Strategic Capabilities 2011 Introduction Strategy is all about planning the next moves‚ making decisions - how and where to move forward from the current position. In the past‚ strategy was associated mainly with the military sector‚ the top chiefs of command were making tactical choices in order to defeat their rivals and achieve victory. In the business sector the purpose of strategy is in principle the same‚ planning and building a road or path that will lead us to where ever it is
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Strategic Management Journal Strat. Mgmt. J.‚ 21: 1105–1121 (2000) DYNAMIC CAPABILITIES: WHAT ARE THEY? KATHLEEN M. EISENHARDT* and JEFFREY A. MARTIN Department of Management Science and Engineering‚ Stanford University‚ Stanford‚ California‚ U.S.A. This paper focuses on dynamic capabilities and‚ more generally‚ the resource-based view of the firm. We argue that dynamic capabilities are a set of specific and identifiable processes such as product development‚ strategic decision making‚ and
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“An internal capacity for leveraging resources and competences is a prerequisite for creating competitive advantage. Discuss‚ with references to theory and real world organization of your choice”. Strategic management is a multi faced and vast area of study with many theorists presenting differing views as to what is crucial to the successful formulation of strategy. This essay will present an explanation of the internal capacity of leveraging resources and competences and show how they are creating
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What are capabilities? What must firms do to create capabilities? Capability is a capacity for a set of resources to integratively perform a stretch task. It represents the identity of the firm as perceived by both its employees and customers. It is the firm’s ability to perform better than competitors using a distinctive and difficult to replicate set of business attributes. The organization’s capability is comprised of three core assets – physical capital‚ including all tangible assets; technology
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MINUTE BURGER Chapter I. Company name: Leslie Corporation Address: AB Fernandez Dagupan City Branch Contact person: Leslie Corporation‚ Franchising Department 4 Dama de Noche St.‚ UPS 4‚ Paranaque City Tel: (02) 776-7740‚ 823-2566 loc. 269 Email: info@minuteburger.com Web: www.minuteburger.com 1.2 Minute burger‚ a newly founded business which majors in Pangasinan deals with the all new popular buy one take one burgers. Minute burger majorly functions in the selling of burgers‚ prepared
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Burger Machine Holdings Corporation‚ more commonly known as Burger Machine ‚ is one of the notable fastfood companies in the Philippines. It is a sub-company of the Gilmore Food Corporation. Unlike Jollibee and other burger chains‚ Burger Machine has always been retailing in outdoor stands instead of shops. History It was created in 1981 by Fe Esperanza S. Rodriguez and a sister who both planned to turn two old small buses into mobile stores‚ an idea they adapted from America. It was their fondness
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MOS burger is a Japanese style fast-food restaurant chain which was founded in Tokyo in July 1972. In 1991‚ the first MOS burger store was opened on Xin Sheng South Road in Taipei and till now there are 174 stores distributed all over in Taiwan. Since 2004‚ Taiwan and Japan’s MOS burger have been selecting natural beef from New Zealand synchronously. The brand name‚ MOS burger‚ clearly states the goals of founder. “M” stands for mountain which is dignified and noble‚ “O” is to have a wide and vast
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Introduction A company’s capability means the ability to innovate‚ or to respond to changing customer needs. Organizational capabilities are key intangible assets that make a significant difference when it comes to market value. Organizational capabilities are stable over time and more difficult to copy than other competitive advantages like product strategy or technology. A capabilities audit can show a company how measure up and how to build on intangible strengths to implement cultural interchange
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Process capability studies determine whether a process is unstable‚ investigate any sources of instability‚ determine their causes‚ and take action to resolve such sources of instability. After all sources of instability have been resolved in a process‚ the natural behavior of the process is called its process capability. Process capability compares the output of a process (called “Voice of the Process”) with the customer’s specification limits for the outputs (called “Voice of the Customer”). A
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Center for Advanced Human Resource Studies (CAHRS) CAHRS Working Paper Series Cornell University ILR School Year 2005 A Resource-Based View Of International Human Resources: Toward A Framework of Integrative and Creative Capabilities Shad S. Morris Cornell University Scott A. Snell Cornell University Patrick M. Wright Cornell University This paper is posted at DigitalCommons@ILR. http://digitalcommons.ilr.cornell.edu/cahrswp/284 CAHRS at Cornell University 187 Ives Hall Ithaca
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