Questão 1
Questão
Resource-based view (RBV) of strategy states that [blank_start]competitive advantage[blank_end] & [blank_start]superior performance[blank_end] of an organisation are explained by [blank_start]distinctiveness[blank_end] of its [blank_start]capabilities[blank_end]. It is sometimes also called ‘[blank_start]capabilities view[blank_end]’.
Responda
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competitive advantage
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superior performance
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distinctiveness
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capabilities
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capabilities view
Questão 2
Questão
Resource-based view focuses on how [blank_start]individual firms[blank_end] differ from [blank_start]each other[blank_end] within an industry & can [blank_start]outperform[blank_end] industry average [blank_start]consistently[blank_end] & [blank_start]significantly[blank_end]
Responda
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individual firms
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each other
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outperform
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consistently
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significantly
Questão 3
Questão
Resources & capabilities of an organisation contribute to its [blank_start]long-term survival[blank_end] & potentially to [blank_start]competitive advantage[blank_end]
Responda
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long-term survival
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competitive advantage
Questão 4
Questão
Resources- [blank_start]Assets[blank_end] that organisations [blank_start]have[blank_end] or can [blank_start]call upon[blank_end], which is ‘[blank_start]what we have[blank_end]’
Responda
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Assets
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have
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call upon
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what we have
Questão 5
Questão
Capabilities- Refers to what an [blank_start]individual[blank_end] or [blank_start]organization[blank_end] is able to do at starting level of [blank_start]performance[blank_end], based on potential [blank_start]resources[blank_end] accumulated
Responda
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individual
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organization
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performance
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resources
Questão 6
Questão
Competences- Ways those [blank_start]assets (resources)[blank_end] are used [blank_start]effectively[blank_end], which is ‘[blank_start]what we do well[blank_end]’
Responda
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assets (resources)
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effectively
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what we do well
Questão 7
Questão
Resource-based view argues [blank_start]external[blank_end] environment is subject to [blank_start]rapid change[blank_end], [blank_start]internal[blank_end] capabilities offer more [blank_start]secure[blank_end] basis for [blank_start]competitive advantage[blank_end] & [blank_start]firm-specific[blank_end] capabilities are primary source of [blank_start]profitability[blank_end]
Responda
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external
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rapid change
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internal
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secure
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competitive advantage
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firm-specific
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profitability
Questão 8
Questão
Dynamic capabilities- Refers to [blank_start]ways[blank_end] by which an [blank_start]organisation[blank_end] has ability to [blank_start]renew[blank_end] & [blank_start]recreate[blank_end] its strategic capabilities to meet [blank_start]needs[blank_end] of [blank_start]changing environments[blank_end]
Responda
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ways
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organisation
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renew
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recreate
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needs
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changing environments
Questão 9
Questão
One generic dynamic capabilities is [blank_start]sensing capabilities[blank_end]. This involves constantly [blank_start]scanning[blank_end] & [blank_start]exploring[blank_end] new opportunities across [blank_start]markets[blank_end] & [blank_start]technologies[blank_end]
Responda
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sensing capabilities
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scanning
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exploring
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markets
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technologies
Questão 10
Questão
Another generic dynamic capabilities is [blank_start]seizing capabilities[blank_end]. This involves addressing [blank_start]opportunities[blank_end] through new [blank_start]products[blank_end], [blank_start]processes[blank_end] & [blank_start]activities[blank_end]
Responda
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seizing capabilities
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opportunities
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products
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processes
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activities
Questão 11
Questão
Third generic dynamic capabilities is [blank_start]re-configuring capabilities[blank_end]. New products & processes may require [blank_start]renewal[blank_end] & [blank_start]re-configuration[blank_end] of capabilities & [blank_start]investment[blank_end] in new technologies in future
Questão 12
Questão
Threshold capabilities- Those needed for an organisation to meet [blank_start]necessary[blank_end] requirements to [blank_start]compete[blank_end] in given [blank_start]market[blank_end] & achieve equivalence with [blank_start]competitors[blank_end] in that [blank_start]market[blank_end] – 'qualifiers'
Responda
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necessary
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compete
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market
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competitors
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market
Questão 13
Questão
Distinctive capabilities- Those that are required to achieve [blank_start]competitive advantage[blank_end]. Distinctive or unique capabilities that are of [blank_start]value[blank_end] to customers & which [blank_start]competitors[blank_end] find difficult to [blank_start]imitate[blank_end] – 'winners'
Responda
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competitive advantage
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value
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competitors
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imitate
