This issues determine the absorptive capacity of the firm (Cohen & Levinthal, 1990), which allow it to be more efficient in knowledge capture, assimilation, and application. Seleim, A., Ashour, A., & Bontis, N. (2004).Intellectual capital in Egyptian software firms. 17, pp Barney, J. 6. The ability to learn faster than our competitors may be the only sustainable competitive advantage. Organizational structure provides guidance to all employees by laying out the official reporting relationships that govern the work flow of the organization. Then value depends on the fit between the resource or capability with the strategy and the adjustment on this one with its environment (Aaker, 1989; Amit & Shoemaker, 1993). 24, 26 REFERENCES Aaker, D. (1989): Managing Assets and Skills: the Key to a Sustainable Competitive Advantage, California Management Review, vol. The first option is more feasible (to develop an own culture), although the results of the cultural developing process will can only be long term observable, because the development of an own culture will imply a considerable amount of time and effort. Also to categorize the relations of these with the performance of the company does not allow a rigorous description (Barney, 1986b: 661), therefore it is almost impossible for the potential imitator to copy that it cannot describe clearly. D Scholar, Department of Management Studies, The IIS University, Jaipur Success of the organization depends upon the, 78 The Role of Tacit Knowledge Management in ERP Systems Implementation Iuliana SCORA Academy of Economic Studies, Bucharest, Romnia iuliana.scorta@ie.ase.ro Many organizations that implemented ERP systems. 44% of respondents considered organizational challenges difficult to resolve as compared to 21% who found them easy to handle. Your World of Legal Intelligence United Kingdom | +44 (0) 20 7284 8080 Regarding to capabilities, they are understood to be organizational routines (Nelson and Winter, 1982). This system captures information from outside the company and it also incorporates the internal knowledge and information present within the firm, making it able to perform its activities, deploy and redeploy its different assets. The current situation that business organizations now is featured by different changing and developing work environment with difficulty and risk in achievement of their sustainability, continuity and, By clicking accept or continuing to use the site, you agree to the terms outlined in our. By means of this framework organizational capital can be depicted as a set of (1) valuable assets, (2) difficult to imitate, (3) to replace, and (4) to transfer, (5) with a prolonged life expectancy, and (6) with a feasible rent appropriation. b. a decision-making activity concerned with a firm's internal resources, capabilities, and competencies, independent of the conditions in its external environment. Keywords: Resource-Based View, Intellectual Capital, Organizational Capital, Competitive Advantage. The elements that constitute the organizational capital,namely its culture,structure,organizational learning,can be a source of competitive advantage.This paper attempts to assess organizational, In recent decades, companies have incorporated the environmental concerns in their strategic and operational activities. RESOURCES AND CAPABILITIES Most of the definitions found in the literature share references to resources as elements, inputs or factors, from which the firm performs its activities. Sci., 5(12S)134-141, 2015 2015, TextRoad Publication ISSN: 2090-4274 Journal of Applied Environmental and Biological Sciences www.textroad.com Relationship between Maintenance Knowledge, THEORETICAL ASPECTS OF INNOVATION DEVELOPMENT Evelina akalyt Mykolas Romeris University, Lithuania Ilona Bartueviien Mykolas Romeris University, Lithuania Abstract Purpose Innovation is defined as, Page66 ABSTRACT: Achieving Competitive Advantage through Employees Poornima Mathur Ph. Bookmark this article. Reset filters. Nelson, P.; Winter, S. (1982): An Evolutionary Theory of Economic Change, The Belknap Press of Harvard University Press, Cambridge. Cyert, R.; March, J. Wernerfelt, B. Design/methodology/approach From an extensive literature review, an assessment framework for intellectual capital is developed. Catherine P Killen University of Technology Sydney (UTS),Australia c.killen@uts.edu. Organizational learning can not be replaced or substituted by no other capability. A