8. Superior Resources
Depicts core competencies as foundations for
the future
Emphasizes internal capabilities
Protection of imitation
Complementary interdependence to support
superior accomplishments
9. Constant disruption of current conditions
Lifespan of solutions is short
Radical changes to create temporary
advantages
Organization units and actions are loosely
coupled to support innovation and reduce
constraint
Increase speed and capitalize on risk
10. Rely on network feedback and emergent
relationships
Require a blend of competition and
cooperation
Healthy ecosystem open to material and
energy flows
Influence is achieved by managing initial
conditions and forces/attractors
Value and culture determine the boundaries
of social system
11. Determine the appropriate strategy for a firm
competing in the consumer products industry
with regards to:
◦ Capability Logic- Group 1
◦ Guerilla Logic – Group 2
◦ Complexity Logic- Group 3
12. Efforts to combine and blend these
conceptual perspectives within a single
strategy create serious problems for
managers who are concerned about achieving
consistency of purpose (Lengnick-Hall and
Wolf, 1998)
http://www.youtube.com/watch?v=SxuYdzs4
SS8
Blake-
Plant and Equipment
Laborers to Leaders
Structure, Planning, Controlling, Procedures
In the Environmental Model it is conceptualized that Resources are Homogeneous and Mobile. This creates an environment where all of the resources are the same and accessible for all firms. Therefore, a Sustained Competitive Advantage could not form.
In the Resource Model it is conceptualized that Resources are Heterogeneous and Immobile. This creates opportunities for sustained competitive advantage because all firms do not have equal access to all resources.
Blake-
Value- Exploit Opportunities or neutralize threats
Rare- Among Competition
Imperfectly Imitable- If the resource is imitable it ceases to be rare.
Historical Conditions – firms cannot go back in time to duplicate historical impacts
Casual Ambiguity- if the firm itself cannot determine the source of competitive advantage, how can competing firms?
Socially Complex- Like Casual Ambiguity a competitive advantage arises without a great understanding. This time it has to do with a complex social phenomena for example Pixar.
In regards to leadership, one resource required in the implementation of almost all strategies is managerial talent (Hambrck 1987)
Blake-
Blake-
Competitive Advantages can be gained through..
Anne-
Anne-
Each of these three core logics offers a different way to structure the ambiguous problem of strategy by creating a reasonable set of purposes, and by defining an effective relationship between a firm and its context.
