Drawing upon a Natural Resource-Based View(NRBV),this paper aims to propose a quantitative model that could be used to investigate whether Lean Manufacturing(LM)practices/tools can improve the three aspects of corpora...Drawing upon a Natural Resource-Based View(NRBV),this paper aims to propose a quantitative model that could be used to investigate whether Lean Manufacturing(LM)practices/tools can improve the three aspects of corporate sustainability performance(economic,environmental,and social).This paper is based on a theoretical study to develop a new model by reviewing the literature and proposing new ideas according to the Natural Resource-Based View(NRBV).Reviewing the literature showed that there is a significant association between LM practices/tools implementation and the improvement on three aspects of corporate sustainability performance(economic,environmental,and social).This paper provides insights to manufacturing managers about the ability of LM practices to reduce cost of operations and maximize the value provided to customers.Further,it highlighted the importance of LM practices implementation to manage organizations’activities responsibly in terms of their environmental,social,and economic effects.By proposing such a quantitative model according to a NRBV,this study contributes to a broader understanding of how LM practices affect three pillars of sustainability.展开更多
The Resource-Based View(RBV)has been widely adopted to analyse multinational enterprises'(MNEs)competitive advantages through internal resources.However,its limitations in addressing external environmental factors...The Resource-Based View(RBV)has been widely adopted to analyse multinational enterprises'(MNEs)competitive advantages through internal resources.However,its limitations in addressing external environmental factors remain underexplored.This study critically evaluates RBV's applicability by examining Haagen-Dazs's paradoxical performance:its success in the U.S.market versus its struggles in China.Using the VRIO framework,we identify how sustainable advantages—such as brand culture and a direct operating model—drove U.S.dominance,while temporary advantages(e.g.,premium ingredients)failed in China due to local competition and market heterogeneity.Further analysis reveals that RBV overlooks critical external factors,including income disparities and competitive intensity,which significantly undermined Haagen-Dazs's Chinese strategy.Empirical data confirm that China's price-sensitive consumers and rising domestic brands reduced Haagen-Dazs's market share to 1%.The findings argue that MNEs must integrate macro-environmental analysis with RBV to navigate diverse markets.This research advances international business theory by bridging RBV's internal focus with external contingencies,offering strategic insights for MNEs expanding globally.展开更多
文摘Drawing upon a Natural Resource-Based View(NRBV),this paper aims to propose a quantitative model that could be used to investigate whether Lean Manufacturing(LM)practices/tools can improve the three aspects of corporate sustainability performance(economic,environmental,and social).This paper is based on a theoretical study to develop a new model by reviewing the literature and proposing new ideas according to the Natural Resource-Based View(NRBV).Reviewing the literature showed that there is a significant association between LM practices/tools implementation and the improvement on three aspects of corporate sustainability performance(economic,environmental,and social).This paper provides insights to manufacturing managers about the ability of LM practices to reduce cost of operations and maximize the value provided to customers.Further,it highlighted the importance of LM practices implementation to manage organizations’activities responsibly in terms of their environmental,social,and economic effects.By proposing such a quantitative model according to a NRBV,this study contributes to a broader understanding of how LM practices affect three pillars of sustainability.
文摘The Resource-Based View(RBV)has been widely adopted to analyse multinational enterprises'(MNEs)competitive advantages through internal resources.However,its limitations in addressing external environmental factors remain underexplored.This study critically evaluates RBV's applicability by examining Haagen-Dazs's paradoxical performance:its success in the U.S.market versus its struggles in China.Using the VRIO framework,we identify how sustainable advantages—such as brand culture and a direct operating model—drove U.S.dominance,while temporary advantages(e.g.,premium ingredients)failed in China due to local competition and market heterogeneity.Further analysis reveals that RBV overlooks critical external factors,including income disparities and competitive intensity,which significantly undermined Haagen-Dazs's Chinese strategy.Empirical data confirm that China's price-sensitive consumers and rising domestic brands reduced Haagen-Dazs's market share to 1%.The findings argue that MNEs must integrate macro-environmental analysis with RBV to navigate diverse markets.This research advances international business theory by bridging RBV's internal focus with external contingencies,offering strategic insights for MNEs expanding globally.
