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To more completely understand the basis for firm performance differences, we need greater clarity on the drivers of differentiation in managerial strategic decision-making, as well as on the impact these decisions have on the composition and configuration of the firm's resource portfolio. In...
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seizing market opportunities. This study uses an experimental methodology to examine how managers make decisions that align … made by managers vary in important ways. In highly commoditized markets managers rely on an intense utilization of discrete … operational capabilities that are superior to the competition. In highly differentiated markets these same managers depend on …
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environment are placing integrity and compliance highly on the list of management priorities. However, although many companies are … create enormous psychological pressures on individuals. This then leads to situations where even managers who are considered … finding systematic and sustainable solutions to the problem. In this chapter we describe how dynamic integrity management …
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the framework for three levels of management: front-line, middle, and top management. Based on the framework, propositions …
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A premise of the capabilities perspective in strategy is that firm-specific capabilities allow some firms to be unusually adept at exploiting growth opportunities. Since few firms have the capacity to internally generate the quantity or variety of strategic resources needed to exploit growth...
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Design is increasingly adopted by organization as an innovation capability to renew and transform the firm and therefore acting as dynamic capability. However, few article address how firms build a new dynamic capability and especially in the case of the design capability. Based on a...
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