张建君《组织与管理》教学资料：Week 10-战略管理.pptVIP

Market-based Strategies versus Relationship-based Strategies Source of Guanxi Market-based Strategies versus Relationship-based Strategies Rules of Guanxi Market-based Strategies versus Relationship-based Strategies Guanxi Life Cycle Market-based Strategies versus Relationship-based Strategies Benefits and costs of Guanxi and ties Benefits: informational, relational, and emotional Costs Over-embeddedness Measurement uncertainty Risk * * In successful firms, competencies create resources, and vice versa * * Discuss the similarities and differences between the two typologies. Things you can do Manufacturing capabilities Sales and service expertise Things you own Brand name Distribution channels Customer relationships COMPETENCIES RESOURCES The Strategic Management Process (cont.) Time is the most important resource Time is the most important resource The Strategic Management Process (cont.) 5. Identifying Strengths and Weaknesses strengths - activities the organization does well or any unique resource weaknesses - activities the organization does not do well or resources it needs but does not possess organization’s culture has its strengths and weaknesses strong culture - new employees easily identify the organization’s core competencies may serve as a barrier to accepting change influence managers’ preferences for certain strategies SWOT analysis - analysis of the organization’s strengths, weaknesses, opportunities, and threats 8-* Before resources evaluation Select firm attributes (candidate resources) to evaluate Firm attribute or asymmetry Resource or competence External conditions Valuable? Firm Organized to exploit? Internal conditions N Y Y N Rigidity Missed opportunity Competitive advantage Sustained competitive advantage Rare? Y N Competitive parity Costly to Imitate? Y N Temporary competitive advantage Expanded conditions for a resource or competence Competitive dynamics VRIO resource evaluation flowchart After resource evalua