Since the early 1980s it has been recognized that a firm's resources, capabilities and competencies help it gain a competitive advantage, that in turn produces higher performance. This resource-based view of the firm has been an important development in the field of strategic management. It explains why some organizations perform better than others and shows that leveraging, both tangible and intangible, resources is necessary to gain a sustainable competitive advantage. Bringing together contributions from multiple perspectives this book examines the management of strategic resources. First, the book discusses resource strategy and firm performance - how resources lead to competitive advantage and how firm resources interplay with the firm strategy to produce specific outcomes. Second, it addresses the development, commitment and governance of firm resources - how firms develop critical resources, including the especially difficult development of intangible resources such as tacit knowledge, internal networks and the creation of new intellectual capital. Finally, attention is focused on the problems involved in the transfer of resources and skills in cooperative strategies such as strategic alliances, and the allocation of resources to produce innovation. The resource-based view of the firm is a valuable way of analyzing and understanding firm strategies and performance. The contributions in this book provide an important in-depth view of how strategic resources can be developed and leveraged to create value in organizations.
|Series:||Strategic Management Series|
|Product dimensions:||6.18(w) x 9.53(h) x 1.26(d)|
Table of Contents
The Development and Use of Strategic Resources (M. Hitt, et al.).
ORGANIZATIONAL RESOURCES: OUTCOMES AND STRATEGY.
Core Competencies and the Knowledge of the Firm (M. Oliveira Junior).
Why Resources Matter: An Empirical Study of the Influence of Knowledge-Based Resources on New Market Entry (S. Marsh & A. Ranft).
The Relative Contributions of Inimitable, Non-Transferable and Non-Substitutable Resources to Profitability and Market Performance (R. Durand).
The Evolution of Strategy in a Newly Transformed Organization: The Interplay Between Strategy Development and Corporate Culture (M. Schwarz & J. Nandhakumar).
Different Industries and Different Customer Values Require Different Resources: Towards the Marriage of Strategic Positioning Theory and the Resource-Based View of the Firm (J. Wilson).
Does Sticking to the Knitting Unravel Your Corporate Reputation? (S. Carter & Wm. G. Sanders).
Getting There by Lurches: The Rugged Road to Globalization (P. Dubini & I. MacMillan).
ORGANIZATIONAL RESOURCES: DEVELOPMENT, COMMITMENT AND GOVERNANCE.
Transition Processes Towards the N-Form Corporation: Strategic Implications for Knowledge Flows (F. van den Bosch & R. van Wijk).
"Creative Destruction" or "Creative Cooperation"?: A Tale of Two Industries (F. Rothaermel).
Design as a Strategic Alliance: Expanding the Creative Capability of the Firm (B. Jevnaker & M. Bruce).
The Timing of Strategic Alliances (P. Bierly & E. Kessler).
Governance of RTransaction Cost, Resources, Inertia and Social Capital (T. Keil).
Salient Options: Strategic Resource Allocation Under Uncertainty (R. McGrath & P. Dubini).
The Influence of Leveraging Tacit Overseas Knowledge for Global New Product Development Capability: An Empirical Examination (M. Subramaniam & N. Venkatraman).
What is the Role of Performance Goals in Product Development?: A Study of Japanese Camera Manufacturers (K. Koga & A. Davila).
Unnatural Acts: Building the Mature Firm's Capability for Breakthrough Innovation (R. Leifer & M. Rice).