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1、標題標題：Integratedbrbuildingusingbrtaxonomies原文：IntrodutionTheprocessofbuildingsustainingbrsischanging.Untiltheearly1990sitwasanactivityprimarilyundertakenbyjunibrmanagerswhofocussedontacticsregardedtheirpostsasgoodtraining

2、groundsmovedonafterashttenure(LowFullerton1994).Withharsherenvironmentsfcingfirmstowkhardertogrowprofitsashiftisoccurringinthewayfirmsareganizedfbrmanagement(Gegeetal.1994).Firmsarerestructuringaroundcustomerstheprocesse

3、sthataddvaluetocustomers’consumptionexperiences.Thisisresultinginbrmanagementbecomingmeofateambasedactivitymanagedatmesenilevelsbypeoplewhoadoptamestrategicperspective.Thestrengthofthisisthatabroadspectrumofskillscanberi

4、chlyfusedtoaddressthemyriadofcompanywideissuesthatneedcodinatingwhenimplementingbrstrategy.Howeverbecauseofteammembers’diversebackgroundsthereisagreaterlikelihoodofdifferinginterpretationsaboutthenatureoftheirbr(Assael19

5、92).Inthesesituationsfirmsmightnotbegainingmaximumbenefitfromharmonizingalltheactivitiesacrosstheirvaluechainssincedifferentdepartmentsmaynotbewkingtowardthesamegoal(cf.MintzbergWaters’(1982)fmulatedversusrealizedstrateg

6、y).Asthispapershowsdifferentcategiesofbrsneedmanagingindifferentways.Unlessallmembersofthebr’steamfullyappreciatethetypeofbrtheyaremanagingtheymayindividuallybemakingincrectassumptionsaboutthewktheirdepartmentshouldunder

7、takeresultinginsuboptimalefficiency.Fexampleoneganizationlaunchedasuccessfuldrinksbrafewyearslaterthendevelopedavariantwhichhadameupmarketpositioning.Thenatureofthisnewbrvariantwaspolycommunicatedinternallybecauseofthiss

8、omeofthenationalaccountssalesteamadoptedaninappropriatepolicyofpricediscountingtogaindistributionthroughsomeofthemajgroceryretailers.Whenthefirmtheneedsofdifferentdistributionchannels.Asaconsequencethereisscopefdiversepe

9、rceptionsamongtheteam.Managers’perceptualprocessesAconsiderationofperceptualprocessesprovidesfurtherexplanationfdiverseviews.Thetypeofinfmationtowhichmanagersareexposedaffectstheirviews.Withtheteamconsistingofindividuals

10、fromdifferentdepartmentsinadditiontoexternalspecialistadvissitisunlikelythateveryonehasthesameaccesstoallthefirm’sinternalinfmation.Inadditiondifferentmagazinestradeconferencesareattendedbydifferentindividualsfurtheraffe

11、ctingtheirviewsabouttheirbr.Whenreadingabouttheirfirm’scompetits’brmarketingactivitysomemanagersmayhavebecomealmostconditionedtoacceptingthehisticalstrategiesfollowedbyindividualbrs.Whentherearesmalldeviationsfexampleaco

12、mpetit’sbrwhichhasalwaysbeen10percentcheaperthantheirbrbecoming12percentcheaperthesechangesmaybebelowtheirthresholdofrecognition(Assael1992).Assuchtheydonotfullyregistersmallchangesndotheygivemuchconsiderationcomparedwit

13、hothercolleagueswhofmnewviewsaboutcompetingbrs.Whencirculatedwithbrdocumentationdifferentmanagersarelikelytobeattentivetodifferentaspectsofthese.Inpartthisisduetotheirpersonalbackground.Thusevenwhenthebr’steamaregiventhe

14、sameinfmationindividualsfocusonparticularpartstheirinterpretationsaretingedbytheirpersonalbiases.Afurtherhurdleispresentedbythedifferencesincomprehensionbetweenteammembers.Whenmarketingfexamplehightechnologybrssomeofthel

15、esstechnicallyientedmanagersmaynotwishtoaskfclarificationofaparticulartermbecauseofivecomprehension(KieslerSproull1982)therecouldbedifferentinterpretations.Anotherinstancecouldbeasectionofabrplanningdocumentthatisambiguo

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