Dynamic Capabilities and Strategic Management

Clicks: 2
ID: 289927
1997
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Abstract
Abstract Different approaches to strategy view sources of wealth creation and the essence of the strategic problem faced by firms differently. The competitive forces framework sees the strategic problem in terms of market entry, entry deterrence, and positioning; game-theoretic models view the strategic problem as one of interaction between rivals with certain expectations about how each other will behave; resource-based perspectives have focused on the exploitation of firm-specific assets. Each approach asks different, often complementary questions. A key step in building a conceptual framework related to dynamic capabilities is to identify the foundations upon which distinctive and difficult to replicate advantages can be built.
Reference Key
openalex_W4388151924 Use this key to autocite in the manuscript while using SciMatic Manuscript Manager or Thesis Manager
Authors David J. Teece, Gary P. Pisano, Amy Shuen
Journal Oxford University Press eBooks
Year 1997
DOI
10.1093/oso/9780198781806.003.0019
URL
https://doi.org/10.1093/oso/9780198781806.003.0019
Keywords Keywords not found

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