Relevant bibliographies by topics / Strategic resources and capabilities

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Strategic resources and capabilities'

Author: Grafiati
Published: 4 June 2021
Last updated: 2 February 2022

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Journal articles on the topic "Strategic resources and capabilities"

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Ordanini, Andrea, and Gaia Rubera. "Strategic capabilities and internet resources in procurement." International Journal of Operations & Production Management 28, no. 1 (January 4, 2008): 27–52. http://dx.doi.org/10.1108/01443570810841095.

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Huikkola, Tuomas, and Marko Kohtamäki. "Solution providers’ strategic capabilities." Journal of Business & Industrial Marketing 32, no. 5 (June 5, 2017): 752–70. http://dx.doi.org/10.1108/jbim-11-2015-0213.

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Purpose Drawing on the resource-based view of the firm, this study aims to analyze solution providers’ strategic capabilities that facilitate above-average returns. Design/methodology/approach The study applies a qualitative comparative case method. In addition to an extensive set of secondary data, the results are based on interviews with 35 executives from nine leading industrial solution providers, their strategic customers and suppliers. The analyzed solution providers were identified based on quantitative survey data. Findings By observing six distinctive resources and three strategic business processes, the present study identifies seven strategic capabilities that occur in different phases of solution development and deployment: fleet management capability, technology-development capability, mergers and acquisitions capability, value quantifying capability, project management capability, supplier network management capability and value co-creation capability. Research limitations/implications The study develops a generic model for the strategic capabilities of servitization. Application of the developed model to different contexts would further validate and enhance it. Practical implications Managers can use the developed model to benchmark, identify, build and manage solution providers’ strategic capabilities and associated practices. Originality/value The study develops a valuable conceptual model based on the comparative case data. Case firms were selected for the study based on a representative quantitative data set. The results were verified and triangulated with external data.
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Finch, David J., Melanie Peacock, Nadege Levallet, and William Foster. "A dynamic capabilities view of employability." Education + Training 58, no. 1 (January 11, 2016): 61–81. http://dx.doi.org/10.1108/et-02-2015-0013.

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Purpose – The increasing demand for post-secondary education, and the ongoing difficulty students’ face in securing appropriate work upon program completion, highlight the importance of an enhanced understanding of employability resources for university graduates. Just as organizations achieve a strategic advantage from resources and dynamic capabilities (DCs), university graduates can similarly apply these principles and tactics to be competitive in the job market. The purpose of this paper is to ask the question: how can new graduates enhance their competitive advantage when entering the employment market? To address this question the authors propose to adopt the DCs framework to analyze the competitive advantage of a graduate and argue that university graduates can take specific steps to enhance their own competitive advantage in the labor market. Design/methodology/approach – An extensive review of the existing human resource and strategic management literature was used to develop a conceptual DCs model of employability. The core dimensions of the conceptual model were refined using 26 one-on-one interviews with employers of new university graduates. This study concludes by recommending specific empirical and experimental research to further test the model. Findings – The results from the qualitative study identified the importance of four specific resources that university graduates should possess: intellectual, personality, meta-skill and job-specific. In addition, the authors suggest that integrated DCs are crucial for enhancing the value of these individual resources. Both pre-graduate application and the construction of personal narratives are essential signals that university graduates can mobilize individual resources in a complementary and strategic manner, in real-world settings, to maximize value. Research limitations/implications – This is an exploratory study and is designed as a foundation for future empirical and experiential research. Practical implications – The findings suggest that, in order to increase employability, university students need to assume a DCs view of competitive advantage. As a result, students need to reflect on both their intrinsic and learned resources to create a systematic competitive advantage that is valued, rare and difficult to replicate or substitute. Social implications – This paper challenges students to assume a holistic view of education by recognizing education extends far beyond a classroom. Therefore, differentiation and value creation is reflected in the synthesis and application of both intrinsic and learned resources. Originality/value – The integration of strategic management and human resource literature is a unique theoretical approach to explore the drivers of graduate employability.
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Guesalaga, Rodrigo, Mika Gabrielsson, Beth Rogers, Lynette Ryals, and Javier Marcos Cuevas. "Which resources and capabilities underpin strategic key account management?" Industrial Marketing Management 75 (November 2018): 160–72. http://dx.doi.org/10.1016/j.indmarman.2018.05.006.

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Mandal, Santanu. "Towards a Model of Sustainability Capabilities and Competitive Advantage." International Journal of Applied Management Sciences and Engineering 1, no. 1 (January 2014): 41–57. http://dx.doi.org/10.4018/ijamse.2014010103.

