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Competition. --- Industrial management. --- Social Sciences and Humanities. Management studies, Business Administration, Organizational Science --- Strategic planning. --- Management studies, Business Administration, Organizational Science (General). --- Competition --- Industrial management --- Strategic planning

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Business policy

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The "Resource-Based View of the Firm" has emerged over the last fifteen years as one of the dominant perspectives used in strategic management. It addresses the fundamental research question of strategic management: Why it is that some firms persistently outperform others? Resource-Based Theory provides a considered overview of this theory, including the latest developments, from one of the key thinkers in its development. In broad terms it offers an alternative to Michael Porter's approach, focusing more on the competences and capabilities of the firm, rather than its positioning in its chosen markets. Jay B. Barney has long been recognised as one of the leading contributor to the resource-based theory literature. In this book he has collaborated with Delwyn N. Clark to produce the first book to examine the theory in a holistic and in-depth manner. The authors explore not only the applications of the theory in research, teaching, and practice, but also its early roots in traditional economic theory, development and proliferation in the 1990s, and later influence on management thinking.

Business policy --- Competition. --- Industrial management. --- Strategic planning. --- Strategic planning --- Industrial management --- Competition --- E-books --- Competition (Economics) --- Competitiveness (Economics) --- Economic competition --- Commerce --- Conglomerate corporations --- Covenants not to compete --- Industrial concentration --- Monopolies --- Open price system --- Supply and demand --- Trusts, Industrial --- Business administration --- Business enterprises --- Business management --- Corporate management --- Corporations --- Industrial administration --- Management, Industrial --- Rationalization of industry --- Scientific management --- Management --- Business --- Industrial organization --- Goal setting (Strategic planning) --- Planning, Strategic --- Strategic intent (Strategic planning) --- Strategic management --- Planning --- Business planning --- Economic aspects

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PART ONE- The Tools of Strategic Analysis Chapter 1 What Is Strategy and the Strategic Management Process? Chapter 2 Evaluating a Firm's External Environment Chapter 3 Evaluating a Firm's Internal Capabilities Cases- Roadway Express; Apple iTunes; Michelin and the Global Tire Industry; Wal-Mart Stores, Inc.; Harlequin Enterprises PART TWO- Business Level Strategies Chapter 4 Cost Leadership Chapter 5 Product Differentiation Cases- British Motorcycle Industry; JetBlue; Kodak; Levi's; Nike, Inc. PART THREE- Corporate Strategies Chapter 6 Vertical Integration Chapter 7 Corporate Diversification Chapter 8 Organizing to Implement Corporate Diversification Chapter 9 Strategic Alliances Chapter 10 Mergers and Acquisitions Cases- Nucleon, Inc.; LVMH; Ben & Jerry's- Japan;Ebay; The Tale of Eloise and Abelard; Extending the Easy Business Model; Lego; SwissAir; Newell Company; Saatchi & Saatchi; Cooper Industries

Bedrijfsorganisatie.

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Organization theory