internal strengths and weaknesses. To Barney the SW should be given more attention. • An understanding of sources of competitive advantage requires the analysis of firm’s internal weaknesses and strengths as well internal attributes ( resources ‚ capabilities and core competences). • Financial resources : Debts ‚ equity ‚ retained earnings. • Physical resources :Machines ‚ manufacturing facilities ‚ buildings. • Human resources : Experience ‚ knowledge ‚ judgment ‚ risk taking propensity ‚wisdom of
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threats‚ are resources and capabilities that either utilize the opportunities and strengths or counteract with threats and weaknesses of the firm. Resources and capabilities have the potential to be the basis for competitive advantage when they are valuable‚ rare‚ costly to imitate‚ and non-substitutable. When these criteria are met‚ resources and capabilities become core competencies which where we can get our competitive advantage. After identifying the resources and capabilities of the company‚ we now
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technology capabilities: the case of railway development in Indonesia Kartiko Putranto ∗‚ Don Stewart‚ Graham Moore International Technologies Centre (IDTC)‚ Department of Civil and Environmental Engineering‚ The University of Melbourne‚ Parkville‚ Victoria 3010‚ Australia Abstract Technology capabilities include various abilities from project planning to learning. In developing countries‚ technology transfer is often carried out in order to enhance the local technology capabilities. Through
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The Influence Factors of Dynamic Capabilities: The Case of Innovation Speed at Korean Electronics Companies DISSERTATION of the University of St.Gallen‚ Graduate School of Business Administration‚ Economics‚ Law and Social Sciences (HSG) to obtain the title of Doctor of Business Administration submitted by Florian Fuhl from Germany Approved on the application of Prof. Dr. Li Choy Chong and Prof. Dr. Narendra Agrawal Dissertation No. 3211 Druckerei Lauterberg‚ Ketzin‚ 2006 The University
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can be seen some of its own view of its resources and capabilities: “Our strategy is built on three pillars: consolidation and diversification; leveraging our footprint and intellectual capacity; and convergence and operational evolution.” Identifying MTN’s resources The application of Grant’s model (2008‚ p131) to identify MTN’s resources is summarised in the figure below: Exploring the linkages between MTN’s resources and capabilities In the case of the mobile telephone industry in South
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Rivalry 6 Five Forces Redux 6 3. Analyzing Firm Capabilities 7 Introduction to Analyzing Firm Capabilities 7 Introduction to Analyzing Firm Capabilities 7 Strategist’s Toolkit: Capabilities Analysis Reading 7 Capabilities Analysis‚ Value Chain‚ and Alignment 7 Strategist’s Toolkit: Capabilities Analysis 7 Value Chain 7 Alignment 7 Sustainability and Building Capabilities 7 Sustainability 7 Building Capabilities 7 4. Analyzing Competitive Dynamics 8 Introduction
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Understand the significance of the internal environment for strategy. Distinguish between the positioning and the resource‐based perspectives. Case problem: Why is it important for the strategic decision‐makers to understand thoroughly their organisation ’s resources‚ capabilities and core competences? Case media Stanford ’s Entrepreneurship Corner - Case study © Dr Phil Kelly 2009 Company Amyris Biotechnologies Amyris Biotechnologies is translating the promise of synthetic biology into solutions for real‐ world problems
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largest corporations in the America. The success of Wal-Mart is mainly due to its core competences. Core competences are valuable‚ rare‚ costly to imitate and non-substitutable. Before identifying core competencies of Wal-Mart the resources and capabilities must be identified. Tangible Resources 1) Financial Resources Wal-Mart has the ability to generate internal funds. This is evident in Exhibit 3. In the year of 2007‚ net income has increase to 11.709 billion as compared to 11.555 billion
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integration of space capabilities into Joint Force will bring better effectiveness‚ coordination‚ and protection across all domains. Making the space assets more resilient will deter adversaries from temptation to take them out‚ and that will benefit to the overall Joint Force operations. Contrary‚ perception that space assets can be easily attacked could have consequence of deterring the U.S. to entry into the conflict in the first place. Improvement on the existing capabilities to disseminate limitations
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each‚ contesting a 17-race series. It involves two titles‚ the Driver’s Championship and the Constructors Championship. Formula One today is a highly dependent on technology (Denison and Henderson‚ 2004). This article will discuss the resources‚ capabilities and attributes required by Formula One constructors. This article will also analyse the reasons for the dominance of different constructors during different periods‚ by using one of the methods of identifying competitive advantage. It will analyse
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