This paper draws together four related strands of theory to address the processes of corporate value creation. Specifically, contributions from resource-based theory, dynamic capabilities, corporate strategy and Mintzberg's structure theory have been combined to derive four congruent...

This paper reports on a study which examined firstly the extent to which managers from the same corporation shared similar perceptions of corporate strategy, secondly, the extent of consensus across the corporations and finally the extent of consensus about different rationales for corporate...

Michael Porter's four generic strategies for achieving competitive advantage can be condensed into two - low cost leadership and differentiation. David Faulkner and Cliff Bowman argue that, unlike Porter, it is false to choose between these two orientations. Only the low cost strategy with...

Following a review of recent trends and developments in competitive strategy, the competitive environment of companies, and links with the organisational structure of firms, Cliff Bowman and Simon Carter consider a case study of Baxi Heating in the UK, a company which has recently undergone...

One of the reasons why the resource-based view is difficult to operationalize derives from a lack of clarity about what 'valuable' means. In this paper we explore the impediments to arriving at a monetary valuation of a resource, and we suggest how resources could be identified within a firm,...