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Resources (or capabilities) The tangible and intangible assets a firm uses to choose and implement its strategies Tangible resources and capabilities Assets that are observable and easily qualified Intangible resources and capabilities Assets that are hard to observe and difficult (if not impossible) to quantify A series of activities used in the production of goods and services that make a product or service more valuable Examining whether a firm has resources and capabilities to perform a particular activity in a manner superior to competitors A process of market competition through which unique products that command high prices and high margins gradually lose their ability to do so, thus becoming commodities Turning over an organizational activity to an outside supplier that will perform it on behalf of the local firm Outsourcing to an international or foreign firm Outsourcing to a domestic firm Setting up subsidiaries abroad so that the work done is in-house but the location is foreign. Also known as foreign direct investment (FDI) The resource-based framework that focuses on the value (V), rarity (R), imitability (I), and organizational (O) aspects of resources and capabilites The difficulty of identifying the actual cause of a firm's successful performance The combination of numerous resources and assets that enable a firm to gain a competitive advantage The socially intricate and interdependent ways that firms are typically organized What are some example of tangible resources?
What are some examples of intangible resources?
Why is benchmarking important? Benchmarking enables your organization or your work area to identify how good you could be. It then requires that you take action to become at least as good as the best Read Online (Free) relies on page scans, which are not currently available to screen readers. To access this article, please contact JSTOR User Support . We'll provide a PDF copy for your screen reader. With a personal account, you can read up to 100 articles each month for free. Get StartedAlready have an account? Log in Monthly Plan
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journal article Is the Resource-Based "View" a Useful Perspective for Strategic Management Research? YesThe Academy of Management Review Vol. 26, No. 1 (Jan., 2001) , pp. 41-56 (16 pages) Published By: Academy of Management https://doi.org/10.2307/259393 https://www.jstor.org/stable/259393
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Subscribe to JPASS Unlimited reading + 10 downloads Purchase article $29.00 - Download now and later Abstract Here I examine each of the major issues raised by Priem and Butler (this issue) about my 1991 article and subsequent resource-based research. While it turns out that Priem and Butler's direct criticisms of the 1991 article are unfounded, they do remind resource-based researchers of some important requirements of this kind of research. I also discuss some important issues not raised by Priem and Butler-the resolutions of which will be necessary if a more complete resource-based theory of strategic advantage is to be developed. Journal Information The Academy of Management Review, now in its 26th year, is the most cited of management references. AMR ranks as one of the most influential business journals, publishing academically rigorous, conceptual papers that advance the science and practice of management. AMR is a theory development journal for management and organization scholars around the world. AMR publishes novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of organizations and their role in society. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of, management and organizations. Each manuscript published in AMR must provide new theoretical insights that can advance our understanding of management and organizations. Most articles include a review of relevant literature as well. AMR is published four times a year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. Are defined as the tangible and intangible assets a firm uses to choose and implement its strategies?A firm's resources and capabilities are tangible assets a firm uses to choose and implement its strategies.
Why is it important for decision makers to understand tangible and intangible resources?It is important for decision makers to understand these differences because resources are the source of a firm's capabilities. Capabilities are the source of a firm's core competencies, which are the basis of competitive advantage.
How intangible resources can be as important as tangible resources?Understanding intangible and tangible assets is important because it can keep track of the properties of a company. One of the main differences between a tangible asset and an intangible asset is that a tangible asset can be seen and felt while intangible assets can't. An example of a tangible asset is a computer.
What is the difference between tangible and intangible assets quizlet?Tangible assets are physical assets such as land, automobiles, and buildings. Intangible assets are nonphysical, including patents, financial claims, or contractual agreements.
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Are the tangible and intangible assets a firm uses to choose and implement its strategies?
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