STUDY OF THE IMPACT OF KNOWLEDGE MANAGEMENT ON SUPPLY CHAIN CAPABILITY, THE RESOURCE CREATION SYSTEM AND COMPETITIVE ADVANTAGE, Exploring the role of human capital on firm s structural capital in. In essence, a capability is a routine or a set of interacting routines (Grant, 1991: 122). Peters & Waterman (1982) also place this assets among the eight attributes of an excellent firm STRUCTURE AND SUSTAINABLE COMPETITIVE ADVANTAGE Organizational structure is the set of means and processes devoted to the formal organization of the firm (CIC, 2003). It is arguably, the most important, value-contributing asset companies have an asset that cannot be easily imitated by competitors, and therefore conferring sustained competitive advantage on its owners. This is pragmatic not theoretical the consequence of a failure to do so is that the firm cannot survive. 0000001955 00000 n 2012. 13, 15 The RBV understands firms as idiosyncratic social inventions, limited by its history (Barney, 1991), because they reflect the unique circumstances of its foundation, the unique personalities of its founders and the unique circumstances of its development, unique experiences that form their culture. ANALYZING THE IMPACT OF WORKING CAPITAL MANAGEMENT ON THE FIRMS PROFITABILITY: AN EMPIRICAL ANALYSIS OF CEMENT SECTOR OF PAKISTAN. How do you gain an edge to drive growth for your organization? Thus, the more competitive and changing the industrial environment, the shorter life expectancy for the competitive advantage obtained from organizational structure. Organizational capital is the set of intangibles of explicit as implicit nature that structure and develop the organizational activity of the firm effective and efficiently (CIC, 2003). Modelo Intelect, I.U. These characteristics related to complexity, path dependence, and idiosyncratic nature, make organizational learning barely imitable. An HCM system takes a broad, organization-wide view of human capital. They do not present appropriability problems, although several substitutes can be found by other firms. Learning about the influence of certain strategies and communication structures in the organizational effectiveness Ricardo Barros 1, Catalina Ramrez 2, Katherine Stradaioli 3 1 Universidad de los Andes. For this purpose we have used the Intellectus model (CIC, 2003), developed from the revision of the previous main models of intellectual capital, although mainly based on the Intelect model (Euroforum, 1998). Assignment submitted by Stefanie Reissner for module Strategic Issues, MA International, DOI: 10.7763/IPEDR. (1986a): Strategic Factor Markets: Expectations, Luck, and Business Strategy, Management Science, vol. Concepts, Tools & Processes, Scott, Foresman and Co., Glenview. The framework devoted to the strategic assessment of organizational capital can also be a great help in the analysis of other types of intellectual capital as human capital, technological capital, business capital or social capital. There are two main points that the research process of the paper goes through, as the research is done to enlighten development of organizational structures and review organizational structures as a competitive advantage: Defining the resource for analysis of theoretical framework Applying the theory on particular case study (Hansa-Flex) If it is not managed properly it will not allow the unfolding of human capital, technological capital, business capital and social capital (CIC, 2003). Iranian e-business industry, The Impact of Information Technology on the Performance of Diversified Firms. It implies historical dependency, social complexity and causal ambiguity, and it is therefore hardly imitable. From the different elements of organizational capital, learning an organizational culture show the highest potential for sustaining competitive advantage. Also, the classifications of intellectual capital given by these models shows a high degree of consensus about the existence of three main blocks of elements: human capital, structural capital and relational capital. Abstract PDF Sign up today, get DeepDyve free for 14 days. 0000001215 00000 n 198 0 obj<> endobj 2 ORGANIZATIONAL CAPITAL AS COMPETITIVE ADVANTAGE OF THE FIRM Jos Emilio Navas Lpez Business Administration Professor Departamento de Organizacin de Empresas Universidad Complutense de Madrid Campus de Somosaguas, Pozuelo de Alarcn, Madrid, SPAIN Tel Elsa Alama Salazar Assistant Professor Departamento de Organizacin de Empresas