The Strategic Position Chapter 3: Strategic Capabilities Gokhan Turgut Johnson‚ Whittington and Scholes‚ Exploring Strategy‚ 9th Edition‚ © Pearson Education Limited 2011 Slide 3.2 Strategic capabilities: the key issues Figure 3.1 Strategic capabilities: the key issues Johnson‚ Whittington and Scholes‚ Exploring Strategy‚ 9th Edition‚ © Pearson Education Limited 2011 Slide 3.3 Resources and competences • Resources are the assets that organisations have or can call upon (e
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Rarer still is the company that has aligned its differentiating internal capabilities with the right external market position. We call such companies “coherent.” Most companies don’t pass the coherence test because they pay too much attention to external positioning and not enough to internal capabilities. They succumb to intense pressure for top-line growth and chase business in markets where they don’t have the capabilities to sustain success. Their growth emanates not from the core but from
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Human resources capability framework Individual profile−levels 3 and 4 Human resources capability assessment and development tool This template has been designed to help you and your manager‚ identify and assess capability for current or future roles‚ and to plan for development needs. Managers can use this tool to conduct performance discussions with their HR practitioners‚ identify capability development needs and agree on a learning and development plan. Prior to the performance discussion
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actions accordingly. Goh‚ S. C. (2003). Improving organizational learning capability: lessons from two case studies. The Learning Organization‚ 10(4)‚ 216-227. This aim of this paper is to describe a tool to measure organizational learning capability‚ which is a modified model of his former five strategic building blocks for a learning organization. This tool includes five aspects to measure the learning capability of organizations----clarity of mission and vision‚ leadership commitment and
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Gap Analysis I 1.1 Capability Gap Analysis The following Table 1 depicts the capability gap analysis of HP compared against its competitors namely Pharmaniaga‚ Kotra Pharma‚ Hovid and CCM Duopharma. The capabilities of competitors have been identified based on their recent annual reports and content posted in their respective websites. Table 1: Capability Gap Analysis Functional Area 1 Capability 2 Home Pharma Description of Home’s capability 3 Average the Capabilities of Closest two (2)
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inimitable resources (VRI) capabilities: What leads to competitive advantage? Nuno Cardeal1* and Nelson António2 1 Católica-Lisbon School of Business Economics‚ Universidade Católica Portuguesa‚ Palma de Cima‚ Lisbon‚ Portugal. 2 ISCTE-IUL Lisbon‚ Av. Forças Armadas‚ Lisbon‚ Portugal. Accepted 13 July‚ 2012 The resource-based view (RBV) argues that valuable‚ rare‚ inimitable resources and organization (VRIO) lead to competitive advantage. Dynamic capabilities (DC) are a comparatively new
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implemented in their systems. This study ensures them that investing in SOA will enable agility which has become important paradigm and competitive weapon for them. This research further addresses the how part of agility and prescribes that what capabilities need to be developed and how they can develop the
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Digital Convergence Suppose that you decide to launch a research project in response to this call for papers. Write a research paper that explores the relationship between digital systems and emergent competition. Describe‚ in detail‚ the relevant research problem your paper would study‚ the current state of knowledge in that area‚ the research methodology to be used‚ and the expected research findings and their significance. Digital Convergence: Can it deliver Competitive Advantage in Large Scale
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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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