By Wei Jiang
In the swiftly altering company international, just a small percent of companies may be able to continue to exist and prosper regardless of recessions, commercial evolutions and financial adjustments. An often-asked query is: What determines a firm’s sustainable aggressive virtue? essentially the most renowned aggressive recommendations is partnering with different businesses. So: How do companies make clever and expert judgements in terms of making a choice on company companions, to using to be had assets and features in partnerships, and to handling kinfolk to maximise partnership merits? This e-book reviews three hundred companies throughout a number of industries, delivering readers with a entire view of the way companies enhance sustainable aggressive benefits via setting up enterprise partnerships. younger teachers and skilled researchers alike will locate stable theoretical foundations and clean company insights.
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Additional info for Business Partnerships and Organizational Performance: The Role of Resources and Capabilities
Additionally, Helfat et al. (2007) stressed that the word ‘create, extend, or modify’ in the definition only apply to dynamic capabilities, not to operational capabilities. Operational capabilities pertain to the current operations of an organisation; whereas dynamic capabilities alter the resource base of an organisation (Katkalo et al. 2010). The alteration can be in many ways, such as obtaining new resources through acquisitions and partnerships, innovation and entrepreneurial activities, growth in an ongoing business or a change of a new business.
It draws from a range of theoretical perspectives, not just the RBV (Arend and Bromiley 2009; Helfat and Peteraf 2009). It concerns with the evolutionary path of capabilities, firms and industries and connects to organisational change, strategic renewal, and adaptation. Thus it is also rooted in the evolutionary economics perspectives. This perspective addresses the role of routines and how they shape and constrain the way in which firms grow and cope with changing environments (Helfat and Peteraf 2009; Nelson and Winter 1982).
Second, key organisational resources and capabilities are identified and examined for their importance on firm performance. Third, integrative capability and relational capabilities are examined and proposed to effectively facilitate and smooth the process of developing dynamic capabilities and superior firm performance in business partnerships. Forth, four dynamic capabilities are identified from DCA literature. They are proposed to contribute to sustainable competitive advantage and mediate the relationship between organisational resources, organisational capabilities and firm performance.
Business Partnerships and Organizational Performance: The Role of Resources and Capabilities by Wei Jiang