scholarly journals Edith Penrose and the Resource-based View of Strategic Management

2003 ◽  
Vol 41 (1) ◽  
pp. 181-182
Keyword(s):  
Strategic Management ◽  
Resource Based View ◽  
Edith Penrose

Digital Value Innovation and Strategic Management Practices of Adyar Ananda Bhavan

2022 ◽  
pp. 51-76
Author(s):  
Shakti Chaturvedi ◽  
Meenakshi Verma ◽  
Sonal Purohit ◽  
Raghava Reddy Varaprasad
Keyword(s):  
Strategic Management ◽  
Balanced Scorecard ◽  
South India ◽  
Management Practices ◽  
Electronic Media ◽  
Value Innovation ◽  
Resource Based View ◽  
Management Models

This case focuses on the strategic management practices of Adyar Ananda Bhavan (prevalently known as A2B), a quickly developing contemporary sweet chain of Chennai in South India that is currently proclaiming a target of 900 crores turnover from 2021 onwards with 8,000 employees. The case has a close theoretical association with the famous strategic management models, for instance Michael E. Porter's model, Ansoff Matrix, Blue Ocean Strategy, Balanced Scorecard, and Resource-Based View and explains how an organization can strategically grow its business through digital value-based innovation. Contending sources of data, for example print and electronic media, have been utilized to accumulate and report raw facts and figures. The authors analyzed based on insights gained from various academicians from different universities across India, some mid-level managers from industry, and some unofficial conversations with A2B staff in Bangalore. This case is planned to be utilized in the strategic management subject for both undergraduate and postgraduate courses.

Current Features of Strategy Construction

2015 ◽  
Vol 3 (4) ◽  
pp. 53-60 ◽  
Author(s):  
Гераськина ◽  
A. Geraskina
Keyword(s):  
Strategic Management ◽  
Swot Analysis ◽  
External Environment ◽  
Business Environment ◽  
Value Chains ◽  
Strategy Formulation ◽  
Resource Based View ◽  
Potential Partner ◽  
Potential Competitor ◽  
Strategy Construction

This article shows the main criteria of strategy’s efficiency. The most effective methods of strategy constructing, the ways to achieve goals and the main features of strategy formulation in modern conditions are presented. The basic disadvantages of traditional models of strategy formulation are shown: extrapolation the company’s performance over experience other organizations, resource-based view on strategic management, value chains, and the 3C’s model. Key features of current business environment are presented from the perspective of strategic management. The research develops the model of identifying direct competitor, possible and potential competitor, producer of substitute products, potential partner, and customers. The methods to evaluate their impact on the organization’s activities in the environment are presented. The basic disadvantages of the SWOT-analysis in the assessment of the external environment of organization on the basis of this model are shown.

Healthcare strategic management and the resource based view

2014 ◽  
Vol 7 (3) ◽  
pp. 251-264 ◽  
Author(s):  
Bita Arbab Kash ◽  
Aaron Spaulding ◽  
Larry D. Gamm ◽  
Christopher E. Johnson
Keyword(s):  
Strategic Management ◽  
Health Systems ◽  
Strategic Change ◽  
Strategic Decision ◽  
Comparative Case Study ◽  
Strategy Formulation ◽  
Resource Based View ◽  
Content Type ◽  
Strategic Initiatives

Purpose – The purpose of this paper is to examine how two large health systems formulate and implement strategy with a specific focus on differences and similarities in the nature of strategic initiatives across systems. The aim is to gain a better understanding of the role of resource dependency theory (RDT) and resource based view (RBV) in healthcare strategic management. Design/methodology/approach – A comparative case study design is used to describe, categorize and compare strategic change initiatives within a children's health and a multi-hospital system located in two competitive metropolitan markets. A total of 61 in-person semi-structured interviews with healthcare administrators were conducted during 2009. Summary statistics and qualitative content analysis were employed to examine strategic initiatives. Findings – The two health systems have as their top initiatives very similar pursuits, thus indicating that both utilize an externally oriented RDT method of strategy formulation. The relevance of the RBV becomes apparent during resource deployment for strategy implementation. The process of healthcare strategic decision-making incorporates RDT and RBV as separate and compatible activities that are sequential. Research limitations/implications – Results from this comparative case study are based on only two health systems. Further, the RBV perspective only takes managerial resources and time into consideration. Practical implications – Given that external resources are likely to become more constrained, it is important that hospitals leverage relevant internal resources, in the identification of competitive advantages and effective execution of strategic initiatives. Originality/value – The author propose a refined healthcare strategic management framework that takes both RDT and RBV into consideration by systematically linking strategy formulation with deployment of resources.

scholarly journals A Conceptual Study of the Strategic Role of Gastronomy in Tourism Destinations

2020 ◽  
Author(s):  
Faruk Seyitoğlu ◽  
Stanislav Hristov Ivanov
Keyword(s):  
Strategic Management ◽  
Resource Based View ◽  
Positioning Strategy ◽  
Emergent Strategy ◽  
Strategic Role ◽  
Food Image ◽  
Tourism Destinations ◽  
Conceptual Study ◽  
Theoretical Foundations

The present study aims to discuss the strategic role of gastronomy in destinations. The study utilised the three theoretical foundations of strategic management, namely Resource-Based View (RBV), Emergent Strategy (ES) and Positioning Strategy (PS). Several concepts from the field of gastronomy were used, such as gastronomic identity, tourist behaviours (motivation, experience, consumption), a sense of place, and food image. Utilizing this multi-disciplinary literature, the present study provides an integrative review of developing a model explaining the strategic role of gastronomy in tourism destinations. The predictions of the model are supported by the conceptual and empirical findings of earlier studies.

scholarly journals Um modelo do processo de inovação à luz da Resource-Based View e da teoria do Crescimento da Firma, de Edith Penrose

2021 ◽  
Vol 20 (1) ◽  
pp. e19041
Author(s):  
Pedro Henrique Rodrigues de Sousa ◽  
Edgar Reyes Junior ◽  
Caroline Cordova Bicudo da Costa ◽  
André Luiz Nascimento Reis
Keyword(s):  
Dynamic Capabilities ◽  
Core Competencies ◽  
Innovation Process ◽  
Resource Based View ◽  
Theoretical Approaches ◽  
Analysis Technique ◽  
The Social ◽  
The Relationship ◽  
Edith Penrose ◽  
Unique Core

Objective: To analyze the innovation process in the light of the RBV and The Theory of the Growth of the Firm, by Edith Penrose.Methodology: A Systematic Literature Review was carried out using the Methodi Ordinatio. The Social Network Analysis technique was performed to determine which theoretical contexts the studies were based on.  Similarity Analysis was also carried out to identify the relationship between the elements of the focal approaches and the innovation process.Originality/relevance: The Penrose study is considered by many researchers to be the antecedent of what was later called Resource-Based View, however, most of these studies did not fully explain the contribution of Penrose´s theory in the specifics of the theoretical view. Although research on innovation has been based on theoretical approaches in the field of strategy, there have been no analyses that systematized the innovation process by integrating the Penrose theory and RBV.Main results: The studies that analyzed innovation from the RBV and the Theory of the Growth of the Firm emphasized the maintenance of competitive advantage as a result of its dynamic capabilities, as well as access to and use of organizational knowledge.The authors identified heterogeneous innovation resources and imperfectly mobile, such as user-technology interactions, trajectory-dependent capabilities, specialized assets, RD capabilities, and network ties.Theoretical contributions: The study revealed that through the continuous execution of the innovation process, unique core competencies (e.g., RD experience) are developed to improve heterogeneous and imperfectly mobile innovation resources.

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