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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Strategic Capability LEARNING OUTCOMES After reading this chapter you should be able to: ➔ Distinguish elements of strategic capability in organisations: resources‚ competences‚ core competences and dynamic capabilities. ➔ Recognise the role of continual improvement in cost efficiency as a strategic ➔ Analyse how strategic capabilities might provide sustainable competitive advantage on the basis of their value‚ rarity‚ inimitability and nonsubstitutability. ➔ Diagnose strategic capability by means
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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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