Reference no: EM133474939

Questions

1. Explain in detail how shifting from an external to internal analysis of a firm can reveal why and how internal firm differences are the root of competitive advantage.

2. Differentiate among a firm's core competencies, resources, capabilities, and activities.

3. Compare and contrast tangible and intangible resources.

4. Evaluate the two critical assumptions about the nature of resources in the resource-based view.

5. Explain in detail Resource heterogeneity and resource immobility

6. Explain in detail VRIO Framework. Apply the VRIO framework to assess the competitive implications of a firm's resources.

7. Explain in detail the Dynamic Capabilities Perspective. Evaluate different conditions that allow a firm to sustain a competitive advantage.

8. Outline how dynamic capabilities can enable a firm to sustain a competitive advantage.

9. Explain in detail The Value Chain and Strategic Activity Systems

10. Apply a value chain analysis to understand which of the firm's activities in the process of transforming inputs into outputs generate

11. Identify competitive advantage as residing in a network of distinct activities.

12. Conduct a SWOT analysis to generate insights from external and internal analysis and derive strategic implications.

13. The chapter mentions that one type of resource flow is the loss of key personnel who move to another firm. Assume that the human resources department of your firm has started running ads and billboards for open positions near the office of your top competitor. Your firm also runs Google ads on a keyword search for this same competitor. Is there anything unethical about this activity? Would your view change if this key competitor had just announced a major layoff?

Rothaermel, F. T. (2024). Strategic management. McGraw Hill, 116-153

Chapter 4. Internal Analysis: Resources, Capabilities, and Core Competencies