1. Makadok (2001) emphasizes the distinction between capabilities and resources by defining capabilities as “a special type of resource‚ specifically an organizationally embedded non-transferable firm-specific resource whose purpose is to improve the productivity of the other resources possessed by the firm” [4](p389). “[R]esources are stocks of available factors that are owned or controlled by the organization‚ and capabilities are an organization’s capacity to deploy resources”:[3] p. 35. Essentially
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Information Systems Research Vol. 21‚ No. 2‚ June 2010‚ pp. 249–270 issn 1047-7047 eissn 1526-5536 10 2102 0249 informs ® doi 10.1287/isre.1080.0220 © 2010 INFORMS Technological Frames‚ Organizational Capabilities‚ and IT Use: An Empirical Investigation of Electronic Procurement J. Mack Robinson College of Business‚ Georgia State University‚ Atlanta‚ Georgia 30303‚ amishra@gsu.edu Robert H. Smith School of Business‚ University of Maryland‚ College Park‚ Maryland 20742‚ ragarwal@rhsmith
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Course Title: Strategy & Policy Section: A Semester: Fall 2012 Program: MS-Mgt Assignment #5 [Position Paper: Dynamic Capabilities and Strategic Management] Submitted to: Dr. Sarwar M. Azahar Submitted by: Syed Shahid Hussain 12013092-016 Maham Shahid 12014092-001 Rehman Asif 12013092-011 Due Date: 13th December 2012 Submission Date: 13th December 2012 Marks: Comments: _______________________________________________________________________
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around Vodafone’s long-term strategies in terms of its international presence. So as to help Vodafone pursue the aforementioned goals‚ we were assigned a consulting mandate to evaluate the following queries: 1- Are Vodafone’s organizational capabilities correctly aligned with their current strategy? If not‚ how could they improve them in order to grow within the competitive market they are facing? 2- Does Vodafone’s organizational structure enable them to
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Chipotle Mexican Grill Introduction When Steve Ells decided to create a restaurant concept that combined the quick-serve experience with exceptional quality food‚ he didn’t know it would be an instant hit (Thompson‚ Peteraf‚ Gamble‚ & Strickland III‚ 2015). He was looking for a way to use his culinary training and restaurant experience to elevate the fast-food concept. This transformed the way people thought about fast-food. His concept centered on a focused menu serving only high-quality‚ fresh
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Table of Contents Capability Maturity Model (CMM) 3-6 People Capability Maturity Model (P-CMM)... 7-8 Software Acquisition Model (SA-CMM) 8 Capability Model Model Integration (CMMI) 9-11 CMM and ISO 9001 11-12 A process is "a system of operations in producing something ... a series of actions‚ changes‚ or functions that achieve an end or result" (Webster’s Dictionary). With the growing emphasis
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Capability Maturity Model Capability Maturity Model is a reference model of mature practices in a specified discipline‚ used to assess a group’s capability to perform that discipline. CMM is a collection of instructions an organization can follow with the purpose to gain better control over its Software development process. Capability Maturity Models differ by discipline‚ structure (staged versus continuous)‚ how maturity is defined and how capability is defined. CMM are used in process Improvement
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staffs of Chipotle. The data given by the Centre for Disease Control indicates that fifty-two individuals in nine states have been infected with E.coli (Sander‚ 2011). Conversely‚ it is not easy to tell the source of the infection. Chipotle deals with a larger chain of supply‚ therefore‚ it makes it tougher to detect where the dieses is coming from. Chipotle has about one thousand nine hundred foot outlets. The more stores may result in food shortage and improper food safety. Chipotle is experiencing
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the companies. In general‚ the formula for WACC is the following: As implied by the formula itself‚ if a company does not have interest-bearing debts‚ then its WACC would equal to its cost of equity. This is exactly the case of Chipotle. As December of 2016‚ Chipotle had no interest-bearing debt and $417.7 million in cash and short-term investments in its balance sheet. These cash and short-term investments‚ along with cash
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effort to answer this question‚ a thorough internal investigation can be helpful in determining what aspects of this company are making it an industry leader. Two aspects of this internal analysis of Exxon Mobile are the company’s resources and capabilities. Resources One of the most reputable resources that Exxon Mobil has today is a strong brand name. Exxon Mobil operates all over the world and is recognized in every part of the world (Datamonitor‚ 2008). When people all over the world know who
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