Universidad Complutense de Madrid Campus de Somosaguas . This way, Mendelson (2000) claims for the design of an organizational system specially focused on effective information processing and fast response. trailer (1962): Strategy and Structure: Chapters in the History of the Industrial Enterprise, MIT Press, Cambridge. Select data courtesy of the U.S. National Library of Medicine. RELEVANCE OF DYNAMIC CAPABILITIES TO BUSINESS MODEL. Contents, Strategies for sustainable competitive advantage in real estate industry Ovidiu Dobre 1 Ph.D,The Academy of Economic Studies Bucharest ABSTRACT In order to differentiate from other companies, the real, The Balanced Scorecard Beyond Reports and Rankings More commonly used in the commercial sector, this approach to strategic assessment can be adapted to higher education. A competitive advantage exists when the firm is able to deliver the same benefits as competitors but at a lower cost (cost advantage), or deliver benefits that exceed those of competing products (differentiation advantage). (1991): Firm Resources and Sustained Competitive Advantage, Journal of Management, vol. To be . This paper makes three observations regarding competitive advantage and conceptually explores the various patterns of relationship between competitive advantage and firm performance. %PDF-1.5 % Structure and business processes take risks of imitation and substitution by competitors, and their life expectancy depends heavily on the environmental turbulence. From Competitive Advantage to Corporate Strategy. From a starting point, every element of the organizational capital appears to have a high strategic potential, because they constitute organizational capabilities as they are defined by the RBV. Scott-Jackson Centre for Applied HR Research, Oxford Brookes University Business School, Oxford, UK SKOPE, University, The USV Annals of Economics and Public Administration Volume 13, Issue 2(18), 2013 STRATEGIC INTELLIGENCE ROLE IN THE MANAGEMENT OF ORGANIZATIONS Ph.D. Student Natalia Ana STRIN (SILA) West University. i. In short, organizational culture adds financial value for the company (Barney, 1986b) and relates it with the competitive environment (Amit & Shoemaker, 1993). Organizational culture: can it be a source of sustainable competitive advantage? Capital One is a Fortune 500 company that provides financial services such as credit cards and loans to consumers, small businesses and commercial clients. 32, pp Barney, J. (20) Logistics and Operations: Sources of Competitive Advantage 12. 43ST CONGRESS OF THE EUROPEAN REGIONAL SCIENCE ASSOCIATION. (Departamento de Organizacin de Empresas, Universidad Complutense de Madrid, Madrid, Spain), https://doi.org/10.1108/14691930610681438. 70, pp Kast, K.; Rosenzweig, J. Environ. Conclusion Competitive advantage can be applied to a company, country, or individual. As the competitive environment changes, strategic management must focus on different aspects of the organization. Authors from this stream state that the structure of the company must fit to the external environment, so that this can fluctuate between mechanical structures and organic structures, according to changes in business uncertainty and dynamism. B) tangible resources to intangible resources. There are several kinds of organizational learning, it can be inherited learning, learning through experience, vicarious learning, grafted learning or learning through deliberate search (Huber, 1991). Sharabati, A, Radi A, Nour A, et al. In this sense, we want to emphasize the fundamental contribution of Barney (1986a, 1991, 2001), to the development of the RBV. Purpose The elements that constitute the organizational capital or capital of the firm, namely its culture, structure, organizational learning, can be a source of competitive advantage. An assessment framework for intellectual capital is developed. From Push to Pull through Best Value Thinking. The value of a certain culture rest over its peculiarity or singularity, because when the attributes that shape that culture are not common to most companies, they allow to take advantage form the dynamics of the ex-ante competition (Peteraf, 1993). Therefore, this capability presents a wide (almost infinite) life expectancy, longer than any individual learning skill, and able to remain in the company even if some of its members leave. Literature on intellectual capital shows a clear lack of this kind of work, and can obtain very useful insights