英语论文网

Applied Strategic Management
www.bradford.ac.uk/management © Dr Adrian Kuah 2008
Resource Analysis
Lecture outline
• Resources, Capabilities and Competences
• Resource Based View
• Value Creation
© Dr Adrian Kuah 2008
Idiosyncratic resources
• Physical: tangible resources
• Human: Intellectual capital, Commitment
•

代写留学论文 https://www.51lunwen.org/

Organizational: structure, control and co-ordination
© Dr Adrian Kuah 2008
Definitions
Firms Resources
• Assets
• Capabilities
• Organisational Processes
• Firms Attributes
© Dr Adrian Kuah 2008
• Information
• Knowledge
Resources Capability
Threshold resources - resources to stay in business
Unique resources - those which create competitive
advantage, difficult to copy
© Dr Adrian Kuah 2008
Inadequate resources - not good enough for industry
standard but may be OK for
other businesses
Capability Competences
Competences are knowledge and abilities in people,
equipment or systems than the organisation can mobilise
Threshold competence - good enough to stay
in business
Core competence - those which create
competitive
advantage ideally
© Dr Adrian Kuah 2008
g y
difficult to copy
Redundant competence - not good enough for this
industry
Capability
Physical
resources
Finance
Skill
Products and
services
Critical
Success
© Dr Adrian Kuah 2008
Skills
Knowledge
Factors
Critical Success Factors
􀂾The most important resources needed for
success in any market
– link between resources and the competitive
environment
– elements of the product or service that
customers value
© Dr Adrian Kuah 2008
– used to distinguish between providers
schools list
Distinctive capabilities
“The Foundation of Corporate Success”
(1993) John Kay identified these
resources leading to distinctive
capabilities or competences.
architecture
reputation
bilit t i t
© Dr Adrian Kuah 2008
ability to innovate
Kay’s message is that there is no quick fix
Core skills and competences
• Hamel and Pralahad, in “Competing for the
Future” (1994) said that resources such as
special skills, knowledge and /or technology
were the key to competitive advantage
• Examples would be;
– new product technology (flat screen TV)
Patent (new medicine)
© Dr Adrian Kuah 2008
– – Special skills of staff (dynamic leader, specialist
expertise)
Applied
Strategic Management
www.bradford.ac.uk/management © Dr Adrian Kuah 2008
Resource Based View
RBV of strategy
RBV is a new approach to strategic
thinking which says that industry and
market analysis (à la Porter 5 forces) is
not enough to give competitive
advantage (SCA) which can only come
from better use of resources – by
© Dr Adrian Kuah 2008
developing resources and systems
which are ahead of the competitors and
cannot be imitated.
Firm Resources and Sustained
Competitive Advantage
Barney (1991) underlines the link between the firm resources and
competitive advantages
Firm resource: “all assets, capabilities, organizational processes, firm
attributes, information, knowledge controlled by a firm”.
Competitive advantage: A firm has a competitive advantage when “it