• Resource Based View
    sustain competitive advantage, it must not only have resources and capabilities but also have a firm control over it and they must meet certain basic criteria such as being: valuable, rare, inimitable and non substitutable such that it is impossible to be copied or replicated (VRIN). Although a resource...
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  • Apability as a Source of the Heterogeneit
    variance in firm performance between industries is substantially less than that within industries (e.g., Jacobson, 1988; Hansen & Wernerfelt, 1989; Rumelt, 1991). Others also identify systematic and significant performance differences among firms which belong to the same strategic group within an industry...
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  • The Resource-Based View (Rbv) of the Firm: a Framework for Determining Competitive Heterogeneity
    Twentieth Century (Ghemawat, 2002). How firms achieve and sustain competitive advantage has become the fundamental strategic management question (Rumelt et al. 1994). Porter (1980) developed a Competitive Forces approach to achieving competitive advantage that emphasised the actions a firm could take...
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  • Business Research Assignment
    long-run criteria as well as subjective (non-formula) approaches for determining the SBUgeneral managers' bonus contributes to effectivenessin the case of"build" SBUsbut hampers it in the case of "harvest" SBUs,and (2) that the relationship between extent of reliance on short-run criteria and effectiveness...
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  • evaluation
    so where appropriate these are mentioned below. Your Objectives By the end of this session you should be able to: • Outline the range of criteria that can be applied in the evaluation of strategic options. • Apply relevant tools, models and frameworks to assist in the assessment and selection...
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  • Resource Based View
    publication of Porter´s “Competitive Strategy”, on external, industry- based competitive issues. It has been WERNERFELT´s article “A Resource- Based View of the Firm”(1984) that increased the awareness of the importance of resources for a firm´s competitive position. Among others RUMELT (1984), BARNEY(1986...
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  • Effect of Ceos
    , the residual. Although some prior work in variance decomposition in strategic management has specified models with interaction effects (e.g. Rumelt, 1991), other work elects not to do so because of overspecification from including all interaction effects instead of just one set of interaction effects...
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  • Tips
    to identify management characteristics these “effective” organizations had in common. Peters and Waterman (1982), for example, used six nancial criteria to identify excellent companies for analysis: compound asset growth, compound equity growth, average ratio of market value to book value, average ...
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  • Haze
    firm's (spec$c) asset positions (such as the firm's portfolio of difficult-to-trade knowledge assets and complementary assets), and the evolution path(s) it has adopted or inherited. The importance of path dependencies is ampl$ed where conditions of increasing returns exist. Whether and how a firm's competitive...
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  • ceo center
    University November 1993 C e n t e r for Ef f e c t i v e O r g a n i z a t i o n s - M a r s h a l l S c h o o l o f B u s i n e ss U n i v e r s i t y o f S o u t h e r n C a l i f o r n i a - L o s A n g e l e s, C A 9 0 0 8 9 – 0 8 0 6 TEL (2 1 3) 7 4 0 - 9 8 1 4 FAX (2 1 3) 7 4 0 - 4 3 5 4 ...
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  • Dynamic Capabilities Deconstructed: a Bibliographic Investigation Into the Origins, Development, and Future Directions of the Research Domain
    how dynamic capabilities are defined. This lack of accord may seem surprising in light of the definitive nature and strong influence of Teece et al.’s (1997) article (with over 1500 by December 2008). While the variation in understandings has contributed to the richness and vibrancy of the research on...
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  • Market Competitiveness and Strategy
    easily replaceable unless this involves extra effort. Because of this, Barney (1991) defines MARKET COMPETITIVENESS AND STRATEGY 7 specific criteria for the definition of resources and adequate capabilities, arguing that resources should be valuable, rare, in-imitable and non-substitutable, it...
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  • Resource-Based Analysis of Mtn and the Implications for Future Strategy
    appearance or willingness to be a good organisational citizen, focus is put on social and ecological sustainability as secondary objectives. Most of the criteria of the stakeholders and shareholders have been met by the broad strategic objectives. Specially, lenders and owners would enjoy the consolidation...
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  • Dynamic capabilities
    Dynamic Capabilities and Strategic Management Author(s): David J. Teece, Gary Pisano, Amy Shuen Source: Strategic Management Journal, Vol. 18, No. 7 (Aug., 1997), pp. 509-533 Published by: John Wiley & Sons Stable URL: http://www.jstor.org/stable/3088148 Accessed: 10/01/2009 18:26 Your use of the...
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  • Strategy Formulation
    long term in nature. Ans: F Page: 300 5. According to Richard Rumelt, consonance and consistency are based on a firm’s external assessment. Ans: F Page: 300 6. According to Rumelt, consistency and feasibility are largely based on a firm’s internal assessment. ...
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  • Pl Gsl Segment Map
    Concepts/models/approaches that can be used to answer the key questions Key questions How do you prioritise the options  Product and market evaluation criteria (size and value, available in terms of size and growth, profitability, distribution access, value proposition, potential organisational impact...
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  • Strategic Management
    measuring risk-adjusted “real” returns to shareholders, others are focused on returns to a variety of stakeholders and are developing broader performance criteria. For example, some firms are progressing toward reducing their “ecological footprints,” and others have an aim of becoming “carbon neutral.” They...
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  • Ms Donald Analysis
    growth in all geographic market it operated in. In 2011, McDonalds’ total revenue increased by 12.2% and total operating income by 14.1% exceeding 2010’s growth 5.8% and 9.2% respectively. Therefore it is said that McDonalds managed to stay in growth stage through innovation such as McCafe and differentiation...
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  • A Framework for Diagnosing Competitive Superiority
    George S. Day & Robin Wensley Assessing Advantage: A Framework for Diagnosing Competitive Superiority Strategy is about seeking new edges in a market while slowing the erosion of present advantages. Effective strategy nnoves are grounded in valid and insightful monitoring of the current competitive...
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  • Research paper
    California 94720-1930, U.S.A. E-mail: teece@haas.berkeley.edu 1 The reference here is to the resource-based theory of the enterprise advanced by Rumelt (1984), Wernerfelt (1984), Amit and Schoemaker (1993), and others. Some of my earlier work (Teece, 1980, 1982) was also in this vein. Copyright...
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