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Books on the topic 'Strategic resources and capabilities'

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

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1

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

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2

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

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3

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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4

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

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5

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

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6

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

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7

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

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8

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

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9

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

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10

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

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11

Meyer, Arnoud de. Operations capabilities and strategic competencies: Transform and leverage. Fontainebleau: INSEAD, 1996.

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12

Birchall, David, and George Tovstiga. Capabilities for strategic advantage ; Leading through technological innovation. Basingstoke: Palgrave Macmillan, 2005.

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13

Martin, Kleiber, ed. Chinese military modernization: Force development and strategic capabilities. Washington, D.C: CSIS Press, 2007.

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14

Day, George S. The capabilities of market-driven organizations: Commentary. Cambridge, Mass: Marketing Science Institute, 1993.

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15

Air Force Human Resources Laboratory. Air Force Human Resources Laboratory: Mission and capabilities. Brooks Air Force Base, Tex: Dept. of the Air Force, Air Force Human Resources Laboratory, 1988.

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16

name, No. Systems perspectives on resources, capabilities, and management processes. Amsterdam: Pergamon, 2000.

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17

Laboratory, Air Force Human Resources. Air Force Human Resources Laboratory: Mission and capabilities. Brooks Air Force Base, Tex: Dept. of the Air Force, Air Force Human Resources Laboratory, 1988.

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18

Strategic planning for human resources. New York: Pergamon, 1985.

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19

Almeida-Costa, Luís. The strategic deployment of resources. Fontainebleau: INSEAD, 1998.

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20

Leed, Maren. Tough choices: Sustaining amphibious capabilities' contributions to strategic shaping. Washington, DC: Center for Strategic and International Studies, 2011.

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21

González León, Ana Cristina, editor, ed. Exploring transgenerational entrepreneurship: The role of resources and capabilities. Cheltenham, UK: Edward Elgar, 2014.

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22

Pandza, Krsto. A real options approach to managing resources and capabilities. Manchester: Manchester Metropolitan University, Business School, 2004.

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23

U.S. forces in the Middle East: Resources and capabilities. Boulder, Colo: Westview Press, 1997.

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24

Roland, Brühl. Human resources in strategic corporate management. Frankfurt am Main: R.G. Fischer, 1995.

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25

Guard, Canadian Coast. 2010-2013 Strategic Human Resources Plan. 3rd ed. Ottawa, Ont: Integrated Business Management Services, Fisheries and Oceans Canada, Canadian Coast Guard, 2010.

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26

Swiercz, Paul M. Strategic human resources planning: A bibliography. Monticello, Ill: Vance Bibliographies, 1990.

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27

Kennedy, David M. The strategic management of police resources. [Washington, D.C.]: U.S. Dept. of Justice, Office of Justice Programs, National Institute of Justice, 1993.

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28

John, Douglas. The strategic managing of human resources. New York: Wiley, 1985.

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29

C, Kazanas H., ed. Strategic human resources planning and management. Englewood Cliffs, N.J: Prentice Hall, 1988.

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30

S, Schuler Randall, ed. Managing human resources through strategic partnerships. 9th ed. Mason, OH: Thomson/South-Western, 2006.

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31

Guard, Canadian Coast. Strategic Human Resources Plan, 2009-2012. 2nd ed. Ottawa, Ont: Integrated Business Management Services, Fisheries and Oceans Canada, Canadian Coast Guard, 2009.

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32

Sibson, Robert Earl. Strategic planning for human resources management. New York, NY: American Management Association, 1992.

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33

Chabowski, Brian R., and G. Tomas M. Hult. A Study of the Long-Term Value of Capabilities-Based Resources, Intangible Strategic Assets, and Firm Performance. Edited by Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley, and Douglas Michael Wright. Oxford University Press, 2014. http://dx.doi.org/10.1093/oxfordhb/9780190650230.013.003.

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How do capabilities-based resources focused on customers, supply chains, and how does innovation impact a firm’s strategic assets and performance? We develop a framework to (1) test strategic resource allocations as investments in future opportunities, (2) examine the influences of strategic resources on strategic assets, and (3) study the effects of strategic assets on performance. The model incorporates data from a 12-year period to examine the lagged effects over a “strategic” length period. The results show that the resources that affect assets include business-to-customer (B2C) marketing expenditures, sourcing attentiveness, inventory readiness, production capacity, and overall innovation creativity. Customer satisfaction and brand equity are two firm-level strategic assets that influence financial performance. The robustness of the overall results was also examined in two technological contexts (low/stable vs. high tech).
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34

A Leaders Guide To Leveraging Diversity Strategic Learning Capabilities For Breakthrough Performance. Butterworth-Heinemann, 2008.

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35

Chabowski, Brian R., and G. Tomas M. Hult. A Study of the Long-Term Value of Capabilities-Based Resources, Intangible Strategic Assets, and Firm Performance. Oxford University Press, 2014. http://dx.doi.org/10.1093/oxfordhb/9780199935406.013.003.

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36

Sea power 21: Projecting decisive joint capabilities. [Washington, D.C.?: Dept. of the Navy, 2004.

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37

United States. Navy Dept, ed. Sea power 21: Projecting decisive joint capabilities. [Washington, D.C.?: Dept. of the Navy, 2004.

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38

Freilich, Charles D. Israel’s Classic Defense Doctrine. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190602932.003.0002.

