Your SlideShare is downloading. ×
0
Chapter 4 Learning Objectives <ul><ul><li>After studying this chapter, you should be able to: </li></ul></ul><ul><ul><li>e...
SWOT Analysis <ul><li>SW = Strengths and Weaknesses </li></ul><ul><li>Internal assessment of the organization leading to m...
 
 
Outsourcing <ul><li>outsourcing </li></ul><ul><li>Turning over an organizational activity to an outside supplier that will...
VRIO framework <ul><li>The resource-based view that focuses on certain aspects of resources and capabilities: </li></ul><u...
Offshoring versus Not Offshoring <ul><li>Because digitization and commoditization of service work is only enabled by the r...
 
Upcoming SlideShare
Loading in...5
×

Chapter Four Powerpoint Presentation

374

Published on

Published in: Business, News & Politics
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
374
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
1
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Transcript of "Chapter Four Powerpoint Presentation"

  1. 1. Chapter 4 Learning Objectives <ul><ul><li>After studying this chapter, you should be able to: </li></ul></ul><ul><ul><li>explain what firm resources and capabilities are </li></ul></ul><ul><ul><li>undertake a basic SWOT analysis of the value chain to decide whether to keep an activity in-house or outsource </li></ul></ul><ul><ul><li>analyze the value, rarity, imitability, and organizational aspects of resources and capabilities </li></ul></ul><ul><ul><li>participate in two leading debates on crossborder capabilities and offshoring </li></ul></ul><ul><ul><li>draw implications for action </li></ul></ul>
  2. 2. SWOT Analysis <ul><li>SW = Strengths and Weaknesses </li></ul><ul><li>Internal assessment of the organization leading to management decisions </li></ul><ul><li>OT = Opportunities and Threats </li></ul><ul><li>External assessment of the business environment to identify the uncontrollable events that might impact management decisions </li></ul>
  3. 5. Outsourcing <ul><li>outsourcing </li></ul><ul><li>Turning over an organizational activity to an outside supplier that will perform it on behalf of the focal firm. </li></ul><ul><li>offshoring </li></ul><ul><li>Outsourcing to an international or foreign firm. </li></ul><ul><li>inshoring </li></ul><ul><li>Outsourcing to a domestic firm. </li></ul><ul><li>captive sourcing </li></ul><ul><li>Setting up subsidiaries abroad—the work done is in-house but the location is foreign </li></ul>
  4. 6. VRIO framework <ul><li>The resource-based view that focuses on certain aspects of resources and capabilities: </li></ul><ul><li>(V) value - Only value-adding resources can possibly </li></ul><ul><li>lead to competitive advantage </li></ul><ul><li>(R) rarity - Only valuable and rare resources and capabilities have the potential to provide some temporary competitive advantage </li></ul><ul><li>(I) imitability - source of competitive advantage </li></ul><ul><li>only if competitors have a difficult time imitating them </li></ul><ul><li>(O) Organizational - How can a firm (such as a movie studio) be organized to develop and leverage the full potential of its resources and capabilities? </li></ul>
  5. 7. Offshoring versus Not Offshoring <ul><li>Because digitization and commoditization of service work is only enabled by the recent rise of the Internet and the reduction of international communication costs, whether such offshoring proves to be a long-term benefit or hindrance to Western firms and economies is debatable. </li></ul><ul><li>Proponents argue that offshoring creates enormous value for firms and economies. </li></ul><ul><li>Critics of offshoring argue against it on strategic, economic, and political grounds. </li></ul>
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×