Podcast
Questions and Answers
What are the two key stages involved in strategic analysis?
What are the two key stages involved in strategic analysis?
- SWOT Analysis and Cost-Benefit Analysis
- Market Analysis and Financial Analysis
- Resource Analysis and Competitive Analysis
- Internal Analysis and External Analysis (correct)
Which of the following is NOT considered in the internal analysis of an organization?
Which of the following is NOT considered in the internal analysis of an organization?
- The competitive pricing strategies of rivals (correct)
- The organization's cultural characteristics
- The configuration of value-adding activities
- The organization's resources and capabilities
How is superior performance achieved according to the content?
How is superior performance achieved according to the content?
- By focusing solely on external market trends
- Through employing resource inputs into core competences effectively (correct)
- By reducing costs more effectively than competitors
- Through increasing the volume of production without assessing quality
What aspect of an organization is critical for deciding strategic options?
What aspect of an organization is critical for deciding strategic options?
Which of the following factors contributes to determining the performance of an organization?
Which of the following factors contributes to determining the performance of an organization?
What distinguishes internally generated resources from externally obtained resources?
What distinguishes internally generated resources from externally obtained resources?
Which of the following best defines tangible resources and capabilities?
Which of the following best defines tangible resources and capabilities?
Which category does access to raw materials fall under?
Which category does access to raw materials fall under?
What is a characteristic of intangible resources?
What is a characteristic of intangible resources?
Organizational resources and capabilities primarily refer to which aspect of a firm?
Organizational resources and capabilities primarily refer to which aspect of a firm?
What do younger firms primarily rely on for their direction?
What do younger firms primarily rely on for their direction?
Which of the following is NOT considered an intangible resource?
Which of the following is NOT considered an intangible resource?
Intangible resources contribute to a firm’s competitive advantage because they:
Intangible resources contribute to a firm’s competitive advantage because they:
What role do reputational resources and capabilities play for a firm?
What role do reputational resources and capabilities play for a firm?
Which of the following best describes innovation resources and capabilities?
Which of the following best describes innovation resources and capabilities?
What are core competences primarily responsible for in an organization?
What are core competences primarily responsible for in an organization?
Which type of resources can be either tangible or intangible?
Which type of resources can be either tangible or intangible?
Which of the following is an example of a core competence?
Which of the following is an example of a core competence?
For core competences to create competitive advantage, what must customers perceive them as providing?
For core competences to create competitive advantage, what must customers perceive them as providing?
What do capabilities in an organization refer to?
What do capabilities in an organization refer to?
Which statement about resources is true?
Which statement about resources is true?
What denotes the feedback loop in the diagram presented?
What denotes the feedback loop in the diagram presented?
Which of the following describes distinctive capabilities?
Which of the following describes distinctive capabilities?
Which of the following best represents an intangible resource?
Which of the following best represents an intangible resource?
What is a key criterion to evaluate core competences?
What is a key criterion to evaluate core competences?
Which of the following is an example of an organizational intangible capability?
Which of the following is an example of an organizational intangible capability?
How is 'imitability' defined in the evaluation of core competences?
How is 'imitability' defined in the evaluation of core competences?
Which characteristic of core competences may indicate their customer perception?
Which characteristic of core competences may indicate their customer perception?
Which of the following is NOT an example of a reputational intangible capability?
Which of the following is NOT an example of a reputational intangible capability?
What does 'substitutability' refer to in evaluating core competences?
What does 'substitutability' refer to in evaluating core competences?
Which intangible resource pertains to a company's human capabilities?
Which intangible resource pertains to a company's human capabilities?
Flashcards
Internal Analysis
Internal Analysis
The process of examining a company's internal strengths and weaknesses. It involves analyzing resources, capabilities, structure, culture, and performance.
Core Competences
Core Competences
Unique and valuable skills, knowledge, and processes that set a company apart from its competitors.
Value-Adding Activities
Value-Adding Activities
The way a company organizes its activities to create value for customers.
Organization Configuration
Organization Configuration
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Organization Performance
Organization Performance
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Capabilities
Capabilities
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Resources
Resources
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Tangible Resources
Tangible Resources
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Intangible Resources
Intangible Resources
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Customer Benefits
Customer Benefits
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Core Competences Development
Core Competences Development
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Feedback Loop
Feedback Loop
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Financial Resources and Capabilities
Financial Resources and Capabilities
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Physical Resources and Capabilities
Physical Resources and Capabilities
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Technological Resources and Capabilities
Technological Resources and Capabilities
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Human Resources and Capabilities
Human Resources and Capabilities
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Innovation Resources and Capabilities
Innovation Resources and Capabilities
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Reputational Resources and Capabilities
Reputational Resources and Capabilities
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Resource-based view
Resource-based view
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Resource acquisition
Resource acquisition
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Imitability
Imitability
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Adaptability
Adaptability
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Durability
Durability
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Customer orientation
Customer orientation
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Superiority
Superiority
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Study Notes
Leveraging Capability Globally and Core Competence
- This seminar, GFMA3093, focuses on international business management.
- It explores how to leverage organizational capabilities globally.
Strategic Analysis Introduction
- Strategic analysis involves two stages: internal and external analysis.
- Internal analysis systematically evaluates organizational structures, resource allocation, key value-adding activities and production qualities.
- External analysis evaluates industry/market competition.
Analysis of the Global Organization (Internal Analysis)
- Internal analysis for any organization considers four main areas:
- Resources, capabilities, and competencies of the organization.
- How the organization configures and coordinates key value-adding activities.
- Organizational structure and company culture.
- Performance measured by product strength, largely linked to the aforementioned factors.
Internal Analysis
- Provides organizations with an understanding of their internal strengths and weaknesses.
- Crucial information for strategic decision-making in global strategies.
- Superior performance depends on effectively employing resources into core competencies, which in turn are driven by well-configured value-adding activities in different parts of the world.
Resources, Competences, and Capabilities
- Resources are used in organizational processes and activities.
- Tangible (e.g., physical assets, financial resources) and intangible (e.g., knowledge, relationships).
- Can come from internal generation or external acquisition from resource markets.
- Competences are unique to organizations and responsible for competitive advantages.
- Core competencies are skills that enable firms to uniquely create value for customers.
Examples of Tangible Resources and Capabilities
- Financial: Ability to generate internal funds and raise external capital.
- Physical: Location of facilities, access to resources & distribution channels.
- Technological: Products/services supported by patents, trademarks, copyrights, & trade secrets.
- Organizational: Planning, command, control systems. This includes formal and informal structures.
Examples of Intangible Resources and Capabilities
- Human: Knowledge, trust, and talents within an organization.
- Innovation: Firm skills to develop/innovate new products/services and organizational changes.
- Reputational: Firm reputation as a provider of goods/services, employer, socially responsible citizen that influences consumer perception.
Resources, Capabilities, and Core Competence Evaluation
- Core competences can be evaluated based on complexity, identifiability, imitability, durability, substitutability, superiority, adaptability, and customer orientation.
- This evaluation allows firms to assess strengths/weaknesses of existing competencies and identify opportunities/needs for improvement.
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