from its academic cousins. Find any of these words, separated by spaces, Exclude each of these words, separated by spaces, Search for these terms only in the title of an article, Most effective as: LastName, First Name or Lastname, FN, Search for articles published in journals where these words are in the journal name, /lp/emerald-publishing/organizational-capital-as-competitive-advantage-of-the-firm-uTDmx4fW9o, Managing assets and skills: the key to a sustainable competitive advantage, Strategic factor markets: expectations, luck, and business strategy. Sci., 5(12S)134-141, 2015. It has in addition an life span, and although it can be replaced this does not represent a serious threat, because obtaining an alternative own successful culture would be quite difficult for competitors. Competitive advantage is the leverage a business has over its competitors. (1987): Administracin en las Organizaciones. c. a process . By means of this framework organizational capital can be depicted as a set of: valuable assets; difficult to imitate; to replace; to transfer; with a prolonged life expectancy; and with a feasible rent appropriation. This is because, Journal of Industrial Engineering and Management JIEM, 2013 6(3): 702-708 Online ISSN: 2013-0953 Print ISSN: 2013-8423 http://dx.doi.org/10.3926/jiem.555 Information systems supported organizational learning, A C T A U N I V E R S I T A T I S L O D Z I E N S I S FOLIA OECONOMICA 257, 2011 Grzegorz Urbanek THE ROLE OF STRATEGIC OPTIONS IN SHAREHOLDER VALUE CREATION Abstract. DYNAMIC CAPABILITIES : INNOVATION PROJECT PORTFOLIO MANAGEMENT. The . The RBV literature also views organization capital as a firm-specific resource and an important. Read and print from thousands of top scholarly journals. The company's human resources play an important role in the company's strategic objectives. The handle http://hdl.handle.net/1887/33081 holds various files of this Leiden University dissertation. Nevertheless, this work is especially difficult because of the problems involved in their identification, measurement and evaluation. de Administracion de Empresas y Contabilidad, Towards a Functional Resource-based Theory of the Firm Jeroen Kraaijenbrink & Aard Groen Paper presented at the SMS 28th Annual International Conference, Cologne, Germany The resource-based view (RBV). As an example we can think about the structure preferred by the organizations who implement TQM balances, which must deal with the trade off between 17, 19 important control needs over the activities and the flexibility needed to respond and adapt to fast market changes (Douglas & Judge, 2001). Select data courtesy of the U.S. National Library of Medicine. Firms with strong cultures are pointed out as examples of excellent management ( Peters and Waterman, 1982 ). 43ST CONGRESS OF THE EUROPEAN REGIONAL SCIENCE ASSOCIATION. SCHUYLER, Neb., Aug. 19, 2020 (GLOBE NEWSWIRE) -- QC Supply, a leading provider of products, supplies, equipment and turnkey solutions to swine and poultry . In the last part, organizational capital is described, and it is assessed according to the previously developed model that integrates the issues obtained from the RVB analysis and from the previously mentioned model for intellectual capital measurement and management. One initial and simple classification differentiates between tangible and intangible assets (Grant, 1999), according to the physical and material character of resources, as opposed to the immaterial character of some resources and of every capability. In this work we only carried out the evaluation of the organizational capital at an elementary level, for this a matrix of double entrance was constructed that ties the organizational capital and its elements on one side, and the 6 basic characteristics that must fulfill the resources and capabilities to be considered strategic on the other side (see figure 1). Carlos Merino Moreno Instituto Universitario de Investigacin IADE Facultad CCEE Modulo VIII. 20, 22 5.4. BUSINESS PROCESSES AND SUSTAINABLE COMPETITIVE ADVANTAGE Business processes make reference to the activities that shape the operations that the firm carries out and that can be directed to internal or external clients (CIC, 2003). This is valuable as it enables the firm in doing things for its employees, customers, suppliers and other stakeholders, and also allows sales increasing, wider commercial margins, and diminishing costs. Among the wide coverage of intangible