Threats and opportunities from site :: essays research papers

Threats to sustainability simulated or substitution Market entry Powerful buyers and suppliers Unpredictable changes in external environment Factors beyond a firms control (bad luck) Limitations of the RBV Presented as passive concept - however, many firms need to be able to cope with dissipated environments Suggests that managers may fetch limited ability to create sustained free-enterprise(a) advantages (empirical support by "perpetually failing firms" - firms that consistently earn design or below-normal returns Difficult to test empirically - data problem (at the take of the unit of analysis, Le., resources and capabilities) What is the appropriate level of analysis? How deeply does one have to look? Principles of capabilities-based competitionGoal Build voiceless-to-imitate organizational capabilities that distinguish a company from its competitorsPrinciples o The building blocks of dodging be business processes o The transformation of processes into valuable strategic capabilities is a key to success o Capabilities are created by making strategic investments in support basis o CEO must be responsible, because competing on capabilities involves cross-functionalitySome lessons well-read from the capabilities perspectiveA capability begins and ends with the client (or supplier) The longer and more composite the string of business processes, the harder it is to transform into a capability or to recapitulate or imitate Outsourcing can be dangerous A strategy for growth Transfer essential business processes to New geographic areas (e.g., Wal-Mart) or to New businesses (e.g., Honda) There is a difference between capabilities and core competencies kernel competencies Coordinate diverse business skills and integrate multiple streams of technology atomic number 18 communication, involvement, and a deep commitment to working across organizational boundaries Do not diminish with use, but are enhanced as they are applied and shared Are the glue that binds existing businesses Are difficult to imitate, especially if they are a complex harmonization of individual technologies and production skills Are corporate resources and may be reallocated by corporate precaution Tests to identify core competence Does it provide access to a broad(a) variety of markets ?Does it make a significant contribution to the perceived customer benefits of the end product? Is it difficult for competitors to imitate? Dynamic capabilitiesDefinition capability to integrate, build and reconfigure internal and external processes and competencies to address a rapidly ever-changing environment ability to maintain and adapt the capabilities that are the basis of warlike advantageHypothesis Competitive advantage of a firm lies with its processes Roles of organizational and managerial processes