Tangible Intangible Resources Capabilities Competencies Essays and Term Papers

  • Making Use of Resources, Capabilities and Core Competences.

    Making Use of Resources, Capabilities and Core Competences. Resources, capabilities and core competences Resources, capabilities and core competencies are the foundation of competitive advantage. Resources are bundled to create organizational capabilities. In turn, capabilities are the source of a...

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  • Management

    THE INTERNAL ORGANIZATION: RESOURCES, CAPABILITIES, AND CORE COMPETENTCIES • A sustainable competitive advantage is developed when firms use the strategic management process to implement strategies that uniquely use a firm’s resources, capabilities and core competencies • Firms achieve value creation...

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  • Resources Underlie Comeptencies, Whereas Competencies Build Resources

    Resources underlie competencies, whereas competencies build resources’ Discuss this statement and explain under what conditions both resources and capabilities can create a competitive advantage for a company Introduction This essay will discuss how resources and competences are linked with regards...

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  • NITL Analysis

    their resources, their capabilities, and then their core competencies. Resources An organization’s resources can be divided into two types, tangible and intangible. Tangible resources are those that can be seen, and touched, and measured. These include financial resources, physical resources, and technological...

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  • Core Competence for Sustainablecompetitive Advantage: a Structured Methodology for Identifying Core Competence

    Pei-Yung Zhong 2002/08/14 1 Outline • Introduction • New Waves of Strategic Management • Capability is Formed by the Integration of Resources • Firm Competencies are Special Capabilities • Core Competencies are Flexible • Core Competence Identification:A Case Study • Discussion 2002/08/14 2 Introduction...

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  • Strategic Management

    Chapter 3 The Internal Environment: Resources, Capabilities and Core Competencies Ch3-1 Week 2 External Environment What the Firm Might Do Sustainable Competitive Advantage Week 3 Internal Environment What the Firm Can Do Ch3-2 Two fundamental assumptions to identify...

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  • Competitive Advantage

    Internal Analysis Learning Objectives 1. Learn about internal analysis. 2. Understand resources, capabilities, and core competencies. 3. See how to evaluate resources, capabilities, and core competencies using VRIO analysis. In this section, you will learn about some of the basic internal inputs...

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  • Starbucks

    Starbucks, the ubiquitous coffee retailer earned high profit and is forecasted to grow. The resources and capabilities that have provided Starbuck distinctive competencies are its unique business model of making the store as a third place between home and work, its ability to own its own stores throughout...

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  • Competitive Advantage

    competitive advantage— From tangibles to intangibles*∗ OGREAN Claudia, HERCIU Mihaela, BELAŞCU Lucian (Faculty of Economic Sciences, Lucian Blaga University of Sibiu, Sibiu 550026, Romania) Abstract: The purpose of this paper is to emphasize on the growing importance of the intangible assets for a firm’s...

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  • apple

    sustainable is Apple’s competitive position in PCs? Competitive advantage building blocks a. Then core competencies: either resource or capabilities Resources: either tangible or intangible Capabilities: Skills, process, and routines - V: Yes, consumer features: apple store, plug and play, distribution...

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  • Internal Enviroment

    includes : • Recognizing what are, and what are not the firm’s core competencies. • Exploiting core competencies that will create value for customers. Resource-based view of strategy development • Focuses on the individual resources of the organisation, rather than strategies common to all companies...

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  • Drexter's World Famous Bar-B-Que

    Tangible and Intangible are terms very commonly used in accounting to refer to two types of assets. Difference between tangible and intangible is simple as tangible is something that has a physical existence and can be seen whereas intangible is something that cannot be seen. For example water is tangible...

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  • Dell

    Chapter 3—The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages TRUE/FALSE 1. According to the Opening Case, Apple’s strong financial performance in poor economic times is largely credited to its innovation capabilities. ANS: F PTS: 1 DIF: Medium REF:...

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  • Dyson

    Dyson’s Value Chain Model 2 Competency framework model 3 DISCUSSION AND ANALYSIS 4 Question 2 5 VRIO FRAMWORK 5 DISCUSSION AND ANALYSIS 6 Question 3 6 Question 4 7 References: 8 Question 1 Using framework from the chapter, analyse the strategic capabilities of Dyson. Dyson’s Value...

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  • Resource Based View

    Identification and classification of resources SESSION 2 Preview  Identification of resources  Functional approach  Value chain  Activity Map  Business Model  Value System/ ecosystem  Classification of resources Identifying organizational capabilities- a functional classification Function...

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  • Sony Case Study - Resources, Capabilities and Core Competencies

    Question 3: What do you identify as Sony’s resources, capabilities and core competencies? Does Sony have a sustainable competitive advantage? Sony Corporation is considered one of the world’s most successful companies, operating in the “electronics, games, music, films and financial services” industry...

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  • Research Proposal

    Organizations Must Secure Continual Resources Ha Ngoc Mai Student ID: 228568 Organizational Research and Theory Columbia Southern University Abstract If an organization is going to succeed, it must depend upon its resources, core competencies, and capabilities. These just happen to be the foundation...

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  • Internal environmetn...made this for acess this

    Resources- the main resources that an organization has are the employee, finance, intangible and tangible assets, and information. The above are some components of the internal environment of an organization. All this get together and form the internal environment. 2. Capability and core...

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  • asdf

    Identification and discussion of core competencies and SCA representing company strengths: Strategic capabilities: Bundles of resources that give a firm the ability to compete in its market. Core competencies are combinations of strategic capabilities that serve as a source of competitive advantage...

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  • Vinamotor

    VMC market share dramatically dropped down to 0,47% with only 522 cars sold in comparison with 10,87% and 4627 in 2003. Despite of various core competencies such as skilled work force; reputation of the second mover role in domestic automobile industry; assembler for world-brands cars; modern equipments...

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