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Chapter 1 presents the “Ben-Gurion doctrine,” formulated in the 1950s, the closest Israel has to a formal defense doctrine, which still informs its strategic thinking today. The doctrine viewed the Arab-Israeli conflict as uniquely long, bitter, all-encompassing, and existential and considered Israel’s geography a strategic nightmare, making it a vulnerable state with indefensible borders. It stressed the fundamental strategic asymmetries with the Arabs, including territorial and population size, economic resources, staying power, military objectives and capabilities, and diplomatic support. The strategic response it proposed called for “a nation in arms” and was based on “three pillars,” deterrence, early warning, and military decision, and on a defensive strategy to be executed offensively, by transferring the battle to enemy territory. It further emphasized the pursuit of peace as a foremost strategic objective, the need for great power alliances but strategic autonomy, and the importance of nation-building.
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39

Hitt, Michael A., Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley, and Douglas Michael Wright, eds. The Oxford Handbook of Strategy Implementation. Oxford University Press, 2014. http://dx.doi.org/10.1093/oxfordhb/9780190650230.001.0001.

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Selecting the best strategy is important if a firm is to achieve and maintain a competitive advantage, but many strategies fail not because they are improperly formulated but because they are poorly implemented. Strategy implementation is among the most important and most challenging issues with which top executives must deal, and effective implementation can help firms achieve high performance. Therefore, a greater understanding of the critical dimensions of strategy implementation is needed. This handbook is designed to provide a deeper understanding of topics important for the implementation of strategy. There are three major sections of the book: resources and governance, managing human capital, and accounting control systems. Resources must be acquired, developed, and configured to create the capabilities needed for implementing a firm’s strategy. However, because of the dynamic competitive landscapes in which most firms operate, strategies frequently change. Corporate governance not only guides the formulation of appropriate strategies but also ensures that proper implementation actions are taken. Because the most important resource for implementing strategy is human capital, the firm must engage in highly effective human resource management practices that attract, motivate, develop, and retain the highest quality human talent available. As a result, effective workforce management at all levels in the organization is essential to successful strategy implementation. Managing assets and controlling managerial behavior are critical to strategy implementation: assets can be managed and managerial behavior controlled using accounting-based data. The careful design of such systems promotes innovation and creative activity and identifies earnings, thereby promoting positive managerial actions to achieve desired financial outcomes.
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40

Clawson, Patrick. Iran's Strategic Intentions And Capabilities. Diane Pub Co, 2004.

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41

Clawson, Patrick. Iran's Strategic Intentions And Capabilities. University Press of the Pacific, 2004.

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42

1951-, Clawson Patrick, and National Defense University. Institute for National Strategic Studies., eds. Iran's strategic intentions and capabilities. Washington, DC: Institute for National Strategic Studies, National Defense University, 1994.

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43

1951-, Clawson Patrick, and National Defense University. Institute for National Strategic Studies., eds. Iran's strategic intentions and capabilities. Washington, DC: Institute for National Strategic Studies, National Defense University, 1994.

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44

Cuervo-Cazurra, Alvaro, William Newburry, and Seung-ho Park. Building Strategic Capabilities in Emerging Markets. Cambridge University Press, 2020.

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45

Cuervo-Cazurra, Alvaro, William Newburry, and Seung Ho Park, eds. Building Strategic Capabilities in Emerging Markets. Cambridge University Press, 2020. http://dx.doi.org/10.1017/9781108565240.

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46

Cuervo-Cazurra, Alvaro, William Newburry, and Seung-ho Park. Building Strategic Capabilities in Emerging Markets. Cambridge University Press, 2020.

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47

Sandberg, Jörgen, Linda Rouleau, Ann Langley, and Haridimos Tsoukas. Introduction. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198806639.003.0001.

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Skillful performance has become one of the most perennial and critical questions within management and organization studies (MOS). This introductory chapter discusses how skillful performance has been conceptualized and investigated in three main interrelated research areas within MOS, namely strategic management, organizational learning and knowledge management, and human resource management. It critically scrutinizes these bodies of literatures, showing that while they have generated an abundance of knowledge about what characterizes the properties of the capabilities, knowledge, competence, and expertise related to skillful performance, they have considerably less to say about how they are enacted in skillful performance. As a way forward, the chapter introduces a range of process-based approaches to advance our understanding of how capabilities, knowledge, competence, and expertise are enacted in the skillful performance of individuals, groups, and organizations.
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48

Grauer, Ryan. Conventional Interstate Warfare. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198790501.003.0027.

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This chapter details the challenge European states face in confronting conventional interstate warfare in the post-cold-war era. The European continent has been the site of several interstate conflicts featuring conventional operations since the collapse of the Soviet Union, and European militaries have fought in a number of similar wars waged outside the region. Conventional interstate wars are likely to manifest quite differently in the future from the way they did in the past, sometimes taking the form of ‘hybrid’ wars that involve irregular fighters and strategies alongside more traditional soldiers and efforts, but they will not disappear from the European security landscape in the near to medium term. Accordingly, while there is considerable room for improvement in the strategic allocation of resources, European states’ decisions to spend considerable sums on weaponry, equipment, and training programmes designed to maintain or improve their fighting capabilities in conventional operations are warranted.
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49

Helfat, Constance E., Will Mitchell, David J. Teece, Harbir Singh, Margaret A. Peteraf, Sidney G. Winter, and Sydney Finkelstein. Dynamic Capabilities: Understanding Strategic Change in Organizations. Blackwell Publishing Limited, 2007.

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50

U.S. Air Force Strategic Deterrence Analytic Capabilities. Washington, D.C.: National Academies Press, 2014. http://dx.doi.org/10.17226/18622.

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