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Capabilities as strategic resources

  • David Birchall
  • George Tovstiga

Abstract

In the past decade and a half considerable research effort has been put into understanding the role of the firm’s resources and competitive capabilities in determining and executing appropriate strategies. Prahalad and Hamel’s (1990) seminal work on core competencies was highly influential in shifting the focus of management onto the firm’s strategic resources, particularly its capabilities. The authors argued that competitive advantage does not reside in industry structure or the firm’s participation in specific strategic groups, but rather in its possession and strategic deployment of unique and difficult to imitate bundles of skills, knowledge, and capabilities.

Keywords

Organizational Learning Core Competency External Knowledge Organizational Capability Strategic Resource 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© David Birchall and George Tovstiga 2005

Authors and Affiliations

  • David Birchall
  • George Tovstiga

There are no affiliations available

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