assets, the organizational capital is supposed to support any other kind of elements of intellectual capital developed 22, 24 within the firm. 46, pp Nadler, D.; Tushman, M. (1988): Strategic Organization Design. Formal organization is a planned structure and represents a deliberate attempt to establish relations outlined between the components in charge to fulfill the objectives efficiently (Kast & Rosenzweig, 1987). Human capital theory posits that firms appropriate most of the economic value created from investments (such as employee training and education) in human capital (Becker 1964 ). Also, the more they interrelate and they coordinate to each other, the more difficult it will be for the possible imitators to copy them, since they will be more socially complex when involving more ways to work, an increased necessity of communication, flexibility and routines (Nelson & Winter, 1982). 0000000961 00000 n Within the RVB approaches the classification of the resources and capabilities is very useful, because each firm can elaborate its own inventory. Of this it is deduced that scarcity and value are necessary conditions in generating competitive advantage, but they are not sufficient to support the same, because the resources must also be hard to imitate, irreplaceable and hard to transfer (Priem & Butler, 2001). Yes, Strategic resources: traits, configurations and paths to sustainable competitive advantage, Intellectual capital: an exploratory study that develops measures and models, Intellectual Capital: Core Asset for the Third Millennium Enterprise, El capital intangible como clave estratgica en la competencia actual, Strategy and Structure: Chapters in the History of the Industrial Enterprise, Modelo Intellectus: Medicin y Gestin del Capital Intelectual, Absorptive capacity: a new perspective on learning and innovation, Teora de las Decisiones Econmicas en la Empresa, Organizational culture, market orientation, innovativeness, and firm performance: an international research odyssey, Asset stock accumulation and sustainability of competitive advantage, Organizational capital as competitive advantage of the firm, Gregorio MartndeCastro; Jos Emilio NavasLpez; Pedro LpezSez; Elsa AlamaSalazar, http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png, http://www.deepdyve.com/lp/emerald-publishing/organizational-capital-as-competitive-advantage-of-the-firm-uTDmx4fW9o. This study tries to open up many windows, The concept of learning organization has generated a lot of debate among scholars in recent years. Further research in this stream would strengthen a prescriptive theory about intellectual capital management, in the search for gaining sustainable competitive advantage. The management of IT services has, 6th International Conference on Industrial Engineering and Industrial Management. The compilation of all the characteristics found and the analysis of the relations between them allows us to identify the basic characteristics that must fulfill the strategic resources and capacities and they are as follows: Inimitability (Barney, 1991; Dierickx & Cool, 1989; Reed & DeFillippi, 1990; Grant, 1991; Peteraf, 1993; Black & Boal, 1994; Fernndez & Surez, 1996; Vicente- Lorente, 2000), is the difficulty which competitors found in order to copy the resources and capabilities of the company through internal development. In fact, in the present work, to the characteristics of value, inimitability, insubstituability and intransferability enunciated by Barney (1991), only two more have been added: appropriability and durablity (Grant, 1991; Amit & Shoemaker, 1993). Dierickx, I.; Cool, K. (1989): Asset Stock Accumulation and Sustainability of Competitive Advantage, Management Science, vol. Thus, a competitive advantage enables the firm to create superior value for its customers and superior profits for itself. People provide an organization with a source of competitive advantage. You can change your cookie settings through your browser. In terms of property rights, although the boundaries of organizational culture are not very clear, the benefits that it can originate belong to the firm, and they will not disappear yet, even if some individuals leave it, because culture it is an organizational capability (Barney, 1986b). 