ASM Competencies

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Competencies MPIBA-01201 5th February 2013 Adapted from: Thomas L Wheelen & J. David Hunger Competitiveness & Globalization By: Michael A Hitt, R. Duane Ireland , Robert E. Hoskisson Leben Johnson ASM-Competencies 1 ã Competencies Resources: An organization's assets Tangible Assets: Plant, Equipment, Finances and location Human Assets: Number of employees, skills and motivation Intangible Assets: Patents, Copyrights, knowledge, culture and reputation. Capabilities: Are the abilities to expl
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  Leben Johnson ASM-Competencies1 Competencies MPIBA-012015 th February 2013Adapted from: Thomas L Wheelen & J. David HungerCompetitiveness & Globalization By: Michael A Hitt, R. Duane Ireland , Robert E.Hoskisson  ã Competencies Resources: An organization's assets   Tangible Assets: Plant, Equipment, Finances and location Human Assets: Number of employees, skills and motivation Intangible Assets: Patents, Copyrights, knowledge, culture and reputation. Capabilities: Are the abilities to exploit its resources and are functionally based. Example: Marketing capabilities, Manufacturing capabilities, HR capabilities.   Dynamic Capabilities: Constant change in processes to adapt to the uncertain environment. Competencies: Cross functional integration and coordination of capabilities.   Example: Competency of new product development is the results of integrating MIS, Marketing,R&D capabilities. Core Competency: A competency that a corporation can do well across divisions. Distinctive Competency: When Core Competency is superior to competition and differentiatesproduct. VRIO Framework:Value, Rareness, Imitability, Organization. ASM-Competencies2  Criteria for Resources and Capabilities That BecomeCore Competencies CoreCompetencies Valuable RareCostly to ImitateNonsubstitutable 3ASM-Competencies  How Resources and CapabilitiesProvide Competitive Advantage The firm is organized appropriately to obtainthe full benefits of the resources in order to realize a competitive advantage  Valuable  Allow the firm to exploit opportunities orneutralize threats in its external environment Rare Possessed by few, if any, current andpotential competitors Costly to imitate When other firms cannot obtain them ormust obtain them at a much higher cost Nonsubstitutable 4ASM-Competencies
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