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Firms have lately realized the importance of sustainability because of (1) decreasing resources (2) difficulty in getting adequate and skilled resources. Therefore firms are trying their best to include sustainability considerations in their operational, tactical and strategic planning. In this scenario, this paper makes an attempt to operationalize several kinds of resources existing in an organization from a sustainability perspective and tries to investigate which of these can best help the organization in developing sustainability capabilities which will eventually led the firm to gain competitive advantage. Based on the data collected from 204 executives engaged in different sectors, the findings indicate that except accounting resources, all other resources like information technology, finance, marketing and operations are significant in enabling the firm to develop sustainability capabilities. Relatively, operations resources and information technology resources are the most important predictors of sustainability capabilities and hence firms can focus more on these departments while strategic resource allocation. Finally, the study exhibited that sustainability capabilities do help a firm to gain competitive advantage.
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L'Écuyer, François, Louis Raymond, Bruno Fabi, and Sylvestre Uwizeyemungu. "Strategic alignment of IT and human resources management in manufacturing SMEs." Employee Relations: The International Journal 41, no. 5 (August 2, 2019): 830–50. http://dx.doi.org/10.1108/er-09-2018-0258.

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Purpose Within the manufacturing sector, small- and medium-sized enterprises (SMEs) face specific challenges with regard to their strategic HRM capabilities. In this context, an emerging issue for both researchers and practitioners regards HR information systems (HRIS), i.e. the deployment of strategic IT capabilities to enable the firm’s high-performance work system (HPWS) capabilities and thus improve the performance of its HR function. The purpose of this paper is to address this issue by using a capability-based mediation perspective to study the strategic alignment of HR and IT. Design/methodology/approach A survey study of 206 manufacturing SMEs was realized and the data thus obtained was analyzed through structural equation modeling. Findings Results confirm that the HRIS capabilities of SMEs influence the performance of the HR function through their strategic alignment with the HPWS capabilities of these enterprises. Practical implications The results suggest that the manufacturing SMEs most active in developing their HRIS capabilities while developing their HPWS capabilities are most likely to develop a competitive advantage through the improved performance of their HR function. This is especially important in a time when firms of all sizes across the globe are waging a “war for talent,” and are enabled to do so by their strategic use of IT. Originality/value The results of the study constitute a valid basis for prediction and prescription with regards to the strategic alignment of human and IT resources.
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Agic, Emir, Merima Cinjarevic, Emir Kurtovic, and Muris Cicic. "Strategic marketing patterns and performance implications." European Journal of Marketing 50, no. 12 (November 14, 2016): 2216–48. http://dx.doi.org/10.1108/ejm-08-2015-0589.

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Purpose The purpose of this study is to create the taxonomy of firms based on the nature of the relationship between market-based resources and marketing capabilities. Anchored in the configuration theory, the present study aims to explore simultaneous roles of market-based resources, i.e. customer orientation and competitor orientation, and marketing capabilities, i.e. the execution of marketing practices and activities within a firm, on firm performance. Design/methodology/approach A self-administrated questionnaire was used to collect data from chief executive officers or top managers of 220 firms in Bosnia and Herzegovina, a transitional economy in South Eastern Europe. Findings Drawing on a configuration approach via the latent class analysis, the authors empirically derive four distinct strategic marketing patterns, namely, marketing super achievers, marketing-focused virtuosi, marketing drifters and marketing mass pushers. The findings also highlight how business performance outcomes differ as a function of a class membership. Research limitations/implications Cross-sectional research design and focus on a single country are main limitations of the present study. Thus, longitudinal studies in the context of developed and fast-reforming transition economies are advisable for future work. Practical implications This study enhances the knowledge on how a firm can configure or bundle its market-based resources and marketing capabilities to produce desired outcomes. Findings suggest that joint attention to building market-oriented culture and developing marketing capabilities seems to pay off. However, the authors found that a lack of market knowledge can be substituted by the firms’ ability to build effective promotional and branding capabilities. Thus, the present study adds to the emerging dialog on the relative importance of alternative strategic orientations in achieving superior business performance. Originality/value This study contributes to the strategic marketing literature by examining the synergistic effect of market-based resources and marketing capabilities on firm performance using a configurational approach. It also provides support for the equifinality proposition, suggesting that different “bundles” of market-based resources and marketing capabilities can lead to similar level of performance outcomes.
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Vargas-Hernández, José G., and Jorge Armando López-Lemus Jorge López-Lemus. "Resources and Capabilities of SMEs Through a Circular Green Economy." International Journal of Circular Economy and Waste Management 1, no. 1 (January 2021): 1–15. http://dx.doi.org/10.4018/ijcewm.2021010101.

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The purpose of this article is to analyze the green and circular economy (GCE) model from the point of view of the resources and capacities of the organization. How is the application of the circular economy model related to strategic management? At first glance, it seems that the CE is operating within an operational level with a social impact, but it also has implications that allow us to think that it can be used as an internal resource of the company that, if applied in the right way, can become a competitive advantage; in other words, the application of the CE is related to strategic management through the point of view based on resources and capabilities. Therefore, the present investigation has a descriptive-correlational nature, which was analyzed through Peng's VRIO framework.
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Rice, John, Tung-Shan Liao, Nigel Martin, and Peter Galvin. "The role of strategic alliances in complementing firm capabilities." Journal of Management & Organization 18, no. 6 (November 2012): 858–69. http://dx.doi.org/10.1017/s1833367200000493.

