Comparing the resource based view, Porter's five forces and dynamic capabilities in strategy.
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Words: 2505
Pages: 9
(approximately 235 words/page)
Pages: 9
(approximately 235 words/page)
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In the last two decades, one of the most fundamental questions emerging in strategic management is how firms achieve and sustain competitive advantage. In a simplified world, understanding how firms achieve and maintain superior or abnormal returns means comprehending how firms position themselves in a certain market, what they produce and how they use resources at their disposal to do so. In this sense we may distinguish between the positional perspective, developed by Michael Porter,
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showed first 75 words of 2505 total
showed last 75 words of 2505 total
Advantage: A Resource Based View", Strategic Management Journal, Volume 14 (1993) pp179-191 *<Tab/>Porter, M.E., "What is Strategy?", Harvard Business Review, November-December (1996) pp61-78 *<Tab/>Prahalad, C.K., and Hamel, G., "The Core Competencies of the Corporation", Harvard Business Review", May-June (1990) pp79-91 *<Tab/>Teece, D.J., Pisano, G., and Shuen, A., "Dynamic Capabilities and Strategic Management", Strategic Management Journal, Volume 18 (1997) pp509-533
Advantage: A Resource Based View", Strategic Management Journal, Volume 14 (1993) pp179-191 *<Tab/>Porter, M.E., "What is Strategy?", Harvard Business Review, November-December (1996) pp61-78 *<Tab/>Prahalad, C.K., and Hamel, G., "The Core Competencies of the Corporation", Harvard Business Review", May-June (1990) pp79-91 *<Tab/>Teece, D.J., Pisano, G., and Shuen, A., "Dynamic Capabilities and Strategic Management", Strategic Management Journal, Volume 18 (1997) pp509-533