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Competing on resources

Competing on resources. Too many approaches to excellence are available and add to the confusion about strategy RBV combines internal analysis within companies with external analysis of the industry (another approach for SWOT?)

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Competing on resources

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  1. Competing on resources Too many approaches to excellence are available and add to the confusion about strategy RBV combines internal analysis within companies with external analysis of the industry (another approach for SWOT?) Competitive advantage enables companies to perform better or more cheaply than competitors What makes a resource valuable? Inimitability (physical uniqueness, path dependency, causal ambiguity (intangible resources) and economic deterrence) Durability Appropriability or exploitability Substitutability (subset of inimitability?) Competitive superiority. Whose resource is really better? <Core competency has become a ‘feel good’ exercise that no one fails>. Distinctive competence Upgrading resources: Adding (alliances, mergers, acquisitions), and upgrading (investing, using own resources to replicate or create new ones). Leveraging resources. How can these resources be exploited across markets? Are they movable (context dependent)? Can they be shared or transferred?

  2. Competing on resources This articles relates to my thesis in that: Looks at internal resources for the propose of identifying what the firm has, what it needs and how to acquire the resources to fill the gap. Provides an insight on what is valuable and the harsh perspective to rank the value of them Reviews options to fill the gap in resources.

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