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AbstractStrategic alliance research emerged to explain alliance formation based upon transaction cost minimisation and opportunism reduction. Later research, and early research from Japan, emphasised the role of alliances in facilitating the transfer of knowledge between organisations. Most recently, alliance research has focussed on the development of shared, potentially idiosyncratic, resource stocks. This paper builds on this recent research, testing the proposition that alliances are important vehicles allowing firms to access or acquire external resources, hence shoring up capability gaps and building new capabilities as required during firm, product and industry life cycles. Using a sample from Australian manufacturing small-and-medium-sized enterprises, the paper reveals that alliances employed by firms can be viewed as initiatives to either fill a gap in the firm's resource stock or to exploit a perceived opportunity in its operational and strategic environment.
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Rice, John, Tung-Shan Liao, Nigel Martin, and Peter Galvin. "The role of strategic alliances in complementing firm capabilities." Journal of Management & Organization 18, no. 6 (November 2012): 858–69. http://dx.doi.org/10.5172/jmo.2012.18.6.858.

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AbstractStrategic alliance research emerged to explain alliance formation based upon transaction cost minimisation and opportunism reduction. Later research, and early research from Japan, emphasised the role of alliances in facilitating the transfer of knowledge between organisations. Most recently, alliance research has focussed on the development of shared, potentially idiosyncratic, resource stocks. This paper builds on this recent research, testing the proposition that alliances are important vehicles allowing firms to access or acquire external resources, hence shoring up capability gaps and building new capabilities as required during firm, product and industry life cycles. Using a sample from Australian manufacturing small-and-medium-sized enterprises, the paper reveals that alliances employed by firms can be viewed as initiatives to either fill a gap in the firm's resource stock or to exploit a perceived opportunity in its operational and strategic environment.
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Dissertations / Theses on the topic "Strategic resources and capabilities"

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Cöster, Fredrik, Marcus Engdahl, and Johan Svensson. "Critical success factors : An evaluation to identify strategic capabilities." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-35872.

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Background: Strategic capabilities are vital components for organisations to include in their business. Another essential elements in a strategy that can affect the performance of an organisation in both a negative and positive direction are critical success factors. This research will study if it possible to evaluate organisations CSFs in order to see whether a well performed CSF also can be identified as a strategic capability. Purpose: The purpose of this thesis is to evaluate organisations CSF in order to identify strategic capabilities Research question: What CSFs can be identified? Which CSFs are identified as strategic capabilities? Methodology: This thesis involved a qualitative pre-study consistent of a content analysis and semi-structured interview that were used to provide measurements to the quantitative survey. Conclusion: The findings indicate that it is possible to identify strategic capabilities by evaluating CSFs. In this study transportation, number of stores and the atmosphere were considered as strategic capabilities.
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Ahmad, Husairi Mariyani. "Imitative market entry strategies : the role of strategic orientation, resources, capabilities and absorptive capacity." Thesis, Cardiff University, 2014. http://orca.cf.ac.uk/73644/.

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Despite being more common than innovation, little is known about the strategies involved in imitative market entries and the capabilities enabling their executions. Drawing on the Resource-based View and Competitive Dynamics perspectives, the study examines the role of marketing capability, technological capability and absorptive capacity in aiding technological firms to engage in successful imitative market entries. The research also examines the relationship between strategic types and resources as well as the relationship between resources and capabilities. Finally, the research investigates the role of capabilities as determinants of entry timing, relative product advantage and relative price, which in turn influence product performance. The research provides important managerial and theoretical implications. First, the integration of the RBV and Competitive Dynamics perspectives provides a richer explanation of the heterogeneity in firms’ performance. Second, the findings show that firms’ strategic orientation determines the level of marketing and R&D resources. Third, the interaction between technological capability and marketing capability accelerates imitative market entry. Fourth, technological and marketing capabilities have a U-shaped relationship with market entry. Finally, the present study found marginal support for the prediction that entry timing, relative product advantage and relative price increase the likelihood of product survival. The U-shaped relationship observed between technological and marketing capabilities with market entry illustrate the double-edged sword nature of capabilities. Although strong technological and marketing capabilities facilitate firms’ swift entry into the market for some, for others they may cause them to be trapped in existing product, lock them in with existing customers and prevent them from being receptive to the new opportunities in the environment. Finally, because marketing and technological capability interaction is significantly related to earlier entry and earlier entry is associated with a higher product survival rate, managers considering an imitative market entry need to invest in the development of these two capabilities.
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Krzeminska, Anna M. "The importance of firms' strategic resources and capabilities in crisis situations." reponame:Repositório Institucional do FGV, 2015. http://hdl.handle.net/10438/14975.

