Ahuja‚ G. and Katila‚ R. (2004)‚ “Where do resources come from? The role of idiosyncratic situations”‚ Strategic Management Journal‚ Vol Barney‚ J. (1991)‚ “Firm resources and sustained competitive advantage”‚ Journal of Management‚ Vol Barney‚ J. (2002)‚ Gaining and Sustaining Competitive Advantage‚ 2nd ed.‚ Prentice-Hall‚ Englewood Cliffs‚ NJ. Barney‚ J.B. and Hesterly‚ W.S. (2006)‚ Strategic Management and Competitive Advantage: Concepts and Cases‚ Pearson Education‚ Upper Saddle River‚ NJ. Black‚
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IBUS5003 Group Project Toyota’s Nightmare in USA Student Name: Ariana Borjian‚ Lina Yang‚ Zhen Liu‚ Ke Gui‚ Yang Song‚ Zeting Huang SID: 420022390‚ 420008534‚ 420135427‚ 430395637‚ 430028528‚ 420140959 Group Name: Toyota’s Nightmare in USA SID: 420022390‚ 420008534‚ 420135427‚ 430395637‚ 430028528‚ 420140959 Table of Contents Executive summary....................................................................
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VRIO ANALYSIS Barney and Hesterly (2006)‚ describe the VRIO framework as a good tool to examine the internal environment of a firm. They state that VRIO “stands for four questions one must ask about a resource or capability to determine its competitive potential: 1. The Question of Value: Does a resource enable a firm to exploit an environmental opportunity‚ and/or neutralize an environmental threat? 2. The Question of Rarity: Is a resource currently controlled by only a
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References: Barney‚ J. (1991)‚ The Resource-Based Model of the Firm: Origins‚ Implications‚ and Prospects‚ Journal of Management‚ vol.17 Barney‚ J. et al (1991)‚ The Resource-based view of the firm: Ten years after 1991‚ Journal of Management 27 pg 625-641 Lynch‚ R. (2003)‚ Corporate Strategy‚ 3rd ed.‚ Prentice Hall Financial Times
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reputation. European Journal of Marketing‚ 40 (7/8) 730-41. Barney‚ J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management‚ 17 (1) 99-120. Barney‚ J. B. (1997). Gaining and Sustaining Competitive Advantage. Reading‚ Massachusetts: Addison-Wesley. Barney‚ J. B. (2001). Is the resource-based “view” a useful perspective for strategic management research? Yes. Academy of Management Review‚ 26 41-56. Barney‚ J. B. and Hesterly‚ W. S. (2010). Strategic management and competitive advantage:
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References: Strategic Management and Competitive Advantage: Jay B. Barney‚ & William S. Hesterly‚ Chapters 4-5.(page 102-160) Caluniversity Study Guide‚ Chapters 1-3 (pages 28-41)
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Management Decision Can competitive advantage be predicted?: Towards a predictive definition of competitive advantage in the resource-based view of the firm Andreas Hinterhuber Article information: Downloaded by UNIVERSITY COLLEGE BIRMINGHAM At 12:53 29 June 2015 (PT) To cite this document: Andreas Hinterhuber‚ (2013)‚"Can competitive advantage be predicted?"‚ Management Decision‚ Vol. 51 Iss 4 pp. 795 812 Permanent link to this document: http://dx.doi.org/10.1108/00251741311326572 Downloaded
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Introduction For many decades‚ corporate social responsibility (CSR) has been viewed as a waste of resources – money‚ labor‚ time‚ etc. – which conflicts with the firm’s responsibility to make profits in order to compensate its shareholders (Friedman‚ 1970; Henderson‚ 2001; Jensen‚ 2002; Levitt‚ 1958; Sundaram & Inkpen‚ 2004). On the contrary‚ especially during the last years‚ many supporters of CSR came up with the argument that CSR provides a company with a series of specific benefits that very
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Strategy assignment “ Edinburgh Zoo ” The preparatory group work was undertaken by: Introduction to the assignment and to Edinburgh Zoo This document reflects on a group work in respect of the current and estimated future strategy of Edinburgh Zoo. The group looked at the organisation using the contextual framework of an animal-related day-out fun-opportunity for families and tourists in Scotland‚ in particular for the inhabitants of Glasgow and Edinburgh. Due to collaboration limitations
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1. Introduction Fashion retail market has few barriers to entry and has minor or no opportunity to protect unique propositions. Participants in the industry usually quickly imitate trends and styles within the market. In addition‚ price competition in the market is drastic. This paper took French Connection as an example to evaluate its situation in the competition and give out suggestions. French Connection is an UK-based fashion retailer found by Stephen Marks in 1972. Positioning in the
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