標(biāo)題: Titlebook: Capabilities for Strategic Advantage; Leading Through Tech David Birchall,George Tovstiga Book 2005 Palgrave Macmillan, a division of Macmi [打印本頁] 作者: 使委屈 時(shí)間: 2025-3-21 18:27
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書目名稱Capabilities for Strategic Advantage網(wǎng)絡(luò)公開度學(xué)科排名
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書目名稱Capabilities for Strategic Advantage讀者反饋學(xué)科排名
作者: vascular 時(shí)間: 2025-3-21 22:39
Capabilities as strategic resourceses in determining and executing appropriate strategies. Prahalad and Hamel’s (1990) seminal work on core competencies was highly influential in shifting the focus of management onto the firm’s strategic resources, particularly its capabilities. The authors argued that competitive advantage does not 作者: 改變立場(chǎng) 時(shí)間: 2025-3-22 00:46
Capabilities and competitive advantagedvantage sustained in highly competitive and fastmoving markets? What is the role of the firm’s strategic capabilities in creating and sustaining competitive advantage? Over the years, management thinkers and practitioners alike have pondered these questions from various perspectives.作者: Lignans 時(shí)間: 2025-3-22 06:25
Managing capabilities for strategic advantagegers are being challenged to exploit their current capabilities while nurturing the development of new ones in anticipation of emerging and future markets. The firm’s knowledge is its “key economic resource and the dominant—and perhaps even the only—source of competitive advantage” (Drucker 1999). T作者: 輕率的你 時(shí)間: 2025-3-22 12:29
Strategic capabilities and innovationught on by the collapse of the dot.com bubble, innovation, it appears, is being “rediscovered.” Many firms are now poised to venture beyond measures that are focused purely on retrenchment and cost reduction to embrace innovation as the engine for driving their new business growth. Innovation, howev作者: Noctambulant 時(shí)間: 2025-3-22 16:18 作者: Noctambulant 時(shí)間: 2025-3-22 20:35 作者: disparage 時(shí)間: 2025-3-22 22:52
Accelerating progress through partnering and alliancingnizations. But they are also important to smaller and medium-sized companies (SMEs), as these firms offer the large organization access to entrepreneurship and exciting new technological developments, and the SME can in turn gain through access to the expertise which resides in the large firm. In th作者: 天真 時(shí)間: 2025-3-23 04:28
Creating organizations and networks to support innovationess advantage. In networking one of their key strengths is an ability to form relationships with people of diverse backgrounds and a wide range of capabilities. They then exhibit great skill in using these networks to help solve the challenging problems they face in developing sustainable businesses作者: faultfinder 時(shí)間: 2025-3-23 08:49 作者: 演繹 時(shí)間: 2025-3-23 11:28 作者: 女上癮 時(shí)間: 2025-3-23 14:43 作者: Arctic 時(shí)間: 2025-3-23 18:06 作者: Postmenopause 時(shí)間: 2025-3-24 02:00 作者: 誹謗 時(shí)間: 2025-3-24 05:19 作者: 枕墊 時(shí)間: 2025-3-24 07:50 作者: deactivate 時(shí)間: 2025-3-24 11:55 作者: 妨礙議事 時(shí)間: 2025-3-24 15:12 作者: 小臼 時(shí)間: 2025-3-24 19:51
Requirements for Robotic Gynecologic Surgerydvantage sustained in highly competitive and fastmoving markets? What is the role of the firm’s strategic capabilities in creating and sustaining competitive advantage? Over the years, management thinkers and practitioners alike have pondered these questions from various perspectives.作者: 正常 時(shí)間: 2025-3-25 02:37
Sergei Kotov,Marco Ceccarelli,Matteo Russo that in almost every major discipline up to 90 percent of relevant knowledge has appeared in the past 15 years. Terabytes of data (for comparison purposes, one terabyte approximates the entire scope of Shakespeare’s collected works) are added to the every discipline’s database every day (Quinn 2002作者: UTTER 時(shí)間: 2025-3-25 04:34
Requirements for Robotic Gynecologic Surgeryes in determining and executing appropriate strategies. Prahalad and Hamel’s (1990) seminal work on core competencies was highly influential in shifting the focus of management onto the firm’s strategic resources, particularly its capabilities. The authors argued that competitive advantage does not 作者: occult 時(shí)間: 2025-3-25 09:06 作者: 名字 時(shí)間: 2025-3-25 12:15