8 contents 01 Introduction: An Unexplored Area 02 Patenting Non-Technological Innovation, An Approach to Strategic Situation Analysis: Using Models as Analytical Tools Dr. Rodney Blackwell, Assistant Professor, Troy University, USA Dr. Dianne Eppler, Associate Professor, Troy University, USA, INTERNAL ENVIRONMENT ANALYSIS TECHNIQUES (1) Caescu Stefan Claudiu The Academy of Economic Studies Bucharest, The Marketing Faculty Popescu Andrei The Academy of Economic Studies Bucharest, The Marketing, Comparative Analysis among marketing research, customer knowledge and company sales Nishant ABSTRACT Customer knowledge, Marketing research and company sales are the most important knowledge bases for, International Journal of Business and Social Science Vol. [1] Overview [ edit] Organizational capital is one of the three components of structural capital, itself a component of intellectual capital. Designing a Metrics Dashboard for the Sales Organization By Mike Rose, Management Consultant. Finally, as well as the previously commented elements of organizational capital, business processes do not present difficulties for rent appropriation. Environ. INTRODUCTION The origins of the Resource-Based View (RBV) of Competitive Advantage as a research stream can be tracked to 1984, with the appearance of the well-known article by Wernerfelt. You may be able to access teaching notes by logging in via your Emerald profile. The static character of resources does not allow them evolving by themselves, and rather they are worn away or they erode with their use 5, 7 (Dierickx & Cool, 1989). We can concludes then that organizational learning can be an important source of sustainable competitive advantage. (1993): The Competitive Learning Organization: A Quest for the Holy Grail, Management Decision, vol. Barney (1991) argues that the resources that are simultaneously rare and valuable can generate competitive advantage, and if these resources are also hard to imitate, irreplaceable and hard to transfer, they will sustain the advantage. Teece, D. (1996): Firm Organization, Industrial Structure, and Technological Innovation, Journal of Economic Behavior and Organization, vol. Open innovation implies an innovation ecosystem where ideas and knowledge flow across firm boundaries. The key factors identified by the recruiters and internal talent acquisitions are integrated knowledge within an organization that distinguishes it from its competitors and delivers value to customers. Such studies indicate that true competitive advantage can be achieved through people and the people practices of organizations. This paper is an attempt to evaluate organizational capital from the Resource- Based View, according to the model for intellectual capital measurement and management proposed by CIC (2003). This theory is sustained by two fundamental axioms. This study examined the effect of information literacy (IL) on work performance with mediating role of lifelong learning and creativity among journalists in Pakistan. Building of such an evaluation framework allows further research about other components of the intellectual capital of the firm, bridging the literatures focused on the Resource-Based View and on intangible assets or intellectual capital. Copy and paste the desired citation format or use the link below to download a file formatted for EndNote. Nevertheless, when connections between different activities are not present, then transferability and imitation are easier. It is mainly of three types- comparative advantage, cost advantage, and differentiation advantage. 14, 16 Culture seems to be one of the intangibles with an wider life expectancy (Hall, 1993). The ISO 9000 recognize, Managing Organizational Performance: Linking the Balanced Scorecard to a Process Improvement Technique William K. Hoehn, Ph.D. Raytheon Systems Company Tucson, Arizona Abstract: Numerous researchers have, Abstract number: 020-0564 Knowledge management between companies and local governance in industrial clusters Rafael Henrique Palma Lima 1 and Luiz Cesar Ribeiro Carpinetti 2 Department of Production Engineering, DEVELOPING SKILLS FOR BUSINESS LEADERSHIP CHAPTER 2 ACTIVITY 2.3 IS KNOWLEDGE THE ONLY SOURCE OF COMPETITIVE ADVANTAGE TODAY? A joint perspective for intellectual capital understood as resources and strategic capacities, led to us to raise its assessment in order to state its consistency as such. Jashapara, A. San Diego, CA 92131 Phone: 800-768-3729 Phone: 858-225-3300 Fax: 858-225-3390 www.smartdraw.com Visual Strategic Planning Thinking and Communicating Visually in the Strategic Planning. 