SGMA 591 Lecture Notes - Lecture 3: Dynamic Capabilities, Competitive Advantage, Main Source

• School: University of Calgary
• Department: Strategy and Global Management
• Course: SGMA 591
• Professor: Ayesha Malhotra

Document Summary

Value creation and the role of resources and capabilities. Appraising resources and capabilities: dynamic capabilities. Putting resources and capabilities analysis to work. Once the (diversified) corporation could simply point its business units at particular end product markets and admonish them to become market leaders . With market boundaries changing ever more quickly, targets are elusive and capture is at best temporary. A few companies have proven adept at inventing new markets, quickly entering emerging markets, and dramatically shifting patterns of customer choice in established markets. The critical task for management is to create an organization capable of infusing products with irresistible functionality or, better yet, creating products that customers need but have not yet even imagined : prahalad and hamel, 1990. Each firm consists of a unique cluster of resources and capabilities: places the firm not the industry at the centre of strategy formulation.