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1 – 10 of over 162000Pawan Budhwar, Andy Crane, Annette Davies, Rick Delbridge, Tim Edwards, Mahmoud Ezzamel, Lloyd Harris, Emmanuel Ogbonna and Robyn Thomas
Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce ā…
Abstract
Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce ā not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.
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The purpose of this study is to critically evaluate the canonical contribution of the classical theories of multinational enterprises (MNE) and complement them with congruous…
Abstract
Purpose
The purpose of this study is to critically evaluate the canonical contribution of the classical theories of multinational enterprises (MNE) and complement them with congruous multi-theoretical lenses to a propose a meta-theoretical view for competitive advantage. The proposed framework is applied to fundamental questions of MNE, and exploratory insights are revealed.
Design/methodology/approach
This study sought to review the literature on various paradigms such as resource-based view, knowledge-based view, attention-based view, relational view, dynamic capability view and institution-based view to propose a meta-theoretical approach explicating the phenomenon of competitiveness.
Findings
This study proffers that the key to global competitiveness lies in building micro-foundational, multidimensional and multilevel multinational orchestration capabilities. The requisite orchestration capabilities are capabilities par excellence that explain: how organizational capabilities originate through the cognition of individual employees at the micro level; how individual-level abilities are amplified when they are harnessed through relational capabilities to form knowledge capabilities at the meso-level; and how the confluence of knowledge capabilities and higher order dynamic capabilities gives rise to heterogeneous firm-level knowledge-based dynamic capabilities that can be combined with institution capabilities to aggrandize the prediction of competitive advantage for MNEs.
Originality/value
The successful development of MNE competitiveness as a field of academic inquiry, brought about by an increasing amount of theoretical specialization, has come at the price of significant fragmentation of the overall scientific quest. The abovementioned paradigms and their underlying constructs have primarily been conceptualized in silos. The classical theories of MNE have been used a starting point to which complementary multidisciplinary views have been scaffolded to gain a more nuanced understanding of global competitiveness.
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Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some…
Abstract
Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and eācommerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.
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The resourceābased view of the firm (RBV) is an important, emerging theory of firm heterogeneity. It is well grounded in industrial economics and has benefited in its development…
Abstract
The resourceābased view of the firm (RBV) is an important, emerging theory of firm heterogeneity. It is well grounded in industrial economics and has benefited in its development from a multiplicity of contributions by management writers. But like any developing body of knowledge, it is not short of confusion, ambiguity and conceptual and empirical difficulties. This paper provides an integrated review of the resourceābased view of the firm in an effort to eliminate much of the ambiguity caused by weak taxonomies and the inconsistent and conflicting use of terminology. It provides a detailed insight into the logic of the RBV and illuminates its contributions to the debate on the nature of competitive advantage. The paper then evaluates the status of some ongoing debates that are germane to our understanding of competitive advantage and outlines prospective directions for the development of the resourceābased view.
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The aim of the paper is to demonstrate how business processābased approach (PROPHESY) facilitates integration of resourceābased and marketābased approaches to strategy management…
Abstract
The aim of the paper is to demonstrate how business processābased approach (PROPHESY) facilitates integration of resourceābased and marketābased approaches to strategy management. The paper begins by presenting resourceābased and marketābased strategy management approaches generally. It extends earlier research by examining the linkages between markets and resources as practised by three case study companies representing a crossāsection of the manufacturing industry. It continues with a discussion on the reasons behind the choice of the criteria used for cross case analysis. Although the results are exploratory, they provide a comparative analysis of how marketābased strategies could relate and integrate with resourceābased strategies through business processes.
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Norman T. Sheehan and Nicolai J. Foss
Porter's activityābased view of the firm is a comprehensive strategic framework which analyzes firmālevel competitive advantage. Although Porter's activityābased view is widely…
Abstract
Purpose
Porter's activityābased view of the firm is a comprehensive strategic framework which analyzes firmālevel competitive advantage. Although Porter's activityābased view is widely cited by academics, taught to students, and applied by practitioners, little is known about its intellectual roots. Given that a framework's intellectual antecedents not only determine its current content, but also its future development, this paper aims to examine the intellectual roots of Porter's activityābased view and the value chain.
Design/methodology/approach
The paper examines Porter's writings in an effort to document his influences while developing the activityābased view and value chain. Porter's and other scholars' explanations are found to be lacking, so the paper ventures further down paths first suggested by Porter and others.
Findings
Whereas Porter's five forces framework built on the existing industrial organization paradigm, the activityābased view is not derived from any existing paradigms. While consultants of the 1970s impacted Porter's development of the value chain and the activityābased view, its deeper roots lay in operations research, particularly activity analysis; and the work of Arch Shaw, who was the first to teach a business policy course at Harvard Business School. Porter's contribution is to bring the diverse threads together into a coherent whole which managers can apply to analyze and improve their competitive positions.
Practical implications
Following Porter, the authors argue that activities are a key link between resource holdings and strategic positions. Therefore, it is only when the activityābased and resourceābased views are integrated that they provide a comprehensive explanation of firm value creation.