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Submitted by Anna Krzeminska (anna.m.krzeminska@gmail.com) on 2015-12-03T22:31:54Z No. of bitstreams: 1 Anna Krzeminska - FGV EBAPE Thesis.pdf: 782414 bytes, checksum: d1eaade223b9b8d735b684cca595090e (MD5)
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The general idea of this research is to analyze overall firm performance before and after the global financial crisis of 2008. The main question is: What kind of strategies did companies adopt that led to positive business performance after the crisis? Are there any particular competitive advantages that bring better performance in the case of an economic downturn? This research focuses on competitive advantage gained by resource-based view attributes of a product (quality, durability and prestige) and dynamic capabilities (strategic flexibility in product development and technological innovation ability). The economic crisis setting provides a proper background to analyze the competitive advantage strategies in a dynamic, low-probability environment to determine which are most worth adopting in the business world. I employ an OLS regression analysis in order to measure the business performance of 136 Brazilian firms across four years – 2002, 2005, 2008 and 2012. The findings indicate that even though all of the strategic resources and capabilities positively influence firm performance in expansionary periods, only the superior product characteristics are pertinent in surviving an economic downturn.
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Sanssoucie, Kim Clare. "Critical resources and capabilities of sustainable entrepreneurial orientation and its linkage to strategic decision-making." Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/75273.

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Multiple strategic orientations are management philosophies and practices that assist organisations with internal preparation for quicker responses to external environmental changes. An organisations ability to integrate and foster a Sustainable Entrepreneurial Orientation (SEO) into their business strategies, organisational routines, culture and leadership values is yet to be studied. In view of this, this study responds to this unique research gap through exploring the critical resources and capabilities which enable organisations to intentionally foster SEO and identifying its linkage to strategic decision-making. Establishing which organisational components have considerable influence on SEO will enable organisations to recognise opportunities and constraints of their internal contexts and better equip themselves to enact sustainability and innovation focused activities in response to the grand economic, social and ecological challenges facing society and business. The choice of methodology is qualitative research which used one-on-one in-depth interviews with interview respondents in an emerging market context (South Africa) and a developed market context (Italy) which triangulated the data of this phenomenon. The results indicated that intangible, human-centred resources such as leadership, culture and human capital are the most critical resources for SEO to be fostered which must work systemically in combination with each other and through strategic decision-making organisations can gain competitive advantage, firm performance, new resources and capabilities and a continued licence to operate in society. Market context affects this relationship. The study generated the Integrated Sustainable Entrepreneurial Strategy (ISES) Model which can be used by strategic managers and executives to foster SEO within their organisations.
Mini Dissertation (MBA)--University of Pretoria, 2020.
Gordon Institute of Business Science (GIBS)
MBA
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Akwei, Cynthia A. "The process of creating dynamic capabilities." Thesis, Loughborough University, 2007. https://dspace.lboro.ac.uk/2134/7869.

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The concept of dynamic capability (DC) is receiving significant attention from scholars in strategy and organisation research. However, most of the research is conceptual in nature. In this thesis, the process of how DCs are created in two firms is examined using the grounded theory methodology (GTM) with the aim of developing a substantive theory of DC creation. Data were collected using theoretical sampling, and unstructured and semi-structured interviews. These data were then analysed using the constant comparison method to identify and explain the process through which DCs are created. The findings from the study reveal that DCs are created through continuous internal activities such as in-house innovation, human resource activities (HRAs), and external activities with partners through collaboration and acquisitions. Firms learn from these activities, which lead to changes in the static organisational capabilities and the development of higher order capabilities, the DCs. From this study, a framework has been developed for considering and managing the process of creating DCs at a strategic level. The framework explains the reasons why these firms develop and renew their DCs, identifies the key resources required, and examines the activities through which DCs are developed and renewed. The framework is both iterative and simultaneous. Implications for academics and practitioners are discussed, and limitations and directions for future research are outlined.
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Peixoto, Inês Simões de Brito. "Green innovation: how firms leverage capabilities, resources and complementary assets." Master's thesis, NSBE - UNL, 2009. http://hdl.handle.net/10362/9508.

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A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics
Environmental issues are critical for business either as a constraint or an opportunity. Hence, they should be addressed by firms as a strategic priority integrated in their operations strategy. In order to do so, firms need to develop green capabilities and assets that support their green strategies. This paper discusses the green capabilities necessary to develop green innovation initiatives. It presents a framework that structures the relationship between drivers of green operations strategies, firms’ resources and green innovation as a source of competitive advantage. Case study research is used to support and extend the framework. Case study evidences validate the framework, provide additional insights and suggest new lines of research on these topics.
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Väyrynen, K. (Karin). "Evolution of software business in industrial companies: Resources, capabilities and strategy." Doctoral thesis, University of Oulu, 2009. http://urn.fi/urn:isbn:9789514293115.

