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The Competitive Advantage As A Result Of An Organizational Chart Based On Market Orientation


  • Corinne Rochette



The competitive advantage can be obtained by the use of specific strategies in an international context: off shoring and outsourcing. These, however, have limitations such as the ephemeral nature of the benefit obtained and difficulties such as building effective collaboration reflected by the need to pay particular attention to differences in professional and national cultures (between partners). The market orientation as a basis for the reconfiguration of the organizational chart and may be useful for the establishment of a value system designed to strengthen the competitive advantage.

Suggested Citation

  • Corinne Rochette, 2010. "The Competitive Advantage As A Result Of An Organizational Chart Based On Market Orientation," Studies in Business and Economics, Lucian Blaga University of Sibiu, Faculty of Economic Sciences, vol. 5(1), pages 139-145, april.
  • Handle: RePEc:blg:journl:v:5:y:2010:i:1:p:139-145

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    References listed on IDEAS

    1. Michael E. Porter, 2000. "Location, Competition, and Economic Development: Local Clusters in a Global Economy," Economic Development Quarterly, , vol. 14(1), pages 15-34, February.
    2. Claudia Ogrean & Mihaela Herciu & Lucian BelaƟcu, 2008. "Searching for new paradigms in a globalized world: Business ethics as a management strategy," Journal of Business Economics and Management, Taylor & Francis Journals, vol. 9(2), pages 161-165, February.
    3. Karl Aiginger, 2006. "Competitiveness: From a Dangerous Obsession to a Welfare Creating Ability with Positive Externalities," Journal of Industry, Competition and Trade, Springer, vol. 6(2), pages 161-177, June.
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