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Academy of Management Perspectives Vol. 28, No. 4 (November 2014) , pp. 328-352 (25 pages) Published By: Academy of Management https://www.jstor.org/stable/43822373 Read and download Log in through your school or library Read Online (Free) relies on page scans, which are not currently available to screen readers. To access this article, please contact JSTOR User Support. We'll provide a PDF copy for your screen reader.With a personal account, you can read up to 100 articles each month for free. Get StartedAlready have an account? Log in Monthly Plan
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Abstract The dynamic capabilities framework has had a significant impact on strategic management theory and practice, but the sizable literature on the topic has not always been unified. This paper begins with a restatement of the framework encompassing clarifications and extensions that have occurred since it was introduced. The paper highlights key elements that have been omitted or poorly integrated into the dynamic capabilities literature: the role of individual action by entrepreneurial managers, the role of resources, strategy, and the distinction between ordinary and dynamic capabilities. Dynamic capabilities is advanced as a multidisciplinary framework to explain long-run enterprise performance. Ambidexterity and other related frameworks are tailored versions of dynamic capabilities. Linkages between (strategic) management theory and (Austrian) economic theory are explored. The concepts of x-inefficiency and d-ineffectiveness are compared. Journal Information The mission of the new Academy of Management Perspectives (AMP) is to provide accessible articles about important issues concerning management and business. AMP articles are aimed at the non-specialist academic reader, not practicing managers, and rely on evidence as opposed to theory or opinion for their arguments. All articles are fundamentally based on research evidence, which can be quantitative or qualitative, but not on opinion. Articles focus on the phenomenon of business and management rather than theory; they do not necessarily have to advance the existing academic literature. Articles might include reviews of what we already know about particular topics, with an orientation specifically toward practical implications. Descriptive articles and those without a theoretical foundation, typically excluded from academic journals, might also be relevant if they advance our understanding of business and management practice. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. Business, 22.06.2019 14:20, deisyy101 Frugala is when sylvestor puts $2,000 into 10-year state bonds and $3,000 into 5-year aaa-rated bonds in steady hand hardware, inc. he buys the four state bonds at a 5 percent interest rate and the three steady hand bonds at a 6.5 percent rate. sylvestor also buys $1,500 worth of blue chip stocks, and $800 worth of stock in a promising new sportswear company that reinvests its earnings in new growth. 1. (a) what is the maturity for each of the bond groups sylvestor buys? (b) the coupon rate? (c) the par value? Answers: 3 When a company has become proficient in modifying upgrading or deepening the company's resources and capabilities it is called?When a company has become proficient in modifying, upgrading, or deepening the company's resources and capabilities in response to its changing environment and market opportunities, it is called. a dynamic capability.
When a company has a proficiency in performing a strategically?When a company has a proficiency in performing a strategically and competitively important value chain activity better than its rivals, it is said to have: a competitive advantage over rivals.
When an activity becomes something a company has learned to perform proficiently and capably The company is said to have a?When an activity becomes something a company has learned to perform proficiently and capably, the company is said to have: A. a competence.
What is a much used and potent managerial tool for determining whether a company performs particular functions?A much-used and potent managerial tool for determining whether a company performs particular functions or activities in a manner that represents "the best practice" when both cost and effectiveness are taken into account is: benchmarking.
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When a company has become proficient in modifying upgrading or deepening the companys resources and capabilities it is called?
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