Strategy As Action: Competitive Dynamics and Competitive AdvantageOxford University Press, 2005 M08 25 - 288 páginas Strategy as Action presents an action plan for how firms can build, improve, and defend their competitive advantage at every stage of their life cycle. For start-up firms entering a market, it provides a model for exploiting competitive uncertainty and blind spots; for growth firms who have established some market advantages, it provides an action plan for exploiting relative resources; for mature firms, it explains how to exploit market position; finally, for firms that have no decisive resource advantage, it provides an action plan based on firm co-operative reactions. |
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... organizational development is offered as an integrative device to summarize and explain how firms build advantage over time. We have used earlier versions of this material very effectively in the classroom and recommend that instructors ...
... organizational development is offered as an integrative device to summarize and explain how firms build advantage over time. We have used earlier versions of this material very effectively in the classroom and recommend that instructors ...
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... organizational challenges arising from continuous change and innovations.11 We now consider the current business environment and the notion of disruption in competition in more detail. The. Increasingly. Competitive. Business. Environment.
... organizational challenges arising from continuous change and innovations.11 We now consider the current business environment and the notion of disruption in competition in more detail. The. Increasingly. Competitive. Business. Environment.
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... organizational functions—from product design to manufacturing and marketing—in several countries simultaneously. Striving for efficiencies, firms have rationalized their operations across national boundaries on the basis of a variety of ...
... organizational functions—from product design to manufacturing and marketing—in several countries simultaneously. Striving for efficiencies, firms have rationalized their operations across national boundaries on the basis of a variety of ...
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... organizational outcomes are only partly determined by strategic choice.55 We argue that organizational outcomes emerge from interactions between firms under conditions of nonequilibrium and disorder. In that environment, strategic ...
... organizational outcomes are only partly determined by strategic choice.55 We argue that organizational outcomes emerge from interactions between firms under conditions of nonequilibrium and disorder. In that environment, strategic ...
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Contenido
Part II Strategic Paradigms of Competitive Advantage | 29 |
Part III ActionBased Dynamic Model of Competitive Advantage | 81 |
Notes | 239 |
Index | 269 |
Otras ediciones - Ver todas
Strategy As Action: Competitive Dynamics and Competitive Advantage Curtis M. Grimm,Hun Lee,Ken G. Smith,Ken G Smith Vista previa limitada - 2006 |
Strategy As Action: Competitive Dynamics and Competitive Advantage Curtis M. Grimm,Hun Lee,Ken G. Smith Vista previa limitada - 2005 |
Strategy As Action: Competitive Dynamics and Competitive Advantage Curtis M. Grimm,Hun Lee,Ken G. Smith Vista previa limitada - 2005 |
Términos y frases comunes
Academy of Management achieve action model actions and reactions aggressive antitrust laws AT&T barriers blind spots brand buyers C. K. Prahalad Cendant challengers chapter co-optive actions compete competitive action competitive advantage competitive response competitive uncertainty competitor analysis cooperative customers deterrent actions dominant firm dynamic economic effective entrepreneurial actions entry environment example exploit first-mover Five Forces focal firm framework game theory Harvard Business School Holiday Holiday Inn imitate increase industry leaders innovation Kmart Kodak low-cost M. E. Porter manufacturing market share Michael Porter Microsoft model of advantage monopoly opportunities organizational patents payoffs Pepsi percent performance predatory pricing price cuts product or service profit relative market position relative resource relative resource position resource advantages resource-based view retail Ricardian actions rivalry Second Cup segment significant specific Starbucks strategic group Strategic Management Journal strategy suppliers U.S. airline industry uncertainty and blind value chain Wal-Mart
Referencias a este libro
Intermodale Wettbewerbsdynamik im europäischen Personenverkehr ... Caroline Heuermann,Caroline Porwoll Vista previa limitada - 2007 |