Water: The Next Strategic Resource

2019 ◽  
pp. 1-21
Author(s):  
Ewan W. Anderson
Keyword(s):  
2021 ◽  
pp. 1069031X2110306
Author(s):  
Nilay Bicakcioglu-Peynirci ◽  
Robert E. Morgan

We investigate how strategic resource decisions—concerning slack resources and strategic marketing ambidexterity—influence the relationship between internationalization and firm performance of emerging market firms. Based upon the resource-based view, we synthesize two dominant, yet divergent, perspectives that explain the respective resource slack advantages and liabilities in the internationalization literature: the flexible capacity and the efficient capacity perspectives. We also explore the moderating role of strategic marketing ambidexterity which comprises a bundle of marketing activities covering both exploitation-dominant actions and exploration-dominant actions. We empirically examine our hypothesized relationships with data from a sample of 1,683 firm-year observations for the period between 2005 and 2018 and find that distinct forms of resource slacks have contrasting effects on the relationship between internationalization and performance. Our results provide strong evidence for positive moderation effect of unabsorbed slack resources and a negative moderation effect of absorbed slack resources on the internationalization-performance relationship. We also indicate nonsignificant moderating effect of strategic marketing ambidexterity, demonstrating that internationalization attains higher firm performance regardless of its exploration-dominant or exploitation-dominant strategic emphasis in emerging economies.


Transfusion ◽  
2016 ◽  
Vol 56 (12) ◽  
pp. 3133-3137 ◽  
Author(s):  
Paul F.W. Strengers ◽  
Harvey G. Klein
Keyword(s):  

2014 ◽  
Vol 2 ◽  
pp. 5-14 ◽  
Author(s):  
Bogusław Bembenek ◽  
Teresa Piecuch

The article emphasizes the fact that industry clusters, as organisations, composing of various subsystems through mutual cooperation, are able to successfully attain the established objectives. Their capability to work efficiently is determined, however, by the quantity and quality of the knowledge they possess.Knowledge, as a component of intellectual capital, is currently the key strategic resource of clusters.  Even more crucial is the way in which a manager of a cluster achieves, processes, transfers, and protects the knowledge.  Assuming that knowledge management influences the results of a cluster, the article determines the significance of this process, and indicates the need for ceaseless development.


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