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Abstract Research on software business has, so far, mainly concentrated on the software industry. However, software business has recently also been practised outside the software industry, in so-called industrial companies. This research aims at increasing empirical and theoretical understanding of the development of software business in industrial companies, shedding light on why a company not belonging to the software industry starts to do business involving software, how the company goes about starting such business, and how this in turn affects the company. First, past research on the resource-based approach, capability approach, dynamic capability approach and the concept of strategy is reviewed. Based on this review, four processes that hold the potential to give a company (sustained) competitive advantage – picking resources, exploiting resources, applying capabilities and developing capabilities – and three important dimensions of strategy – the objective of strategy, the process of strategy formation, and the focus of strategy – are identified. A conceptual framework for studying the development of software business in industrial companies is developed which encompasses the processes holding the potential for (sustained) competitive advantage and the different dimensions of strategy, as well as the company’s resource, capability and dynamic capability base. Following that, empirical data collected in two internationally operating industrial companies is analyzed with the help of the conceptual framework. As a result of the empirical data analysis, 23 capabilities and several resources important for software business in industrial companies could be identified. Capabilities are categorized according to their use in and applicability to different types of software business. Factors influencing the application, development and improvement of capabilities, as well as different ways of how industrial companies start to do software business, are identified. The conceptual framework is revised by adding the process of developing capabilities further to the processes which hold the potential for competitive advantage, and clarifying the role of dynamic capabilities in the development of software business in industrial companies.
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Almén, Oskar Nils. "Strategic talent management : the dynamics of resource-making capabilities in expert-based organisations." Thesis, University of Cambridge, 2007. https://www.repository.cam.ac.uk/handle/1810/252034.

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de, Villa Maria Andrea. "Developing adaptive political capabilities for high political uncertainty contexts : a study of strategic responses in the international operations of food firms in Latin America." Thesis, Cranfield University, 2014. http://dspace.lib.cranfield.ac.uk/handle/1826/8575.

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The corporate political activity field has focused on the study of political capabilities that allow firms to influence governments and regulators. Building on previous studies, this thesis examines a set of capabilities that allow host firms to adapt to rather than influence political environments. Specifically, this set of adaptive political capabilities can be used by firms to confront host country political contexts in emerging economies that share two characteristics: authoritarian regimes and weak institutions. The findings of this thesis show that host firms can develop and use adaptive political capabilities rather than political capabilities to start and sustain their operations in this type of political contexts. This entails attuning firm processes, structures, and practices to local norms and political behaviors, rather than attempting to shape the host country political environment in its own likeness. Our results suggest host firms can develop adaptive political capabilities to enhance their strategic repertoire when starting or sustaining operations in emerging economies with such characteristics. Our contribution is that by using mixed methods, we provide and test several exploratory propositions that support the conceptualization of a framework to guide the development of adaptive political capabilities by host firms and we make explicit a taxonomy of corporate adaptive political strategies that can enable firms to envision how they can adapt to host political contexts.
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Koparan, Ipek. "An Integrated Approach to Development of Dynamic Capabilities and Investments in Strategic Factor Markets." Kent State University / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=kent1585823070940956.

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Books on the topic "Strategic resources and capabilities"

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P, Pisano Gary, and Upton David M. 1959-, eds. Strategic operations: Competing through capabilities. New York: Free Press, 1996.

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Eriksen, Bo. Firm resources and capabilities: A renewed focus for strategic management? Odense: Department of Management, Odense University, 1993.

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Birchall, David, and George Tovstiga. Capabilities for strategic advantage. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230522497.

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Developing alliance capabilities. New York: Palgrave Macmillan, 2008.

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U.S. strategic airlift: Requirements and capabilities. Cambridge, Mass: Institute for Foreign Policy Analysis, 1985.

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Cordesman, Anthony H. US defence policy: Resources and capabilities. London: Royal United Services Institute for Defense Studies, 1994.

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Baugher, Dan. Resources for strategic analysis. Cincinnati, Oh: South-Western Publishing Company, 1989.

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1956-, McBey Kenneth James, and McBey Kenneth James 1956-, eds. Strategic human resources planning. 4th ed. Toronto: Nelson Education, 2010.

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1956-, McBey Kenneth James, and McBey Kenneth James 1956-, eds. Strategic human resources planning. 3rd ed. Toronto: Thomson Nelson, 2007.

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1946-, Belcourt Monica Laura, ed. Strategic human resources planning. 2nd ed. Toronto: Thomson/Nelson, 2004.

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Book chapters on the topic "Strategic resources and capabilities"

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Birchall, David, and George Tovstiga. "Capabilities as strategic resources." In Capabilities for strategic advantage, 19–34. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230522497_2.

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White, Colin. "Analysing resources, capabilities and core competencies." In Strategic Management, 233–65. London: Macmillan Education UK, 2004. http://dx.doi.org/10.1007/978-0-230-55477-1_7.

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Hugill, Andrea, and Constance E. Helfat. "Managerial Resources and Capabilities." In The Palgrave Encyclopedia of Strategic Management, 1–5. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_604-1.

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Hugill, Andrea, and Constance E. Helfat. "Managerial Resources and Capabilities." In The Palgrave Encyclopedia of Strategic Management, 955–60. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_604.

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Osabutey, Ellis L. C., Richard B. Nyuur, and Yaw A. Debrah. "Developing Strategic International Human Resource Capabilities in Sub-Saharan Africa." In International Human Resources Management, 37–51. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-15308-7_3.

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Nijssen, Edwin J., and Ruud T. Frambach. "Identifying Resources and Capabilities for Value Creation: The Internal Analysis." In Creating Customer Value Through Strategic Marketing Planning, 57–79. Boston, MA: Springer US, 2001. http://dx.doi.org/10.1007/978-1-4757-3277-1_4.

