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Dynamic Capabilities
In organizational theory, dynamic capability is the capability of an organization to purposefully adapt an organization's resource base. The concept was defined by David Teece, Gary Pisano and Amy Shuen, in their 1997 paper ''Dynamic Capabilities and Strategic Management'', as "the firm’s ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments". The term is often used in the plural form, dynamic capabilities, emphasizing that the ability to react adequately and timely to external changes requires a combination of multiple capabilities. Overview The phrase "dynamic capabilities" was introduced in a working paper by David Teece, Gary Pisano, and Amy Shuen. The final, peer-reviewed version was published in 1997. The idea of dynamic capabilities is similar in some ways to the previously existing concept of operational capabilities; the latter pertains to the current operations of an organization, whereas the former, b ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Organizational Theory
Organizational theory refers to the set of interrelated concepts that involve the sociological study of the structures and operations of formal social organizations. Organizational theory also attempts to explain how interrelated units of organization do or do not connect with each other. Organizational theory also concerns understanding how groups of individuals behave, which may differ from the behavior of an individual. The behavior organizational theory often focuses on is goal-directed. Organizational theory can cover intra-organizational as well as inter-organizational fields of study. In the early 20th century, theories of organizations initially took a rational perspective but have since become more diverse. In a rational organization system, there are two significant parts: Specificity of Goals and Formalization. The ''division of labor'' is the specialization of individual labor roles, associated with increasing output and trade. Modernization theorist Frank Dobbin wrot ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
David Teece
David John Teece (born September 2, 1948) is a New Zealand-born US-based organizational economist and the Professor in Global Business and director of the Tusher Center for the Management of Intellectual Capital at the Walter A. Haas School of Business at the University of California, Berkeley. Teece is also the executive chairman and cofounder of Berkeley Research Group, an expert services and consulting firm headquartered in Emeryville, California. His areas of interest include corporate strategy, entrepreneurship, innovation, competition policy, and intellectual property. He is also founding general partner of a venture capital firmPilatus Capital Biography Teece grew up in Blenheim and Nelson, New Zealand and attended Waimea College before enrolling in 1967 at the University of Canterbury in Christchurch (now the site of the Christchurch Arts Centre), where he earned a bachelor's degree and a Master of Commerce degree. He moved to the United States to attend the Wh ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Strategic Management Journal
The Strategic Management Society (SMS) is a professional society for the advancement of strategic management. The society consists of nearly 3,000 members representing various backgrounds and perspectives from more than eighty different countries. Membership is composed of academics, business practitioners, and consultants. The society has been credited with being a factor in the development of strategic management as a legitimate field of scholarly endeavor. The SMS publishes the ''Strategic Management Journal'', ''Strategic Entrepreneurship Journal'' and the ''Global Strategy Journal''. History The Strategic Management Society was founded at an initial meeting in London in 1981. Founding officers were elected at a second conference held in Montreal in 1982, and the founding constitution was drawn and approved at the third meeting in Paris in 1983. There were 459 original founding members of the society. Former presidents *Russel Coff, 2017-2018 *Marjorie Lyles, 2015-2016 *Bob H ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Gary Pisano
Gary P. Pisano is an American economist currently the Harry E. Figgie Professor of Business Administration at Harvard Business School. Education *Ph.D., Business Administration, University of California, Berkeley, 1988 *B.A., magna cum laude, Economics (with distinction), Yale University Yale University is a Private university, private research university in New Haven, Connecticut. Established in 1701 as the Collegiate School, it is the List of Colonial Colleges, third-oldest institution of higher education in the United Sta ..., 1983 References External links Year of birth missing (living people) Living people Harvard Business School faculty Haas School of Business alumni Yale University alumni 20th-century American non-fiction writers 20th-century American economists 21st-century American non-fiction writers 21st-century American economists {{US-economist-stub ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Resource-based View
The resource-based view (RBV) is a managerial framework used to determine the strategic resources a firm can exploit to achieve sustainable competitive advantage. Barney's 1991 article "Firm Resources and Sustained Competitive Advantage" is widely cited as a pivotal work in the emergence of the resource-based view. However, some scholars argue that there was evidence for a fragmentary resource-based theory from the 1930s. RBV proposes that firms are heterogeneous because they possess heterogeneous resources, meaning firms can have different strategies because they have different resource mixes. The RBV focuses managerial attention on the firm's internal resources in an effort to identify those assets, capabilities and competencies with the potential to deliver superior competitive advantages. Origins and background During the 1990s, the ''resource-based view'' (also known as the ''resource-advantage theory'') of the firm became the dominant paradigm in strategic planning. RBV can ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Network Economics
