this can contribute to reduce power and influence, as internally, between leader and followers, as such, as stimulate the individual development. Thirdly, the case can evidence concepts from the Dynamic capabilities, considering the changes experienced by the company, when Louis Gerstner was CEO. The dynamic
principal idea of this theory is the capacity of the companies to adapt, reconfigure as such, as reintegrate internal and external skills, competencies and resources in reaction to the changes in a competitive environment. (Teece, Pisano and Shuen, 1997) The flexibility in this case is crucial and the ability to sustain a competitive advantage in a business market that change constantly as well rapidly, is essential. The principal difference between RBD and Dynamic capabilities theory is while the first
Drawing on perspectives of the theories of dynamic capabilities, information about this research will be explored through the discourse of dynamic capabilities of firms that have significant products or services in the markets. Elements of dynamic capabilities theories drawn from academic literatures will be used as the basis of the criteria for the research of how firms respond to technology diffusion (Dosi 2000). The components of a firm’s dynamic capabilities include the firm’s ability to integrate
of Dynamic Capabilities and thereby enhancing the value of Resource -based View (RBV) literature. Scholars have criticized RBV for its inability to explain the mechanism by which resources contribute to competitive advantage. Some scholars consider RBV as a vague and tautological concept. The authors attempt to address some of these concerns. The authors focus on the nature of dynamic capabilities, the impact of market dynamism on dynamic capabilities and the evolution of dynamic capabilities. Nature
1.1 What are Strategic Capabilities? In order for an organisation to survive and prosper it needs resources and competences, this is strategic capability("The strategic position," 2007, pp. 94,110). It must use what we have e.g. human side of an organisation uses resources of managers together with something we do well which could be; building relationships together in order to create competitive advantage and ensure long-term survival.(The strategic position:strategic capabilities.Lecture Notes
telecommunications equipment manufacturers in China. This paper applies two prevalent organizational theories: the ecological and evolutionary approach and the resource-based view, to interpret the causes of the success of Huawei. Based on the strength and weakness analysis of each theory in the explanation of the same phenomenon, the resource-based view is recommended as a more effective theory to examine the organization structure and business strategies. Introduction Established in 1998
Introduction This article is a discussion about the competitive advantages Zappos has, using resource based view and dynamic capabilities analysis. Although there are SWOT framework and Porter’s five forces model etc. to understand the firm’s competitive advantage, those are environmental analysis, which is “only the half story” as Barney,(1995) suggested. So, an analysis of a firm’s internal strengths and weaknesses is required. Barney (2001) states "resource-based logic can help managers more completely
Firm Capabilities A firm possesses two different kinds of capabilities, the so called ordinary capabilities and the dynamic capabilities. They are quite distinct in theory and in practice: • The ordinary capabilities of a firm refer to its ability to use and coordinate tangible and intangible resources with the aim to reach a desired goal (Teece, 2014). • The dynamic capabilities of a firm refer to its ability to build upon existing capabilities and at the same time to develop new capabilities (Teece
asset, capability, and competence are not clearly explained in connection with competence theory, these posing difficulties in understanding many contemporary management concepts. In this paper, we provide a summary of the recent
cycles, and faster production, placing significant pressure for rapid delivery, quality products, and low prices for each segment of the supply chain in a highly competitive environment. Manufacturers must utilize dynamic