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Jay Barney
Jay B. Barney (born October 8, 1954) is an American professor in strategic management at the University of Utah, Early life and education Jay Barney was born in Walnut Creek, California on October 8, 1954. He spent his formative years in San Bruno, California and graduated from San Carlos High School in San Carlos, California in 1972. He attended Brigham Young University in Provo, Utah where he majored in sociology. He graduated from BYU, summa cum laude, in December 1974 and began the Doctor of Philosophy program in sociology at Yale University in New Haven, Connecticut in 1976. Career Barney joined the faculty at the Anderson Graduate School of Management at UCLA in 1980. He moved to the Mays Business School at Texas A&M University in 1986, then to the Fisher College of Business at the Ohio State University in 1994, where he held the Chase Chair for Excellence in Corporate Strategy, and then to the Eccles School of Business at the University of Utah in 2012, where he he ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Walnut Creek, California
Walnut Creek is a city in Contra Costa County, California, United States, located in the East Bay region of the San Francisco Bay Area, about east of the city of Oakland. With a total population of 70,127 per the 2020 census, Walnut Creek serves as a vibrant hub for its neighboring cities because of its location at the junction of the highways from Sacramento and San Jose ( I-680) and San Francisco/Oakland ( SR-24), and its accessibility by BART. Its active downtown neighborhood features hundred-year-old buildings and extensive high-end retail establishments. The city shares its borders with Clayton, Lafayette, Alamo, Pleasant Hill, and Concord. History There are three bands of Bay Miwok Native Americans associated with the area of Walnut Creek (the stream for which the city is named):Forester, 2006.Milliken, 1995 the '' Saclan'', whose territory extended through the hills east of present-day cities of Oakland, Rossmoor, Lafayette, Moraga and Walnut Creek; the ''Volv ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Texas A&M University
Texas A&M University (Texas A&M, A&M, or TAMU) is a public, land-grant, research university in College Station, Texas. It was founded in 1876 and became the flagship institution of the Texas A&M University System in 1948. As of late 2021, Texas A&M has the largest student body in the United States, and is the only university in Texas to hold simultaneous designations as a land, sea, and space grant institution. In 2001, it was inducted into the Association of American Universities. The university's students, alumni, and sports teams are known as Aggies, and its athletes compete in eighteen varsity sports as a member of the Southeastern Conference. The university was the first public higher-education institution in Texas; it opened for classes on October 4, 1876, as the Agricultural and Mechanical College of Texas (A.M.C.) under the provisions of the 1862 Morrill Land-Grant Act. In the following decades, the college grew in size and scope, expanding to its largest enrol ... [...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] |
Marketing Strategy
Marketing strategy allows organizations to focus limited resources on best opportunities to increase sales and achieve a competitive advantage in the market. Strategic marketing emerged in the 1970s/80s as a distinct field of study, further building on strategic management. Marketing strategy highlights the role of marketing as a link between the organization and its customers, leveraging the combination of resources and capabilities within an organization to achieve a competitive advantage (Cacciolatti & Lee, 2016). Marketing management versus marketing strategy The distinction between "strategic" and "managerial" marketing is used to distinguish "two phases having different goals and based on different conceptual tools. Strategic marketing concerns the choice of policies aiming at improving the competitive position of the firm, taking account of challenges and opportunities proposed by the competitive environment. On the other hand, managerial marketing is focused on the implem ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Core Competency
A core competency is a concept in management theory introduced by C. K. Prahalad and Gary Hamel.Prahalad, C.K. and Hamel, G. (1990)The core competence of the corporation", Harvard Business Review (v. 68, no. 3) pp. 79–91. It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace" and therefore are the foundation of companies' competitiveness. Core competencies fulfill three criteria: # Provides potential access to a wide variety of markets. # Should make a significant contribution to the perceived customer benefits of the end product. # Difficult to imitate by competitors. For example, a company's core competencies may include precision mechanics, fine optics, and micro-electronics. These help it build cameras, but may also be useful in making other products that require these competencies. Background A core competency results from a specific set of skills or production techniques that deliver additional ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Delwyn Clark
