Exam 6: Developing Resources and Capabilities

Sustaining a firm's competitive advantage requires creating new capabilities and destroying old ones

Swatch's Nicolas Hayek and Samsung Electronics's Jong-Yong Yun showed how a good leader could:

Studies show that a common feature of distinctive capabilities, or core competence, is:

Dynamic capabilities and core rigidities can be the same:

Knowledge management's value lies in:

Knowledge exploration activities include:

The Wall Street Journal report stating that the Saatchi & Saatchi director of knowledge management was "absorbing everything under the sun" was intended to:

The main implication of the distinction between tacit and explicit knowledge relates to:

How do firms develop new capabilities?

Developing resources is more difficult than developing capabilities

"All firms do two things simultaneously they: specialize and they coordinate". Capabilities:

Basic aspects of knowledge application and exploitation include:

A "routine" refers to:

"Strategic intent" simply means "big, hairy, and ambitious goals"

The biggest difficulty in understanding capabilities is:

The case of Hyundai Motors illustrates:

McDonald's success could be explained by:

Dell's difficulties in adapting its sales model to sell through retail outlets can be explained by:

The more a firm's activities are outsourced to a network of partners:

The example of major oil companies shows that a firm's early history can shape its strategic intent, values, structures, and preferred business models, so influencing some of its distinctive capabilities