learning in helping business firms to achieve sustainable competitive advantage. Specifically, it deals with how organizational learning process can be used to develop knowledge resources and capabilities that lead to sustainable competitive advantage. The main method used is analysis and integration of theories to develop a conceptual model. This paper proposes that, through organizational learning a firm can develop hard to imitate knowledge resources and capabilities (human capital as well as organizational
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1. Michael Porter introduces four different generic strategies: low cost leadership and product differentiation, which both can be divided into a broad and a narrow focus. Harley Davidson uses a focused differentiation strategy, because they operate primarily within the high-priced, heavyweight motorcycles segment. This strategy is best described as producing a differentiated product and charge sufficiently higher prices to more than off-set the added costs of differentiation. The key issue
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Case Study 1 In order for the BlackBerry industry to succeed, RIM must invest it’s time in 3 key core competencies. Needle (2010) states core competencies as ‘those activities of a firm that make a difference and give the firm a competitive edge’, for the BlackBerry these core competencies lie within its sleek design, functionality and security. BlackBerry has always been known for its phone’s functionality, especially for those in the business world. Blackberry’s functionality allows it
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placed upon modern strategic human resource management. In both the management and the academic literature, it is generally acknowledged that the strategic deployment and management of personnel can contribute to the success and continuity of the firm. Some go even further by stating that a firm’s human resources form the basis of the firm’s competitive advantage. In this view, the human resources are the most important assets of an organisation. At the same time, in addition to the importance
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1.) What is the fundamental purpose of this book – and, it follows, of the course? The fundamental purpose of this book is to teach us the great importance of corporate entrepreneurship and innovation that helps companies sustain their competitive advantage. Companies today know that they must be faster, more flexible, more aggressive and more innovative in order to maintain the competitive edge. The focus is on creating work environments where entrepreneurship is not the exception, it is the
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25 Corporate Social Responsibility as Capability The Case of BHP Billiton Leeora D. Black Australian Centre for Corporate Social Responsibility; and Faculty of Business and Economics, Monash University Corporate social responsiveness is what companies do in order to be socially responsible. This paper presents a case study of social responsiveness at the global mining firm BHP Billiton to illustrate a model of social responsiveness capabilities. Until now, corporate social responsiveness
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theory to utilize when an internationalising firm wants to select one country over another for new entry The globalization has become a ubiquitous and potent symbol of the age since the early 1980s. The term globalization was used to describe strengthening interactions of people from various countries, which resulted from the emergency of numerous new technologies (Daniel, Radenbaugh & Sullivan, 2002). As the popularization of globalization, more firms prefer to enter the emerging markets, like China
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Strategic Management Apple & Nokia Case Analysis 1. Table of Contents 1.0 EXECUTIVE SUMMARY OF APPLE AND NOKIA CASE 2 2.0 QUESTION 1 3 2.1 Competitive analysis of Apple and Nokia – who is stronger? 3 2.1.1 Competitive Analysis 3 2.1.1.1 SWOT Analysis 5 1.1.1 Strengths of Apple 6 2.1.1.2 Value Chain Analysis 9 2.1.1.3 Resourced Base View Tool 11 3.0 QUESTION 2 14 3.1 PESTEL analysis tool 15 3.2 Porter’s
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these objectives, and then allocating resources to implement the plans. Academics and practicing managers have developed numerous models and frameworks to assist in strategic decision making in the context of complex environments and competitive dynamics.[2] Strategic management is not static in nature; the models often include a feedback loop to monitor execution and inform the next round of planning.[3][4][5] Harvard Professor Michael Porter identifies three principles underlying strategy: creating
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association with Contents Page Foreword Introduction About the articles Article 1 Improving the Quality of Working Life: positive steps for senior management teams Article 2 Failure, Survival or Success in a Turbulent Environment: the dynamic capabilities lifecycle Article 3 A New Role Emerges in Downsizing: special envoys Article 4 Only a Click Away? – What makes virtual meetings, emails and outsourcing successful Article 5 Closing the Needs-to-Offer Gap: customer relationship management in
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