Summary

Topics: Management, Strategic management, Strategic planning Pages: 4 (939 words) Published: February 8, 2013
Reading 2/6/13

1.M. A. Peterlaf, “The Cornerstones of Competitive Advantage: A Resource‐Based View,” Strategic Management Journal, Vol. 14 (1993): pp. 179–92.

This article told about the resource based view of competitive advantage, combined with the existing opinions to the resource saving mode and company performance.There are four conditions to keep the competitive advantage:resource heterogeneity,ex post limits to competition,imperfect resource mobility and ex ante limits to competition.This new model can help company adjust to different markets and is widely applied to single-business as well as multibusiness corporate strategy.

2.Gary R Fane, M. Reza Vaghefi, Cheryl Van Deusen and Louis A Woods, “Competitive Advantage the Toyota Way,” Business Strategy Review, Vol. 14, Issue 4, 2003, pp. 51 – 60.

This paper mentioned the role of intellectual capital in Toyoda in forging corporate competitive advantage.Toyota’s TPS system is unique and the manufactures in US and Europe can hardly copy due to the different organizational structure.

Toyota understood the significance of avoiding waist.They provide their workers with life-time employment in return for their loyalty and shift employees become company assets.They have a network of the suppliers which reduced the total time when filling a customer order.The efficiency of horizontal organizational system saved assemble time,improved the customer satisfaction and brought a critical competitive advantage to the company.

M. Reza Vaghefi, Cheryl Van Deusen, Louis A. Woods, “Motor Drive,” Business Strategy Review, Vol. 18, No. 3, Autumn 2007, pp. 28‐32.

This paper introduced the no accidental success of Toyota.Toyota has successfully using Asian supply management mode to conquer the system barriers and culture of western countries.It paid attention to the cooperation of supply management and encouraged high quality and productivity.Toyota also managed the company in a specific way which was...
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