1
Q
Core capability
A
An interrelated, interdependent knowledge system
2
Q
Dimensions of core capabilities (4)
A
- Employee knowledge and skills
- Technical systems
- Managerial systems
- Values and norms
3
Q
How to handle the paradox of core capabilities/regidities? (4)
A
- Abandonement
- Recidivism: return to core capabilties
- Reorientation
- Isolation
4
Q
Empowerment
A
The belief in the potential of every individual to contribute meaningfully to the task at hand
5
Q
Test of valuable resources (5)
A
- Test of inimitability
- Test of durability
- Test of appropriability
- Test of substitutability
- Test of competitive superiority
6
Q
How to upgrade resources (3)
A
- Adding new ones
- Upgrading to alternative resources that are threatening in the company’s current capabilities
- Move into a structually more attractive industry
7
Q
Errors companies make when they try to grow by leveraging resources (3)
A
- Managers tend to overestimate transferability
- Managers tend to overestimate their ability to compete in a highly profitable industrie
- Managers assume that leveraging generic resources will be a major source of competitor advantage
8
Q
Relevance
A
Differentiate from its rivals on dimensions they compete on
9
Q
Scarcity
A
Rareness
10
Q
Appropriability
A
Who captures the value that is created
11
Q
Durability
A
Technical life, economical life, time compression
