficient, because its techniques are easy to imitate. In contrast, the essence of strategy is choosing a unique and valuable position rooted in systems of activities that are much more difficult to match. 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"callNumber": "", "rights": "", "extra": "", "tags": [], "collections": [ "HZT8W5Z4" ], "relations": {}, "dateAdded": "2026-04-15T11:34:57Z", "dateModified": "2026-04-15T11:34:57Z" } }, { "key": "KX4T3U8P", "version": 12510, "library": { "type": "group", "id": 509451, "name": "onlineplus", "links": { "alternate": { "href": "https://www.zotero.org/groups/onlineplus", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/509451/items/KX4T3U8P", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/onlineplus/items/KX4T3U8P", "type": "text/html" } }, "meta": { "createdByUser": { "id": 12034166, "username": "KAschenbrenner", "name": "", "links": { "alternate": { "href": "https://www.zotero.org/kaschenbrenner", "type": "text/html" } } }, "creatorSummary": "Müller and Lecoeuvre", "parsedDate": "2014-11-01", "numChildren": 0 }, "data": { "key": "KX4T3U8P", "version": 12510, "itemType": "journalArticle", "title": "Operationalizing governance categories of projects", "creators": [ { "creatorType": "author", "firstName": "Ralf", "lastName": "Müller" }, { "creatorType": "author", "firstName": "Laurence", "lastName": "Lecoeuvre" } ], "abstractNote": "This study operationalizes an existing concept for the categorization of governance approaches for projects. For that the concept's four governance paradigms, based on the overlay of the shareholder–stakeholder orientation with the behavior–outcome control of a project's parent organization are measured. The measurement dimensions were derived from the intersection of governance and organization theory with project management theory, thereby addressing those areas of corporate governance and organizational control that extend into projects. The application of the measurement construct, its validity and reliability are tested through a world-wide questionnaire with 478 responses. Analysis of the responses shows the differences in governance structures for projects by country, project size, and project type. 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This book describes how a confused decision maker, who wishes to make a reasonable and responsible choice among alternatives, can systematically probe his true feelings in order to make those critically important, vexing trade-offs between incommensurable objectives. The theory is illustrated by many real concrete examples taken from a host of disciplinary settings. The standard approach in decision theory or decision analysis specifies a simplified single objective like monetary return to maximise. 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In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies--including Mobil, CIGNA, and AT&T Canada--Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems. Kaplan and Norton articulate the five key principles required for building strategy-focused organizations: 1) translate the strategy into operational terms, 2) align the organization to the strategy, 3) make strategy everyone's everyday job, 4) make strategy a continual process, and 5) mobilize change through strong, effective leadership. 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