are also discussed. Keywords: dynamic capabilities‚ core components of dynamic capabilities‚ firm performance. INTRODUCTION How firms create and sustain competitive advantage is the fundamental issue in the field of strategic management（Rumelt‚ Schendel‚ & Teece‚ 1994; Zott‚ 2003）. The
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Lane‚ P.‚ Salk‚ J. & Lyles‚ M. (2001). Absorptive capacity‚ learning‚ and performance in international joint ventures Lei‚ D. et al.‚ 1997. Building Cooperative Advantage: Managing Strategic Alliances to Promote Organizational Learning Lippman‚ S.‚ & Rumelt‚ R. (1982). Uncertain imitability: An analysis of interfirm differences in efficiency under competition Lyles‚ M. A.‚ & Salk‚ J. E. (1996). Knowledge acquisition from foreign parents in international joint ventures: An empirical examination in the
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Index Contents Page No 1. Introduction ---------------------------------------------------------- 02 2. Company Profile ------------------------------------------------------ 02 (Part One) 3. Academic Models & Concepts ------------------------------------- 03 3.1 Core Competence ----------------------------------------------------- 03 3.2 Value Chain -----------------------------------------------------------
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Core Competence: What Does it Mean in Practice? Mansour Javidan P RAHALAD AND HAMEL’ INFLUENTIAL ARTICLE‚ “Core S Competence of the Corporation”‘ 9 has generated substantial interest in the notion of core competencies and capabilities and has helped popularize a new school of economic thought called The Resourcebased View of the Firm.2-7~g~17~1g~22 article has made The two important contributions to the literature in strategic management; it proposed a new complementary approach
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THE EFFECTS OF OWNERSHIP STRUCTURE AND BOARD EFFECTIVENESS ON FIRM PERFORMANCE: NEW EVIDENCE FROM KENYA Vincent O. Ongore‚ PhD Assistant Commissioner Kenya Revenue Authority P.O. Box 48240-00100‚ GPO Phone: + 254 (20) 310900 Mobile: +254 723854796 Nairobi. Email: Vincent.ongore@kra.go.ke Abstract Research on corporate governance is very thin on the role of owners on corporate performance‚ especially how risk-taking orientation of owners comes to bear on decision making processes of
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phenomenon that affects the change process‚ delaying or slowing down its beginning‚ obstructing or hindering its implementation‚ and increasing its costs (Ansoff‚ 1990) resistance is equivalent to inertia‚ as the persistence to avoid change (Maurer‚ 1996; Rumelt‚ 1995; Zaltman and Duncan‚ 1977) process (Waddell and Sohal‚ 1998).
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Journal of Management Studies 4 0; 1 J anuary 2003 0022-2380 Strategy Creation in the Periphery: Inductive Versus Deductive Strategy Making* Patrick Regner Institute of International Business‚ Stockholm School of Economics ABSTRACT Although Strategy process research has provided careful and in-depth descriptions and examinations of strategy‚ micro-level processes and activities have been less commonly evaluated‚ especially as regards strategy creation and development. This paper
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favoured during the 1980s and early 1990s. The fundamental principle of the RBV is that the basis for a competitive advantage of a firm lies primarily in the application of the bundle of valuable resources at the firm’s disposal (Wernerfelt‚ 1984; Rumelt‚ 1984). In order to discuss the importance of resources‚ we must first define and understand what a resource is. A resource can be tangible‚ examples of these are buildings‚ plant‚ machinery and stock. Resources can also be intangible or human resources
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Table of Contents 1. Introduction ………………………………………………..2 2. Literature review ………………………………………………...3 3. Discussion and Critical Analysis…………………………………11 4. Conclusion ……………………………………………….12 5. References ………………………………………………..13 1. Introduction This paper is trying to present and combine the basic elements of Resource-based View that are discussed in three academic articles. A resource
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Chapter 6 Corporate-Level Strategy Colorado State University Copyright © 2004 South-Western All rights reserved. R. Dennis Middlemist PowerPoint slides by: Knowledge Objectives • Studying this chapter should provide you with the strategic management knowledge needed to: Define corporate-level strategy and discuss its importance to the diversified firm. Describe the advantages and disadvantages of single- and dominant- business strategies. Explain three primary reasons why firms move
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