Strategic CH5

is concerned with identifying, developing, and taking advantage of an organization’s resources and competencies.

• Organizational analysis

• Resources

• Capabilities

• Core competency

are an organization’s assets and are thus the basic building blocks of the organization.

• Organizational analysis

• Resources

• Capabilities

• Core competency

refer to a corporation’s ability to exploit its resources.

• Organizational analysis

• Resources

• Capabilities

• Core competency

is a collection of competencies that crosses divisional boundaries, is widespread within the corporation, and is something that the corporation can do exceedingly well.

• Organizational analysis

• Resources

• Capabilities

• Core competency

When core competencies are superior to those of the competition, they are called

• Distinctive competencies.

• Imitability

• Transparency

• Transferability

is the rate at which a firm’s underlying resources, capabilities, or core competencies can be duplicated by others.

• Distinctive competencies.

• Imitability

• Transparency

• Transferability

is the speed with which other firms can understand the relationship of resources and capabilities supporting a successful firm’s strategy.

• Distinctive competencies.

• Imitability

• Transparency

• Transferability

is the ability of competitors to gather the resources and capabilities necessary to support a competitive challenge.

• Distinctive competencies.

• Imitability

• Transparency

• Transferability

is the ability of competitors to use duplicated resources and capabilities to imitate the other firm’s success.

• Replicability

• explicit knowledge

• Transparency

• Transferability

It is relatively easy to learn and imitate another company’s core competency or capability if it comes from ----------—that is, knowledge that can be easily articulated and communicated.

• Replicability

• explicit knowledge

• Transparency

• Transferability