A. Noriega,M. Cadenas,R. Fernándezgers are being challenged to exploit their current capabilities while nurturing the development of new ones in anticipation of emerging and future markets. The firm’s knowledge is its “key economic resource and the dominant—and perhaps even the only—source of competitive advantage” (Drucker 1999). T作者: Chemotherapy 時(shí)間: 2025-3-25 18:44 作者: Commonplace 時(shí)間: 2025-3-25 21:38
New Trends in Mechanism and Machine Scienceompetitive advantage through innovation. Evolutional innovation seeks to derive opportunity from disruption by enabling the firm to bring into strategic balance the right mix of institutional and revolutional innovation strategies. It ensures the proper organizational context for building the requis作者: 古文字學(xué) 時(shí)間: 2025-3-26 02:20 作者: EXALT 時(shí)間: 2025-3-26 06:56
New Trends in Medical and Service Roboticsnizations. But they are also important to smaller and medium-sized companies (SMEs), as these firms offer the large organization access to entrepreneurship and exciting new technological developments, and the SME can in turn gain through access to the expertise which resides in the large firm. In th作者: charisma 時(shí)間: 2025-3-26 08:32 作者: organic-matrix 時(shí)間: 2025-3-26 13:31 作者: CT-angiography 時(shí)間: 2025-3-26 19:40 作者: Abrupt 時(shí)間: 2025-3-27 00:55 作者: Apoptosis 時(shí)間: 2025-3-27 01:55 作者: 暴發(fā)戶 時(shí)間: 2025-3-27 08:09
to have a methodology for developing strategy with regard to future technology. New technology needs to be integrated into a strategic process and companies who are able to establish the capabilities to achieve this will secure robust competitive advantage. This powerful new approach will be demons作者: 沒有準(zhǔn)備 時(shí)間: 2025-3-27 10:29 作者: interlude 時(shí)間: 2025-3-27 16:18
New Trends in Medical and Service Roboticserformance management systems. Frameworks have been developed and have gained wide acceptance: for example, a 2003 study by Bain & Company of the use of management tools by business reported that 62 percent of the respondents across the world had adopted the widely accepted balanced scorecard first proposed by Kaplan and Norton in the . (1992).作者: ADORN 時(shí)間: 2025-3-27 19:53 作者: hauteur 時(shí)間: 2025-3-27 21:59
Measuring innovation performanceerformance management systems. Frameworks have been developed and have gained wide acceptance: for example, a 2003 study by Bain & Company of the use of management tools by business reported that 62 percent of the respondents across the world had adopted the widely accepted balanced scorecard first proposed by Kaplan and Norton in the . (1992).作者: 追逐 時(shí)間: 2025-3-28 03:53 作者: Instrumental 時(shí)間: 2025-3-28 07:12 作者: archetype 時(shí)間: 2025-3-28 14:15 作者: travail 時(shí)間: 2025-3-28 16:09 作者: Obligatory 時(shí)間: 2025-3-28 19:50 作者: Creditee 時(shí)間: 2025-3-29 00:59 作者: 吹牛大王 時(shí)間: 2025-3-29 07:07
Managing capabilities for strategic advantagehe firm’s knowledge manifests itself in its set of strategic capabilities. The strategic management of these demands deliberate and focused effort on the part of managers; it is a task that cannot be left to chance.作者: orthodox 時(shí)間: 2025-3-29 10:51 作者: 學(xué)術(shù)討論會(huì) 時(shí)間: 2025-3-29 11:49
Evolutional innovation: deriving opportunity from disruptionite capabilities that enable the firm to capture market opportunity ahead of its competition. For this, firms are increasingly depending on secondary organizational capabilities such as innovation partnering and strategic networking, which enable them to fully exploit their primary capabilities.作者: 不容置疑 時(shí)間: 2025-3-29 17:12
Market orientation and innovation successse as the product takes shape.” Rothwell et al (1974) had earlier put forward a similar viewpoint when they said, “User needs must be precisely determined and met and it is important that these needs are monitored throughout the course of the innovation since they rarely remain completely static.”作者: 逃避系列單詞 時(shí)間: 2025-3-29 21:26
