The Strategic Position

The Strategic Position Chapter 3: Strategic Capabilities Gokhan Turgut Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson cultivation throttle 2011 sloping trough 3.2 Strategic capabilities: the report issues Figure 3.1 Strategic capabilities: the key issues Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson upbringing Limited 2011 Slide 3.3 Resources and competences Resources are the assets that presidential terms have or can call upon (e.g. from partners or suppliers),that is, what we have . Competences are the ship canal those assets are used or deployed effectively, that is, what we do well. Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Slide 3.4 Components of strategical capabilities Table 3.1 Components of strategic capabilities Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Slide 3.5 Redundant capabilities Capabilities, however effective in the past, can amaze less relevant as industries make grow and change. Such capabilities can become rigidities that inhibit change and become a weakness.

Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Slide 3.6 active capabilities Dynamic capability is the ability of an organisation to renew and recreate its strategic capabilities to meet the needs of changing environments. Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011 Slide 3.7 Threshold and distinctive capabilities (1) Threshold capabilities are those needed for an organisation to meet the necessary requirements to compete in a precondition market and achieve parity with competitors in that market qualifiers. typical capabilities are those that critically underpin competitive advantage and that others cannot succeed or obtain winners. Johnson,... If you want to get a wide-eyed essay, order it on our website: Ordercustompaper.com

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