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Barney, Jay B. "Resources, Capabilities, Core Competencies, Invisible Assets, and Knowledge Assets: Label Proliferation and Theory Development in the Field of Strategic Management." In The SMS Blackwell Handbook of Organizational Capabilities, 422–26. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405164054.ch26.

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Yu, Xiu-bao. "Knowing Yourself and Knowing the Others." In Management for Professionals, 121–39. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-33-4713-7_8.

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AbstractThis chapter introduces the basic information for the need of strategic decision-making, including internal key information of the organization, external information. Strategic decision makers are required to conduct analysis and have a deep understanding of the industry trend and of the organization resources and capabilities.
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Devinney, Timothy, and Grahame Dowling. "What Are the Strategies of Australia’s Universities? Environment, Competition, Resources and Capabilities." In The Strategies of Australia’s Universities, 85–104. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-3397-6_6.

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Steiner, Frank, and Moritz Wellige. "Strategic Capabilities to Manage High-Variety Production Environments: The Role of Underlying Activities and Organizational Resources." In Lecture Notes in Production Engineering, 487–504. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-04271-8_41.

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Conference papers on the topic "Strategic resources and capabilities"

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Sadigov, Rahim. "CONCEPTUAL BASES OF STRATEGIC HUMAN RESOURCE MANAGEMENT." In THE LAW AND THE BUSINESS IN THE CONTEMPORARY SOCIETY 2020. University publishing house "Science and Economics", University of Economics - Varna, 2020. http://dx.doi.org/10.36997/lbcs2020.62.

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The main purpose of the research paper is to study the strategic management of human resources in industrial enterprises, career development and stimulation in the activity. Labor resources are active elements in the production of goods, the creation of material wealth and the provision of services to society. Human resources are important ones in all areas of the national economy. Human resources act as a creative component in the organization and management using their mental, spiritual and psychological capabilities. Human resources study and analyze technical, technological possibilities and financial sources, make management decisions as a leading resource in any organization. Research methodology is related in personnel policy and the comprehensive study of strategic human resource management. Human resource management in industrial enterprises is the main subsystem management system. This issue affects on the development of the enterprise, increasing the quality of products, economic efficiency and profits. The importance of the research paper - is to apply the results in the management of industrial enterprises. Human resource management contributes to sustainable operation in enterprises and organizations. The scientific novelty of the research is the definition of a successful personnel policy in the enterprise. Thus, the article identifies strategic goals in human resource management, and develops a corporate concept in this area. The article discusses the application of new technologies for career development. The application of innovations and methods in the implementation of management functions is the basis for motivating the workforce in an organization. All functions and management methods are applied in the process of strategic management of human resources. Management methods are social in nature, as well as ensure the direct development of employees, labor resources and actively influence on the outcome. Management methods lead to the expansion of financial and economic activities of the enterprise, the development of economic activities, the growth of labor resources. Management methods allow to increase competitiveness, as well as to attract partners, suppliers, customers and others. In this regard, our research can be commended in terms of the application of innovation in management.
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Han-fei, Xue, Ye Guang-yu, and Lan Hai-lin. "Political Resources, Political Strategies and Dynamic Capabilities: Roles of Political Strategies and Political Resources in Dynamic Capabilities." In 2007 International Conference on Management Science and Engineering. IEEE, 2007. http://dx.doi.org/10.1109/icmse.2007.4421949.

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Chen, Chung-Jen, Ruey-Shan Guo, Yung-Chang Hsiao, and Kae-Kuen Hu. "The Strategic Choice for Applying Government Subsidized R&D: The Relationship among Organizational Resources and Capabilities, Strategy, and Performance." In 2018 Portland International Conference on Management of Engineering and Technology (PICMET). IEEE, 2018. http://dx.doi.org/10.23919/picmet.2018.8481758.

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Kulkarni, Sukrut Shridhar, Marliana Bt Mohammad, Sharifah Nooraini Bt Syed Tahir, Frankie Kia Yong Tan, and Masnizah Bt Supu. "Situational Analysis of Complex Offshore Network for Strategizing Sequence for Green Field Development." In SPE Trinidad and Tobago Section Energy Resources Conference. SPE, 2021. http://dx.doi.org/10.2118/200933-ms.