Questão 14
Questão
Core competences are linked set of [blank_start]skills[blank_end], [blank_start]activities[blank_end] & [blank_start]resources[blank_end] that, together deliver [blank_start]customer value[blank_end], [blank_start]differentiate[blank_end] business from its [blank_start]competitors[blank_end] & potentially, can be extended & [blank_start]developed[blank_end] as markets change or new opportunities [blank_start]arise[blank_end]
Responda
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skills
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activities
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resources
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customer value
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differentiate
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competitors
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developed
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arise
Questão 15
Questão
VRIO- Four key criteria by which [blank_start]capabilities[blank_end] can be assessed in terms of providing [blank_start]basis[blank_end] for achieving [blank_start]sustainable competitive advantage[blank_end]
Questão 16
Questão
V of VRIO is [blank_start]value[blank_end]. This involves taking advantage of [blank_start]opportunities[blank_end] & neutralising [blank_start]threats[blank_end], providing [blank_start]value[blank_end] to customers & products being provided at [blank_start]cost[blank_end] that still allows an organisation to make an acceptable [blank_start]return[blank_end]
Responda
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value
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opportunities
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threats
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value
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cost
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return
Questão 17
Questão
R of VRIO is [blank_start]rarity[blank_end]. This refers to [blank_start]rare capabilities[blank_end] that are possessed uniquely by [blank_start]one[blank_end] organisation or only by [blank_start]few[blank_end] others. Also, [blank_start]rarity[blank_end] could be temporary
Responda
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rarity
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rare capabilities
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one
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few
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rarity
Questão 18
Questão
I of VRIO is [blank_start]inimitability[blank_end]. [blank_start]Sustainable[blank_end] advantage is more often found in [blank_start]competences[blank_end] (way resources are [blank_start]managed[blank_end], [blank_start]developed[blank_end] & [blank_start]used[blank_end]) & way competences are [blank_start]linked[blank_end] together & integrated. This can determine whether [blank_start]competitors[blank_end] can imitate or not. Also, it involves casual [blank_start]ambiguity[blank_end], [blank_start]complexity[blank_end], [blank_start]culture[blank_end] & [blank_start]history[blank_end]
Responda
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inimitability
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Sustainable
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competences
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managed
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developed
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used
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linked
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competitors
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ambiguity
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complexity
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culture
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history
Questão 19
Questão
O of VRIO is [blank_start]organisational support[blank_end]. This involves organisation being suitably [blank_start]organised[blank_end] to support [blank_start]valuable[blank_end], [blank_start]rare[blank_end] & [blank_start]inimitable[blank_end] capabilities that it has. This includes appropriate [blank_start]processes[blank_end] & [blank_start]systems[blank_end]
Responda
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organisational support
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organised
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valuable
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rare
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inimitable
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processes
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systems
Questão 20
Questão
VRIO analysis helps to [blank_start]evaluate[blank_end] if, how & to what extent an organisation or company has [blank_start]resources[blank_end] & [blank_start]capabilities[blank_end] that are [blank_start]valuable[blank_end], [blank_start]rare[blank_end], [blank_start]inimitable[blank_end] & supported by [blank_start]organisation[blank_end]
Responda
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evaluate
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resources
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capabilities
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valuable
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rare
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inimitable
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organisation
Questão 21
Questão
Two critiques of the resource-based view is it may be [blank_start]tautological[blank_end] (using words or phrases that express same meaning) & [blank_start]non-falsifiable[blank_end]
Responda
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tautological
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non-falsifiable
Questão 22
Questão
To understand competitive advantage of business, business needs to use [blank_start]value chain[blank_end]. [blank_start]Value chain[blank_end] describes categories of [blank_start]activities[blank_end] within an organisation which, together, create [blank_start]product[blank_end] or [blank_start]service[blank_end]. [blank_start]Value chain[blank_end] consists of five primary [blank_start]activities[blank_end] (directly concerned with creation or delivery of [blank_start]product[blank_end] or [blank_start]service[blank_end]) & four support [blank_start]activities[blank_end] (which help to improve [blank_start]effectiveness[blank_end] or [blank_start]efficiency[blank_end] of primary activities)
Responda
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value chain
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Value chain
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activities
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product
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service
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Value chain
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activities
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product
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service
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activities
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effectiveness
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efficiency