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From critical resources to corporate strategy

Article Abstract:

Businesses must maximize their competitive advantages when exploiting new business opportunities. The identification and analysis of corporate critical resources is the basis for the formulation of competitive strategies maximizing competitive advantage. The formulation of strategy entails the identification of resources by three criteria: uniqueness; performance of human resources; and shared resources. Critical resources are: fixed assets; blueprints, patents, and brand names; and cultures. Management can competitively deploy resources three ways: independently; in tandem with extant resources through joint ventures; or customized applications through licensing or sale. Management must foster the growth of human resources, which are partly insulated from competitive pressures, as the area of corporate culture offers the greatest opportunity for maximizing returns.

Business planning, Strategic aspects

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The importance of power in partnership relationships

Article Abstract:

The trend toward adoption of partnership relationships in buyer-supplier transactions is discussed, with emphasis on the superiority of collaborative agreements in which the parties have equal power. Problems with managing partnerships are identified and possible solutions are suggested.

Partnership, Partnerships

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The strategic potential of a firm's knowledge portfolio

Article Abstract:

Methodology for identifying and evaluating the knowledge base of a business is presented. The key importance of knowledge as a factor in business competitiveness is emphasized.

Competition (Economics)

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