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Abstract This paper establishes the approach to strategize the appropriate sequencing and monetization of the green field development through performing situational analysis for the complex offshore facilities to recognize new hydrocarbon molecules. As prudent operator for the complex network its crucial to pursue strategic ideas and innovative concepts to optimize supply demand balance, fulfill contractual obligations to optimize resources to maximize value creation, whilst protecting investment decisions for hydrocarbon monetization for the green field development. It is therefore necessary to implement successful business plans with appropriate sequencing of new fields by robust assessment to decipher the pain points to achieve optimal solution by gaining better understanding of network characteristic, supply distribution and operating envelope for line ups of new green field development. Situational Analysis for the complex offshore system is defined as robust investigation of the surrounding facts/realities to scrutinize the unique features in terms of capabilities, risks, uncertainty, opportunity, and exposures. The approach followed in the paper is the creation of mathematical model for the network/infrastructure embedded with business rules and deployment for evaluation and optimization. This approach is to timely deliver the management decisions for developing sequencing strategy, establishing priority of supply guidelines and allocation principles. This paper describes that a state of art approach which was followed by developing end to end network model by simulation engineers with close collaboration with strategic planning, portfolio optimization and including operations in single platform. The simulation model was further validated and deployed to analyze current network impediments in terms of technical and commercial allocation principles. The modelling approach was kept straightforward and scalable to allow for the future development if any. Analytics of the modelling could assist in gauging the potentials for enhancing system capacity by implementing appropriate reforms to optimize evacuation strategies. Obstacles across system architecture could be estimated and its reconfiguration was planned by means of variations in operating philosophy, alterations in the network assembly with appropriate debottlenecking recommendation. The allocation principles applied during business plans consider the commercial element on initial basis, before instead the physical and technical constraints were evaluated. The results of the allocation were then simulated and reallocated back to relevant demand center with relevant technical constraints of the network. This enabled team to identify the gap for supply/demand and propose solution to address the gap at an enterprise level to be substantial, to build a case whereby monetization of green fields will be necessary. Above methodology describes how by developing an end to end mathematical model that summarizes the microscopic details of a complex offshore system to facilitate on the way to analyze and strategize new field development line-ups. The novelty is with the simulation model built in a single platform, allows a seamless data transfer from various elements such as fields, facilities, pipelines, and terminal and is one stop solution for accessing impediments across architecture The above approach elaborates on result matter approach that steer and advocate on the situational analysis for new field sequencing by ascertaining CAPEX /OPEX optimization that could steer decision of lining up of four new fields within span of two years at appropriate intensity of the network with optimal monetization.
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Joglar, Hernan, and Julian Chaparro. "Valuing IS/IT Resources as an Antecedent of Ab-sorptive Capacity: An RBV Perspective." In InSITE 2007: Informing Science + IT Education Conference. Informing Science Institute, 2007. http://dx.doi.org/10.28945/3121.

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Knowledge recognition as an organizational asset of strategic importance has generated growing interest on absorptive capacity. Surprisingly enough, research on the factors that originate this capacity has been rather scarce. Thus, existing knowledge on the matter suffers relevant omissions. One significant factor that has been excluded from the identified set of antecedents is the collection of resources and capabilities that derive from information systems and information technology (IS/IT). Therefore, this article is aimed at developing the arguments that justify considering IS/IT resources as an antecedent of absorptive capacity, and also at identifying the main relationships among these resources and the most relevant antecedents previously identified. This research concludes that IS/IT resources not only are an important antecedent of absorptive capacity, but also play a moderating role over the effects of many other antecedents.
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Jiang, Chengcheng. "The Effectiveness of Strategic Human Resource Management Practices on Competitive Advantage: Dynamic Capabilities as a Mediator." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5577653.

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Agarwala, Ranjeet, Sherion H. Jackson, Andrew E. Jackson, and Merwan Mehta. "Incorporating Remote Capabilities in Undergraduate Lab Instruction." In ASME 2007 International Mechanical Engineering Congress and Exposition. ASMEDC, 2007. http://dx.doi.org/10.1115/imece2007-41819.

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The goal of the Department of Technology Systems at East Carolina University (1, 2, 3) is to support the economic development requirements of Eastern North Carolina by creating professionals to meet the general engineering and technology needs of its private and public sectors. The various programs in the department emphasize the application of engineering and technology theories to solve real world problems. For this reason students are engaged in hands-on activities beginning with their first semester and do not wait for several semesters or years to experience real engineering activities. During the last three year there has been a tremendous effort to modify and update the curricula of all the department’s programs. Due to the rapid growth of the department in the last few years, the department has embarked on a mission to include distance education (DE) capabilities in its various courses. To accommodate this, various components of the course have been devised as stand alone modules woven together in a distributed environment. This will help sustain and strengthen the enrollment of the department by offering lab centric courses remotely. The model will also minimize the burden of purchase, support and maintenance of lab equipment and help reallocate excessive resources from face-to-face lab instruction. This paper will describe various strategies for integrating a DE lab model into the existing curriculum. The model will be realized through leveraging the exiting DE resources with the proposed model, creating a scalable DE enrollment model (96, 48 students, etc), integrating existing college and university computer hardware and software capabilities with the proposed model.
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Song, Zhengyi, and Young Moon. "CyberManufacturing System: A Solution for Sustainable Manufacturing." In ASME 2018 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2018. http://dx.doi.org/10.1115/imece2018-86092.

