competences that had previously been contracted externally; increase in capability-building dedicated to software with 3D modelling; the building of expert teams for Petrobras’ projects; increase in the creation of administrative and operational routines; and the formation of alliances with other companies due to the visibility afforded by participating in Petrobras’ projects. Such features implied an increase in dynamic capabilities the companies analysed.
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ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 3‚ NO 10 FEBRUARY 2012 The Impact of E-commerce Technology Resources and Management Skills On Organization Capabilities In Malaysia Mutia Sobihah Abd Halim (Corresponding Author) Politeknik Hulu Terengganu‚ Kuala Berang‚ Terengganu‚ Malaysia. Nuru Mazlia Musa Politeknik Hulu Terengganu‚ Kuala Berang‚ Terengganu‚ Malaysia. Ahmad Munir B. Mohd Salleh Embat Faculty of Management and Economy‚ Universiti Malaysia
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Resource-Based View IO vs. RBV Business Level Strategy How do we compete in a specific business arena? Four objectives of business-level strategy Generate sustainable competitive advantages Develop and nurture (potentially) valuable capabilities Respond to environmental changes Approval of functional level strategies Business-Level Strategy The primary objective of business-level strategy is to create “sources of sustainable competitive advantage”. What is sustainable competitive advantage
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2.2.2. Core Competencies FUNCTIONAL AREAS CAPABILITIES Research and development to strengthen its health and wellness image Nestlé is committed to establishing itself as the global leader in health‚ wellness and nutrition. Its huge R&D capability‚ combined with its global scale food and beverage operations and its financial ability to undertake major acquisitions‚ such as Pfizer’s nutritional arm (Cimilluca‚ Rockoff & Das‚ 2014) and PamLab USA‚ could enable the company to become the driving force
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Question: The ability of some firms to sustain longer term competitive advantage relates to their capabilities according to the resource based theory of the firm. Summarise this approach to explain why some firms perform better than others in an industry. Sustainable Competitive Advantage Within all economies there have always been firms that are destined for success and firms that are doomed to failure... or have there? Is this an inevitable outcome predestined by exterior market forces
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Part Market-Driven Strategy 1 Chapter 1 Market-Driven Strategy The market and competitive challenges confronting executives around the world are complex and rapidly changing. Market and industry boundaries are often difficult to define because of the entry of new and unfamiliar forms of competition. Customers’ demands for superior value from the products they purchase are unprecedented‚ as they become yet more knowledgeable about products (goods and services) and more sophisticated
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unique resources (assets and capabilities) and competitive advantage is acquired by accumulating those strategic assets. Resources are any tangible (e.g. equipment‚ raw material) or intangible (e.g. firm image‚ processes‚ routines) things that a company owns and can use to carry out its crucial processes. Capabilities‚ are dynamic of a “doing” nature. Capabilities are “the ability of make use of resources to perform some task or activity”‚ for example Kodak’s capability in imagining application.
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issues in the United States. Despite this‚ poverty has potential to be fixed. Poverty as Capability Deprivation introduces “capability deprivation” as a method for lowing poverty and strengthening society. Amartya Sen emphasizes social gender roles and other countries’ prioritization on health‚ education‚ and job training. We are told that these are areas where United States lacks focus. In The Capabilities approach and Social Justice By Martha Nussbaum‚ similar issues are addressed and the text
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ABSTRACT This research incorporated dynamic capability view into the field of business model and proposed an analytical archetype consisting of five interlocking propositions that helps executives as well as researchers gain new insights into the realm of business model competitiveness. The constructs of BM is at the forefront of current business strategy thinking and managers need more advanced models for understanding the relationships between dynamic capabilities they have in hand or must have and business
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Sustaining Superior Performance: Commitments and Capabilities Background Competitive advantage necessary‚ but not sufficient Ghemavat study on PIMS data shows convergence of high ROI and low ROI business units‚ over time‚ to mediocre ROI. Some drop in high ROI anticipated due to limited availability of high ROI opportunities. But pace and degree of convergence unexpected – article delves further into assessing reasons behind the rapid loss of competitive advantage
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