Originality/value
The paper is the first to critically examine the intellectual antecedents of the activityābased view.
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The purpose of this article is to identify and discuss the practical implications of the resource based view of the firm.
Abstract
Purpose
The purpose of this article is to identify and discuss the practical implications of the resource based view of the firm.
Design/methodology/approach
Review of relevant literature.
Findings
A number of recommendations are put forward and the practical implications constitute the main findings of this study.
Practical implications
The implications can be summarized by these recommendations: diversify based on capabilities and not on the markets you are currently serving, focus on creating value together with your customers based on your resources instead of offering a set of products, integrate HRM practices with strategic management processes. The complexity of imitating resources is also discussed.
Originality/value
Few publications have set out to develop implications of the resourceābased view from a CEO's point of view. This paper provides an easyātoāaccess review and summary of some of the main implications of the resourceābased view.
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Argues that operations strategy research should integrate recent theories from the resourceābased view of strategic management. Going beyond the model of Hayes and Wheelwright…
Abstract
Argues that operations strategy research should integrate recent theories from the resourceābased view of strategic management. Going beyond the model of Hayes and Wheelwright, this would call for the end of the marketābased view, where operations strategy merely follows the directions set by the marketing function. It would emphasize the dynamic development and leveraging of competencies and capabilities in order to set new business diversification strategies. A new paradigm of operations strategy could emerge, where āmanagement fundamentalsā such as learning and culture would be actively integrated within operations, in order to become key sources of competitive advantage. Accordingly, the operations function could progressively: take the leadership of strategy formulation; create āportfoliosā of optional capabilities for strategies of organizational agility; and implement worldāclass practices more effectively through evolutionary strategic frameworks.
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Satria Utama, Rizaldi Yusfiarto, Ruspita Rani Pertiwi and Annes Nisrina Khoirunnisa
The purpose of this study is to explore growth models based on āindustry-based capabilitiesā, āresources-based capabilitiesā and āinstitution-based capabilitiesā in the context of…
Abstract
Purpose
The purpose of this study is to explore growth models based on āindustry-based capabilitiesā, āresources-based capabilitiesā and āinstitution-based capabilitiesā in the context of the determinants of micro, small and medium enterprisesā (MSMEs) actorsā intention to grow.
Design/methodology/approach
This study involved 188 owners/managers of MSMEs. The analysis was conducted using partial least squares structural equation modelling. Moreover, the importance-performance map analysis package is used to complement the study findings.
Findings
This study uses the framework of the resource-based view (entrepreneurial knowledge), industrial-based view (industrial linkage) and institutional-based view (government support and access to finance) as proxies of the tripod-based view framework. The findings show that entrepreneurial knowledge (skills, competencies and functional), government support, access to finance and industrial linkage (vertical and horizontal) significantly encourage MSMEsā owner/manager growth intention.
Practical implications
Firstly, this study suggests that MSMEs actors focus on developing entrepreneurial knowledge to boost the skills, competencies and functionalities needed to improve their business capabilities, directly affecting their growth intention. Secondly, this study indicates that the growth intention of MSME players, besides increasing internal capacity, must also be supported by the external environment, such as financial institutions, government and industrial linkage.
Originality/value
This study offers a tripod-based view as a framework for MSMEsā actorsā intention to grow, where the constructs in the model used so far have not been explored comprehensively in the context of MSMEs. So, the built model brings more relevant factors to explain this topic from various perspectives.
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Qiuling Gao, Zijie Li and Xinli Huang
Based on the strategy tripod perspective, this study aims to address how emerging economy multinational enterprises (EMNEs) make a strategic decision of choosing a foreign…
Abstract
Purpose
Based on the strategy tripod perspective, this study aims to address how emerging economy multinational enterprises (EMNEs) make a strategic decision of choosing a foreign location for their strategic asset seeking and under what mechanism EMNEs make foreign direct investment (FDI) location choice.
Design/methodology/approach
This paper first reviews the literature on strategy tripod and strategic asset seeking strategy of EMNEs. Then, six cases of Chinese multinational enterprises operating in manufacturing industry have been introduced, emphasizing on interactions within three dimensions of strategy tripod framework, namely, resource-based dimension, industry-based dimension and institution-based dimension. By triangulating with multiple sources of archival and interview data, this paper identified a conceptual model presenting location choice mechanisms.
Findings
Based on a comparative multi-case study, four mechanisms of EMNEsā location choice when seek strategic asset by FDI within a strategy tripod framework have been revealed. Specifically, EMNEs make their strategic decision of choosing a foreign location for their strategic asset seeking under mechanisms of seeking complementary resources based on industry characteristics; echoing with institutional dimension of home country when exploitation of resource; matching institutional dimension of host country when consider industry fitness; and institutional leveraging combined with understanding of resource and industry dimensions inside strategy tripod.
Originality/value
The findings shed novel insights into the mechanisms under which EMNEs choose their location for strategic asset-seeking FDI. It also broadens the strategy tripod framework by looking deeper into the characteristics of each dimension within a new research context of EMNEsā FDI location choice.
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