In economics, a network effect (also called network externality or demand-side economies of scale) is the phenomenon by which the value or utility a user derives from a good or service depends on the number of users of compatible products. Network effects are typically positive, resulting in a given user deriving more value from a product as more users join the same network. The adoption of a product by an additional user can be broken into two effects: an increase in the value to all other users ( "total effect") and also the enhancement of other non-users' motivation for using the product ("marginal effect"). Network effects can be direct or indirect. Direct network effects arise when a given user's utility increases with the number of other users of the same product or technology, meaning that adoption of a product by different users is complementary. This effect is separate from effects related to price, such as a benefit to existing users resulting from price decreases as m ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Absorptive Capacity
In business administration, absorptive capacity has been defined as "a firm's ability to recognize the value of new information, assimilate it, and apply it to commercial ends". It is studied on individual, group, firm, and national levels. Antecedents are prior-based knowledge (knowledge stocks and knowledge flows) and communication. Studies involve a firm's innovation performance, aspiration level, and organizational learning. It has been said that in order to be innovative an organization should develop its absorptive capacity. Cohen and Levinthal's model The concept of absorptive capacity was first defined as a firm's "ability to recognize the value of new information, assimilate it, and apply it to commercial ends" by Cohen and Levinthal.Cohen and Levinthal (1990), "Absorptive capacity: A new perspective on learning and innovation", ''Administrative Science Quarterly'', Volume 35, Issue 1 pg. 128-152. For them, absorptive capacity depends greatly on prior related knowledge and ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Hein Schreuder
Hein Schreuder (born December 24, 1951) is a Dutch economist and business executive, former executive vice-president corporate strategy & acquisitions at DSM and former professor at the University of Maastricht. especially known for his work on "Economic approaches to organizations" with Sytse Douma and for his role in the (second) transformation of DSM. Biography Born in Jakarta, Schreuder graduated in Business Economics in 1976 at the Erasmus University Rotterdam. In 1981 he obtained his Ph.D. at the Vrije Universiteit on his thesis "Maatschappelijke Verantwoordelijkheid en Maatschappelijke Berichtgeving van Ondernemingen" ("Corporate Social Responsibility and Corporate Social Reporting") Schreuder started work in 1975 as business researcher at the Netherlands Economic Institute. From 1976 to 1981 he worked as head of business economic research at the Economic and Social Institute of the Free University of Amsterdam, of which he was subsequently the director from 1981 to 19 ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
DSM (company)
Koninklijke DSM N.V. (Royal DSM, commonly known as DSM), is a Dutch multinational corporation active in the fields of health, nutrition and materials. Headquartered in Heerlen, at the end of 2017 DSM employed 21,054 people in approximately 50 countries and posted net sales of €8.632 billion in 2018 and €9.204 billion in 2021. History DSM was formed by the Dutch state in 1902 to mine coal reserves in southern Limburg and although the company had diversified into commodity chemicals and petrochemicals by 1973 when the last mine closed, DSM retains a link to its origins by continuing to use the initials, originally an abbreviation for Dutch State Mines, to this day. During World War II researchers worked on penicillin. The code name Bacinol was used to keep the research secret from the Germans. The research was done at the company Nederlandsche Gist- en Spiritusfabriek, Dutch Yeast and Spirits Factory, later becoming DSM Sinochem Pharmaceuticals, in Delft. In 1989 the gover ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
David A
David (; , "beloved one") (traditional spelling), , ''Dāwūd''; grc-koi, Δαυΐδ, Dauíd; la, Davidus, David; gez , ዳዊት, ''Dawit''; xcl, Դաւիթ, ''Dawitʿ''; cu, Давíдъ, ''Davidŭ''; possibly meaning "beloved one". was, according to the Hebrew Bible, the third king of the United Kingdom of Israel. In the Books of Samuel, he is described as a young shepherd and harpist who gains fame by slaying Goliath, a champion of the Philistines, in southern Canaan. David becomes a favourite of Saul, the first king of Israel; he also forges a notably close friendship with Jonathan, a son of Saul. However, under the paranoia that David is seeking to usurp the throne, Saul attempts to kill David, forcing the latter to go into hiding and effectively operate as a fugitive for several years. After Saul and Jonathan are both killed in battle against the Philistines, a 30-year-old David is anointed king over all of Israel and Judah. Following his rise to power, Dav ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Corporate Foresight
Corporate foresight has been conceptualised by strategic foresight practitioners and academics working and/or studying corporations as a set of practices, a set of capabilities and an ability of a firm. It enables firms to detect discontinuous change early, interpret its consequences for the firm, and inform future courses of action to ensure the long-term survival and success of the company.Rohrbeck, Rene (2010) ''Corporate Foresight: Towards a Maturity Model for the Future Orientation of a Firm'', Springer Series: Contributions to Management Science, Heidelberg and New York, Motivation * The ''high mortality'' of companies that are faced by external change. For example, a study by Arie de Geus of Royal Dutch Shell came to the result that the life expectancy of a Fortune 500 company is below 50 years, because most companies are unable to adapt their organization to changes in their environment. * The continuous ''need'' for companies ''to explore and develop new business fields'' ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
