By Wei Jiang

In the swiftly altering company international, just a small percent of agencies may be able to live on and prosper regardless of recessions, business evolutions and monetary adjustments. An often-asked query is: What determines a firm’s sustainable aggressive virtue? some of the most well known aggressive options is partnering with different businesses. So: How do businesses make clever and proficient judgements by way of making a choice on enterprise companions, to using on hand assets and functions in partnerships, and to coping with relatives to maximise partnership merits? This e-book experiences three hundred agencies throughout a number of industries, delivering readers with a complete view of the way agencies strengthen sustainable aggressive merits by way of developing company partnerships. younger teachers and skilled researchers alike will locate reliable theoretical foundations and clean company insights.

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Extra resources for Business Partnerships and Organizational Performance: The Role of Resources and Capabilities

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Manage Sci 48:171–186 Lambe CJ, Spekman RE, Hunt SD (2002) Alliance competence, resources, and alliance success: conceptualization, measurement, and initial test. Acad Mark Sci 30(2):141–158 Lavie D (2006) Capability reconfiguration: an analysis of incumbent responses to technological change. Acad Manage Rev 31(1):153–174 Li JJ, Zhou KZ, Shao AT (2009) Competitive position, managerial ties, and profitability of foreign firms in China: an interactive perspective. J Int Bus Stud 40(2):339–352 Louçã F, Mendonça S (2002) Steady change: the 200 largest US manufacturing firms throughout the 20th century.

2010; Teece et al. 1997; Wang and Ahmed 2007). The DCA has become the dominant framework in strategic marketing and management domain (Madhavaram and Hunt 2008; O’Reilly and Tushman March 2007; Zahra et al. 2006). According to Easterby-Smith et al. (2009, p. ’ Although in its early stages, many studies have provided some preliminary evidence for the long-term effect of dynamic capabilities on firm performance and survival (Adner and Helfat 2003; Bruni and Verona 2009; Macpherson et al. 2004). Additionally, prior research has shown that dynamic capabilities contribute to business performance in terms of creating new business and corporate strategies (Bowman and Ambrosini 2003), entering new markets (King and Tucci 2002), completing successful mergers and learning new skills (Zollo and Winter 2002), leveraging other resources (Bowman and Ambrosibi 2003), introducing innovative programs that stimulate strategic change (Repenning and Sterman 2002), facilitating internationalisation capabilities (Griffith and Harvey 2001; Sapienza et al.

The fundamental suggestion for organisational actions from this perspective is that firms select strategies to generate rents based upon their resource, capabilities and a fit with environment opportunities (Grant 1991; Hunt and Morgan 1995; Mahoney 1995). ‘For the firm, resources and products are two sides of the same coin’ indicates that firms can earn above normal returns by identifying and acquiring resources that are critical to develop market-demanded products (Wernerfelt 1984, p. 171). Therefore, firms seek to acquire and develop unique sets of resources and capabilities as a means to gain a better competitive position in the market.

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