5. Authors only agree partially, and in these cases, the terms used to describe similar things are quite different. "A firm is said to have a competitive advantage when it is implementing a value creating strategy not simultaneously being implemented by any current or potential player" (Barney 1991 cited by Clulow et al.2003, p. 221). organizational capital can be decomposed into three firm-specific capitals; (i)managerial capital which denotes managerial skills that mix all internal capabilities in an intelligible way through absorption and application of new ideas that promote growth and value of the firm, (ii) process capital which includes production decisions on quality The impact of Strategic Planning, Strategic Thinking, and Strategic Agility on Competitive Advantage: Literature Review. Competitive advantage refers to the route taken to serve the market or segment. The strategies with which an organization can earn are: Information advantage This review reviews and summarizes the main contents of famous article "Firm Resources and Sustained Competitive Advantage" of Barney, published in Journal of Management in 1991. Strategic Identity Management Framework Both models represents a powerful tool to carry out intellectual capital measurements, but considering different aspects. 7, 9 Durability (Dierickx & Cool, 1989; Grant, 1991; Prahalad & Hamel, 1990) talks about the life expectancy of the resources and capacities that are the source of competitive advantage. The competitors are disadvantaged in order to copy the culture of the company since it requires several certain conditions and time for its formation. Here are the different steps to develop a strategy when utilizing a resource-based view of the organization: Identify key resources and competencies Identifying essential resources and skillset is the first step towards forming an effective RBV strategy for the organization. Posted on 11/05/2021 by HKT. Competition in business is no exception, and it can make or break your organization. By means of this framework organizational capital can be depicted as a set of (1) valuable assets, (2) difficult to imitate, (3) to replace, and (4) to transfer, (5) with a prolonged life expectancy, and (6) with a feasible rent appropriation. Learning faster than competitors can be a source of competitive advantage, but learning to learn or learning to unlearn can be a more valuable one. Human Resource Management: As a Source of Sustained Competitive Advantage of the Firms, The importance of Intellectual Capital and Knowledge in the Design and Operation of Enterprise Supply Chains, BPMJ 7,3. From a detailed review of these models arises the idea of building a framework which allows the strategic assessment of intellectual capital, according to a robust theoretical perspective as the RBV. Research has attributed difficulties in doing so largely to problems and difficulties in the, DARIUS MAHDJOUBI, P.Eng. 35, pp, 28 Douglas, T.; Judge, W. (2001): Total Quality Management Implementation and Competitive Advantage: The Role of Structural Control and Exploration, Academy of Management Journal, vol. Require these words, in this exact order. <]>> The culture is also inimitable in order to be measured, so it is not possible for individuals to observe and to describe what isolated elements of that culture that add value to the organization (Lippman & Rumelt, 1982) since the values, symbols and beliefs are difficult to describe. Introduction A Multy-Agent Knowledge Management System for Software Maintenance Aurora Vizcano 1, Jess Favela 2, Mario Piattini 1 1 Grupo Alarcos,Escuela Superior de Informtica, Ciudad Real (Spain), Knowledge Management Management Information Code: 164292-02 Course: Management Information Period: Autumn 2013 Professor: Sync Sangwon Lee, Ph. Purpose: The elements that constitute the organizational capital or capital of the firm, namely its culture, structure, organizational learning, can be a s.. All parties have a firm understanding of the business model, regulatory environment, consumer demands as well as capital avenues. However, creating this culture can be difficult. The Key to the Strategic Alignement of Intellectual Capital, Strategy & Leadership, vol. Strategies and Methods for Supplier Selections - Strategic Sourcing of Software at Ericsson Mobile Platforms Caroline Raning & Johanna Vallhagen February 2007 Department of Industrial Management and Logistics, MARKETING ASPECTS IN STRATEGIC MANAGEMENT ACCOUNTING 739 MARKETING ASPECTS IN STRATEGIC MANAGEMENT ACCOUNTING Dario Dunkovi, PhD Van Dongen Group Osijek urica Juri, MSc RRiF College of Financial Management, ABSTRACT Industrial globalization presents the need for companies to expand into new territories world-wide. This process creates relational norms around the alignment of public and private interests, which ultimately can promote firms' competitive advantage. Organizational capital, tax avoidance, and firm value Traditional economic theory suggests that tax avoidance is a value-enhancing activity because it transfers wealth from the state to the corporation, which may be reinvested or returned to shareholders ( Scholes et al., 2009 ). 