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CyberManufacturing System (CMS) is emerging as a new manufacturing paradigm and an integrated management approach, and it is capable of providing on-demand, data-driven, highly-collaborative, knowledge-intensive and sustainability-oriented manufacturing solutions. The recent developments in the Internet of Things, Cloud Computing, Service-Oriented Technologies, and Machine Learning, all contribute to the development of CMS. In CMS, each manufacturer is able to package their resources and capabilities into services and make them available to customers through pay-per-use pricing strategy. Associated capabilities such as computing and simulation resources, application software, know-hows, and expertise also become accessible to worldwide users via the Internet. The manufacturing community is searching for sustainable manufacturing solutions to address environmental degradation and natural resource depletion issues. Sustainable manufacturing systems need to be socially and environmentally responsible as well as economically viable. CMS possesses advanced features — such as resource sharing, servitization and self-manage capabilities — suitable for addressing sustainability issues. This paper presents a framework of the CMS paradigm and performance analysis from the perspective of sustainability. An architecture is proposed to elaborate the constitutions of CMS and to make manufacturing operations transparent. Two case studies are used to illustrate (i) how initial manufacturing requests can be processed and met by a collection of production services and (ii) how the effectiveness of the proposed framework in addressing sustainability issues can be evaluated.
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Burdylo, Ron S., and Audrey L. L. Van Aelst. "Enhanced Pipeline Integrity at Lower Cost: A Pipeline Integrity Prioritization Model." In 2000 3rd International Pipeline Conference. American Society of Mechanical Engineers, 2000. http://dx.doi.org/10.1115/ipc2000-207.

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Strategic, focussed application of pipeline integrity monitoring and mitigation techniques will significantly improve pipeline integrity program effectiveness while reducing overall maintenance costs. These achievements have been demonstrated through the development of Maintenance Prioritization Models (MPM) that pinpoint areas along the pipeline with the highest susceptibility to failure and identify the most cost effective mitigation strategy. A MPM identifies areas along the pipeline that exhibit a higher relative susceptibility to failure and consequence in the event of a pipeline rupture. Used as part of the owner’s pipeline integrity management program, it assists with optimization, planning and focusing of integrity related preventative maintenance activities. Areas that require short-term mitigation are identified and maintenance budgeting and planning can be prioritized while long-term planning needs are forecast. It enables integrity engineers to manage resources more efficiently by focusing on areas of highest need, thereby extending the useful life of the pipeline section that will, in turn, extend its revenue generation capabilities.
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Lee, Jungah, and Seongho Kim. "A Study on The Moderating Effects of Learning Capabilities on the Types of Strategic Alliance and Performance-Resource Based View." In Business 2015. Science & Engineering Research Support soCiety, 2015. http://dx.doi.org/10.14257/astl.2015.84.10.

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Reports on the topic "Strategic resources and capabilities"

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Clawson, Patrick, Shahram Chubin, Michael Eisenstadt, Laurent Lamote, Farhad Kazemi, John P. Hannah, Stuart E. Johnson, Michael Eisenstadt, and Ahmed Hashim. Iran's Strategic Intentions and Capabilities. Fort Belvoir, VA: Defense Technical Information Center, April 1994. http://dx.doi.org/10.21236/ada278559.

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Bentley, Christopher F. Integrated Capabilities: Evolving Joint Capabilities for a Strategic Environment. Fort Belvoir, VA: Defense Technical Information Center, March 2007. http://dx.doi.org/10.21236/ada469388.

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Mallon, Lawrence G. Strategic Mobility 21 Initial Capabilities Document (ICD). Fort Belvoir, VA: Defense Technical Information Center, July 2006. http://dx.doi.org/10.21236/ada454297.

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Savacool, Ed. Strategic Mobility 21: Initial Capabilities Document (ICD) Revised. Fort Belvoir, VA: Defense Technical Information Center, May 2010. http://dx.doi.org/10.21236/ada526513.

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DEPARTMENT OF DEFENSE WASHINGTON DC. Joint Defense Capabilities Study. Improving DOD Strategic Planning, Resourcing and Execution to Satisfy Joint Capabilities. Fort Belvoir, VA: Defense Technical Information Center, January 2004. http://dx.doi.org/10.21236/ada431042.

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Darby, Alan, Anthony Eastland, Steven Fusselman, Scott McVey, and Kenneth Sprouse. Development of Technologies and Capabilities for Coal Energy Resources. Office of Scientific and Technical Information (OSTI), September 2013. http://dx.doi.org/10.2172/1136526.

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Murphy, Patricia. Prioritization of Army Strategic Mobility Program Resources (PASMPR). Fort Belvoir, VA: Defense Technical Information Center, May 1996. http://dx.doi.org/10.21236/ada325188.

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Sizemore, James B. Strategic Management of Administrative Support Resources Using Performance Measures. Fort Belvoir, VA: Defense Technical Information Center, February 2009. http://dx.doi.org/10.21236/ada494758.

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Henderson, James. The Strategic Implications of Russia�s Eastern Oil Resources. Oxford Institute for Energy Studies, January 2011. http://dx.doi.org/10.26889/9781907555237.

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Haeussler, Carolin, and Matthew Higgins. Explaining Preferences for Control Rights in Strategic Alliances: A Property Rights and Capabilities Perspective Approach. Cambridge, MA: National Bureau of Economic Research, September 2012. http://dx.doi.org/10.3386/w18364.

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