[管理学]The Resource-Based View and.pptVIP

Global Corporate Strategy Lecture 2 The Resource-Based View and The Institutional Perspective Session Objectives Explain The Resource-Based View What Types Of Resources and Capabilities Lead To Competitive Advantage? How Can Firms Diagnose Resource Strengths and Weaknesses? How Does Resource-Based View Contribute To Global Strategy Consider Weaknesses of The Resource-Based View To Explain the Main Types of Institutions Influencing Behaviour To Explore the Importance of Institutions and Culture for the Conduct of International Business To Explain the Main Dimensions of Culture and Frameworks for Analysing Culture To Consider How Firms May Take A Strategic Approach to Cultural Issues in International Business The Resource-Based View Firm Based Resources and Capabilities The Biggest Factor Influencing Firm Profits Resources: Things The Firm Has Capabilities (Competences): Things It Can Do Enable Firms To Expand Across International Boundaries Tangible Resources Financial Physical Technological Organizational The Resource-Based View Intangible Resources Human Resources and Capabilities Innovation Resources and Capabilities Reputation Resources and Capabilities Threshold Resources and Capabilities What You Need To Be In The Game Distinctive Resources and Capabilities What Drives Superior Performance Hamel and Prahalad – Core Competences Linked Set of Skills Activities and Resources They Deliver Customer Value Focus On Core Competences Leverage Core Competences In New Markets Value Chain Analysis Resources and Capabilities Need To Be Coordinated To Support Strategy Value Chain Provides A Framework For Doing This Primary Activities Support Activities Key Questions: Is Activity Specific To The Industry? Is Activity Proprietary To The Firm? If Answer To Both Is No, Activity Is Commoditised Make-Or-Buy? Benchmaking Another Way To Diagnose Resource Strengths and Weaknesses Industry Benchmarking Compare Firm Against Industry Peer Group But Who Are Your Competitors? Best-In-Cl