Delwyn N Clark is a New Zealand strategic management academic. She is a life member and past president of the Australian and New Zealand Academy of Management. Academic career After an undergraduate at the University of Auckland, Clark moved to the University of Waikato for a PhD thesis entitled '' 'The role of MS/OR in strategic management : a NZ/UK comparative evaluation' '' on management systems and operations research. Selected works * Barney, Jay B., and Delwyn N. Clark. Resource-based theory: Creating and sustaining competitive advantage. Oxford University Press on Demand, 2007. * Clark, Delwyn N., and Jenny L. Gibb. "Virtual team learning: An introductory study team exercise." Journal of Management Education The ''Journal of Management Education'' is a bimonthly peer-reviewed academic journal that covers the teaching and learning of management. The editors-in-chief are Jeanie M. Forray (Western New England University) and Kathy Lund Dean (Gustavus Adol ... 30, no. ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Competitive Heterogeneity
Competitive heterogeneity is a concept from strategic management that examines why industries do not converge on one best way of doing things. In the view of strategic management scholars, the microeconomics of production and competition combine to predict that industries will be composed of identical firms offering identical products at identical prices. Deeper analyses of this topic were taken up in industrial organization economics by crossover economics/strategic-management scholars such as Harold Demsetz and Michael Porter. Demsetz argued that better-managed firms would make better products (or similar products at lower costs) than their competitors. Such firms would translate better products or lower prices (an optimal decision based on lower costs) into higher levels of demand, which would lead to revenue growth. These firms would then be larger than the more poorly managed competitors. Porter argued that firms in an industry would cluster into strategic groups. Each gr ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Core Competence
A core competency is a concept in management theory introduced by C. K. Prahalad and Gary Hamel.Prahalad, C.K. and Hamel, G. (1990)The core competence of the corporation", Harvard Business Review (v. 68, no. 3) pp. 79–91. It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace" and therefore are the foundation of companies' competitiveness. Core competencies fulfill three criteria: # Provides potential access to a wide variety of markets. # Should make a significant contribution to the perceived customer benefits of the end product. # Difficult to imitate by competitors. For example, a company's core competencies may include precision mechanics, fine optics, and micro-electronics. These help it build cameras, but may also be useful in making other products that require these competencies. Background A core competency results from a specific set of skills or production techniques that deliver additional ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
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, by ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Relational View
In management, the relational view by Jeffrey H. Dyer and Harbir Singh is a theory for considering networks and dyads of firms as the unit of analysis to explain relational rents, i.e., superior individual firm performance generated within that network/dyad.Dyer, J.H., Singh, H. (1998): The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, Vol. 23, pp. 660–679. This view has later been extended by Lavie (2006). Comparison to other theories The relational view supplements existing views. While the industry structure view explains superior returns with a firm's membership in an industry with specific structural characteristics, and the resource-based view explains superior returns with firm heterogeneity,Barney, J.B. (1991): Firm resources and sustained competitive advantage. Journal of Management, Vol. 17, pp. 99-120. the relational view argues that idiosyncratic interfirm linkages are a source of rela ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
The Knowledge Based Theory Of The Firm
''The'' () is a grammatical article in English, denoting persons or things already mentioned, under discussion, implied or otherwise presumed familiar to listeners, readers, or speakers. It is the definite article in English. ''The'' is the most frequently used word in the English language; studies and analyses of texts have found it to account for seven percent of all printed English-language words. It is derived from gendered articles in Old English which combined in Middle English and now has a single form used with pronouns of any gender. The word can be used with both singular and plural nouns, and with a noun that starts with any letter. This is different from many other languages, which have different forms of the definite article for different genders or numbers. Pronunciation In most dialects, "the" is pronounced as (with the voiced dental fricative followed by a schwa) when followed by a consonant sound, and as (homophone of pronoun ''thee'') when followed by a v ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
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