Abstract
Developing a good corporate strategy is about matching corporate resources and capabilities to the opportunities that arise in the external environment. Companies have the greatest potential to create long-term value for their stakeholders and the broader society if they are really good at what they are doing. Or as Aristotle put it: “Where your talents and the needs in the world intersect, there lies your vocation.” In this chapter, we will first introduce a number of important concepts to analyze and describe corporate capabilities, including the resource-based view of the firm, core competences, dynamic capabilities, and parenting advantage, before we explain different complementary approaches to identify and evaluate a firm’s capabilities, such as functional benchmarking, analysis of corporate history, business model analysis, and parenting diagnostic.
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Further Reading
Resource-Based Perspective on Corporate Strategy
Collis DJ, Montgomery CA (1997) Corporate strategy: resources and the scope of the firm. McGrawHill, New York, NY
Goold M, Campbell A, Alexander M (1994) Corporate-level strategy: creating value in the multibusiness company. Wiley, Hoboken, NJ
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Importance of Company History for Corporate Strategy
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Organizational Culture
Alvesson M (2002) Understanding organizational culture. Sage, Thousand Oaks, CA
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Learning Organization
De Geus A (1997) The living company. Nicholas Brealey, London
Senge PM (1990) The fifth discipline: the art and practice of the learning organization. Doubleday/Currency, New York, NY
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Pidun, U. (2019). Corporate Capabilities. In: Corporate Strategy. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-25426-1_3
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DOI: https://doi.org/10.1007/978-3-658-25426-1_3
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