By Wei Jiang
In the quickly altering company global, just a small percent of corporations may be able to live on and prosper regardless of recessions, commercial evolutions and financial alterations. An often-asked query is: What determines a firm’s sustainable aggressive virtue? the most well known aggressive suggestions is partnering with different organizations. So: How do corporations make clever and trained judgements by way of opting for company companions, to using on hand assets and functions in partnerships, and to dealing with relatives to maximise partnership advantages? This booklet stories three hundred companies throughout quite a few industries, supplying readers with a complete view of the way companies enhance sustainable aggressive merits through setting up company partnerships. younger teachers and skilled researchers alike will locate stable theoretical foundations and clean enterprise insights.
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Extra resources for Business Partnerships and Organizational Performance: The Role of Resources and Capabilities
The organizational and knowledge network workshop, Lancaster Porter ME (1980) Competitive strategy: techniques for analysing industries and competitors. Free Press, New York Priem RL, Butler JE (2001) Tautology in the resource-based view and the implications of externally determined resource value: further comments. Acad Manage Rev 26(1):57–66 Repenning NR, Sterman JD (2002) Capability traps and self-confirming attribution errors in the dynamics of process improvement. Adm Sci Q 47(2):265–295 Sapienza HJ, Autio E, George G, Zahra SA (2006) A capabilities perspective on the effects of early internationalization on firm survival and growth.
Chapter 2 reviews relevant literature on Resource-based View, Dynamic Capability Approach and Relationship Marketing Perspective. First of all it reviews various schools of theories in explaining the achievement of sustainable competitive advantage and indicates the predominant importance of RBV and DCA in this area. Second, key organisational resources and capabilities are identified and examined for their importance on firm performance. Third, integrative capability and relational capabilities are examined and proposed to effectively facilitate and smooth the process of developing dynamic capabilities and superior firm performance in business partnerships.
2006). Their roles in enhancing organisational resources and capabilities to achieve favourable firm performance and develop dynamic capabilities will be examined. Possessing useful resources and capabilities is not a sufficient condition to create joint value, they need to be integrated (Mahoney 1995; Teece et al. 1997). 1 Research Background 5 and capabilities in a coherent fashion to increase efficiency (Zahra et al. 2006). Integrative capability in its nature is a dynamic capability (Zahra et al.
Business Partnerships and Organizational Performance: The Role of Resources and Capabilities by Wei Jiang