The resource based view of the firm (RBV) deals with the concept that by understanding the internal resource base and core competences‚ the management of a business will be able to employ this specific knowledge to create and sustain a competitive advantage. The RBV promotes the idea of firm heterogeneity and the notion that the conscious and tacit development of idiosyncratic bundles of resources and competences will provide competitive advantage. This is in contrast to the traditional analysis
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Internationalization: a "Born-Global" Versus Approach This article is based on a study of 16 in-depth case histories of New Zealand firms. It uses both the traditional and the "born global" approaches as a to study framework ABSTRACT the international ization processes of the firms. The authors use the histories to conduct a systematic analysis of the extent to which firms that might be categorized as following a traditional or born-global internationalization path differ in the strategies
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EPRG Framework A firm needs to an appropriate orientation for the world market. While looking for orientation‚ it is important to understand the EPRG framework. Ethnocentric (E) orientation refers to home country organization. Here the firm ’s reference point is the home market. Generally‚ when the firm is ethnocentric‚ it looks for foreign markets to sell its currents products and surpluses. There is hardly any or minimal product adaptation for the foreign markets. Maybe some minor changes are
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(Jovanic 1982 cited in Liedholm 2001)‚ a firm enters a market without knowing its own potential growth. Only after entry does the firm start to learn about the distribution of its own profitability based on information from realized profits. By continually updating such learning‚ the firm decides to expand‚ contract‚ or to exit. This learning model states that firms and managers of firms learn about their efficiency once they are established in the industry. Firms expand their activities when managers
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difficult to understand this topic because many firms contribute for one product’s manufacturing. So‚ we can not say that is import and export because everbody needs everyone. There are some reasons lead people to import. These are techinical causes‚ entrepreneurial firm’s causes and economic causes lead to import. The first reason why I do not support that idea is that there are several different technical causes about manufacture of a product. So‚ firms import. These causes are talented employees
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introduces the definition first suggested by Teece et al. (1997) who determined resources as ‘firm – specific assets that are difficult if not impossible to imitate’. In comparison to Teece‚ Barney (1991) describes resources differently. He describes resources as it ‘includes all assets‚ capabilities‚ organizational processes‚ firm attributes‚ information‚ knowledge etc. controlled by a firm that enable the firm to conceive of and implement strategies that improve its efficiency and effectiveness’.
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competitive factors on a firm‚ we usually consider other firms within the same industry selling similar products. [1] and although it is true that other firms in the same industry present competition‚ Porter challenged this over simplified view by considering other forces that will also affect the firms competitive ability . The diagram below highlights the 5 main forces. [pic] 2. Potential Entrants into the market This force is concerned with the new firms that may try to enter
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key characteristics of successful growth businesses. Most of the small businesses do not grow beyond their classification as a micro firm‚ very few of the small firms rise to become a medium-size enterprise‚ and even fewer rise to become large companies in the future. Storey (1994) has identified three key components in the analysis of the growth of the small firms‚ they are influenced by the characteristics of the entrepreneur‚ the characteristics of the organization; and the types of strategy associated
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CHAPTER -12 ORGANIZING PRODUCTION Production- is any activity designed or to manufacture goods & services to satisfy people’s wants. The firm uses the resources of land‚ labour‚ capital (input) to make goods and services (output) The people who make and sell goods and services are known as producer and the people who use these goods and services to satisfy their wants and needs are known as consumer. Stages of production 1. Primary sector- also known as extractive industries
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how strategic entrepreneurship helps firm create value. Strategic entrepreneurship is taking entrepreneurial actions using a strategic perspective. In this process‚ it involves simultaneous opportunity-seeking and advantage-seeking behaviours that will results in superior firm performance. So‚ identifying opportunities to exploit through innovations is the entrepreneurship dimension of strategic entrepreneurship and it is important things nowadays for firm in order to compete and survive in the
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