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A leading perceptive in global business that posits that firm performance is fundamentally driven by firm-specific resources |
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The tangible and intangible assets as well as human resources that a firm uses to choose and implement its strategies |
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Firm-specific abilities to use resources to achieve organisational objectives |
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Assets that are observable and easily quantified |
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Assets that are hard to observe and difficult( or sometimes impossible) to quantify |
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Resources embedded in individuals working in an organisation. |
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Employees' shared values, traditions and social norms within an organisation |
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A chain of activities vertically related in the production of goods and services |
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The resource-based framework that focus on the value creation,rarity,imitability and organisational aspect of resources |
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The difficulty of identifying the casual determinants of successful firm performance. |
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The socially complex way of organising typical of many firm |
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The ability of the firm to appropriate the values for itself |
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An examination of resources to perform a particular activity compared against competitors |
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Turning over an organisational activity to an outside supplier that will perform it on behalf of the firm. |
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Move an activity to a location abroad |
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Outsourcing to another firm doing the activity abroad |
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Outsourcing to a firm in the same country |
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Setting up subsidiaries abroad- the work done in-house but the location is foreign |
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Offshore to a nearby location eg. within EU |
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Original equipment manufacturer(OEM) |
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A firm that executes the designs blueprints provided by other firms and manufactures such products |
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Original design manufacturers(ODM) |
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A firm that both designs and manufactures products |
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Original brand manufacturers(OBM) |
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A firm that designs, manufactures and market branded products |
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