Threats and opportunities from site :: essays research papers

Threats to sustain superpowerImitation 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 static concept - however, many firms need to be able to cope with turbulent environments Suggests that managers may have limited ability to gain sustained competitive advantages (empirical support by "perpetually failing firms" - firms that consistently earn normal or below-normal returns Difficult to test empirically - data bother (at the level 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 difficult-to-imitate organizational capabilities that distinguish a company from its competitorsPrinciples o The building blocks of strategy are business processes o The transformation of processes into valuable strategic cap abilities is a key to success o Capabilities are created by making strategic investments in support infrastructure o CEO must be responsible, because competing on capabilities involves cross-functionalitySome lessons learned from the capabilities perspectiveA capability begins and blocks with the customer (or supplier) The longer and more complex the string of business processes, the harder it is to transform into a capability or to duplicate or imitate Outsourcing merchantman 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 battle between capabilities and core competencies Core competencies Coordinate diverse production skills and integrate multiple streams of technology argon communication, involvement, and a deep commitment to working crossways 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 concern Tests to identify core competence Does it provide access to a wide 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 Ability to integrate, build and reconfigure internal and external processes and competencies to address a rapidly changing environment ability to maintain and adapt the capabilities that are the basis of competitive advantageHypothesis Competitive advantage of a firm lies with its processes Roles of organizational and managerial processes