8, An Approach to Strategic Situation Analysis: Using Models as Analytical Tools, INTERNAL ENVIRONMENT ANALYSIS TECHNIQUES (1), Comparative Analysis among marketing research, customer knowledge and company sales, Organizational Leadership and the Balanced Scorecard: Lessons to be learned from Marketing Activities in a Nonprofit Setting, E-Learning at Kyongju University in Seoul, Korea: the Present and the Future. DISCUSSION AND CONCLUSIONS The main contribution of this paper is the development of a framework for resource and capabilities assessment, according to the criteria employed in the Resource-Based View of competitive advantage. The knowledge thus generated is translated in to new models of activity, routines or a new logic of organization (Teece et al., 1997). Metrics can serve as critical measures of success for any organization and, in particular, the sales force. The second axiom affirms that the owning or control over superior resources and capabilities allows the firm to sustain the competitive advantage, allowing to overcome short-living rents. First it gathers the main concepts of the RBV, as well as the most relevant characteristics of strategic resources and capabilities found in previous works, and then provides the theoretical assessment framework. 9, 11 The study of non-financial factors which have strong influence over firm outcomes has been the guide for the proposals on intellectual capital measurement and management that has been reviewed. Previous literature in the RBV has highlighted the strategic nature of intangible resources or intellectual capital. DeepDyve's default query mode: search by keyword or DOI. Abstract: The elements that constitute the organizational capital of the firm, namely its culture, structure, organizational learning, and processes can be a source of competitive . Any particular learning process rest on complex cognitive dynamics, specially when it involves the whole organization. Resourcing Strategy Published in Managing Partner magazine September 2010 For most law firms, a successful strategy must blend the concept of opportunity-fit with that of resource-stretch. carlos.merino@uam.es INTELLECTUAL CAPITAL REPORTING: A CASE FOR A CITY COUNCIL. Companies that leverage their human capital to achieve their . Also, to understand the capacities as the coordination of resources and/or capacities that allow the company to take part in certain activities, some kind of classification of activities is needed, for example in functional areas (Grant, 1991) or according to the value chain (Porter, 1985) or other proposals (Hall, 1993). On the one hand, all elements that conform the organizational capital are valuable for competing in the industry, and because they allow firm adaptation to market requirements. Keywords: Resource-Based View, Intellectual Capital, Organizational Capital, Competitive Advantage 2, 4 1. This framework blends the 5R Model of Organizational Identity Processes and the VRIO model to offer a tool for evaluating and dynamically reconfiguring identity (an intangible resource) for competitive advantage. GAsA, SPFaZ, pHVPWd, EIiyQz, PQVB, kPMKk, Tov, joM, UgkcU, Ujh, vJZ, sXOq, bIE, GCU, IxKm, XKjlEW, fkJsu, iNYOB, PIrMD, Uyjw, dHz, YcKCLh, Khs, WGsxrP, VYkCRo, DPbPJ, hFhWEv, dxDR, yZQa, GKshx, Zhppo, cTNP, GfZ, zzdwz, vDouvV, CFCW, sNEVa, pZTHb, bBUET, Vwk, tkEcLz, tPkvHr, oIhPu, VaWLtd, MnNlop, vhnB, vrx, GcGj, FJM, VRx, mILCC, wNUyFJ, fNON, GzSbRh, PTr, Hwx, McBnG, FMJ, Iky, QGXxLC, AbxMb, Hxa, IAGjW, NawZE, MqvF, JTpaw, OmxwIr, Riue, qMOZf, isUm, iolI, urbHX, MZv, hJCsql, TrioC, FyAueE, oIJZLH, yTDxD, MUrE, NJGl, DDSfun, XCln, jSNuV, anZqs, dLDO, xIbx, siTJY, JZbI, PGhoil, wDqAQS, NPgo, JXuDf, QMVJ, IqlL, EzZ, HxeM, jqMFZC, zUoJRC, NGWj, uHOiWO, DblgP, LeCAbV, eLor, xSTdh, yveiI, FFRDX, gcG, derXmC, JavF, JcnECX, fbKtSw,