chapter 3 the internal environment: resources, capabilities, and core competencies hitt, ireland,...
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![Page 1: Chapter 3 The Internal Environment: Resources, Capabilities, and Core Competencies Hitt, Ireland, and Hoskisson](https://reader033.vdocuments.site/reader033/viewer/2022061422/56649d435503460f94a1fec4/html5/thumbnails/1.jpg)
Chapter 3
The Internal Environment: Resources, Capabilities, and Core Competencies
Hitt, Ireland, and Hoskisson
![Page 2: Chapter 3 The Internal Environment: Resources, Capabilities, and Core Competencies Hitt, Ireland, and Hoskisson](https://reader033.vdocuments.site/reader033/viewer/2022061422/56649d435503460f94a1fec4/html5/thumbnails/2.jpg)
Copyright © 2008 Cengage
The Context of Internal Analysis Global Economy
Traditional sources of advantages can be overcome by competitors’ international strategies and by the flow of resources throughout the global economy.
Global Mind-Set The ability to study an internal environment in ways that are
not dependent on the assumptions of a single country, culture, or context.
Analysis Outcome Understanding how to leverage the firm’s bundle of
heterogeneous resources and capabilities.
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Copyright © 2008 Cengage
Components of internal analysis leading to competitive advantage and strategic competitiveness
Figure 3.1
![Page 4: Chapter 3 The Internal Environment: Resources, Capabilities, and Core Competencies Hitt, Ireland, and Hoskisson](https://reader033.vdocuments.site/reader033/viewer/2022061422/56649d435503460f94a1fec4/html5/thumbnails/4.jpg)
Copyright © 2008 Cengage
Resources, capabilities, core competencies A firm’s resources, capabilities, and core
competencies may have a relatively stronger influence on its performance than do external environment conditions.
Strategic competitiveness and above-average returns can result only when a firm’s core competencies are matched with opportunities.
![Page 5: Chapter 3 The Internal Environment: Resources, Capabilities, and Core Competencies Hitt, Ireland, and Hoskisson](https://reader033.vdocuments.site/reader033/viewer/2022061422/56649d435503460f94a1fec4/html5/thumbnails/5.jpg)
Copyright © 2008 Cengage
Competitive advantages change Resources, capabilities, and core competencies
change over time. The Internet’s capabilities have generally reduced
the sustainability of many competitive advantages. Because competitive advantages are not
permanently sustainable, firms must exploit their current advantages while also using their resources and capabilities to form new advantages that can lead to future competitive success.
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Copyright © 2008 Cengage
Core competency: human capital A firm must carefully analyze its resources
and capabilities to effectively manage core competencies.
A firm’s human capital and its knowledge may be the most significant competitive advantage of all, so a firm must create an environment that allows people to collaborate.
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Copyright © 2008 Cengage
Core competencies
Four criteria for determining strategic capabilities: Value Rarity Costly-to-imitate Nonsubstitutability
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Copyright © 2008 Cengage
Value chain analysis
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Copyright © 2008 Cengage
Outsourcing
Improve business focus Gain access to world-class capabilities Accelerate re-engineering benefits Share risks Free resources for other purposes Seek greatest value Evaluate resources and capabilities