Below are my weekly papers for my strategy seminar — the good, the bad, and the ugly.
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Much has been discussed about strategy, its process, and its actual application within a firm; however; as the literature suggests, a strategic theory is lacking that unifies the key principles of strategy into an ecumenical theory. Proposed is such a theory, the Fire Fox.
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Every discipline must, at times, attempt to objectively assess or reassess itself: does marketing provide real value to the firm or is it self-preserving myopia?
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If I were to teach the first few weeks of Strategy Seminar, what would I do?
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Identifying distinctive competencies (a.k.a. competitive advantages or capabilities) is a sense-making process that various depending on a dynamic interaction of cycles: economic, industry, firm, and product.
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Traditional views of pioneering and entry barriers are reassessed as a new concept of pioneering (value and innovation) is introduced. The new views have much of the essence of the traditional views, without the competitive emphasis.
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Prior research has shown that intangible assets contribute to the market value of firms. Quantifying the intangible is a challenge, as will be discussed in the case of one such intangible—customer equity.
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Firms adopting customer-centric views can derive the antecedents to customer equity (commitment and trust); firms not adopting this view can not.
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RFID—I mean VRIN—has become an embedded staple of academic strategic thought. A full appreciation of the development of the resource-based view of the firm reveals an undercurrent of debate, both explicit and tacit.
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The meaning of integration has evolved: in 1828, “to integrate” simply meant to make entire. In 1913, “to integrate” meant to form into one whole or complete. Today, it means to form, coordinate, or blend into a functioning or unified whole; that is, to unite with something else. Proposed is a holistic merging of two theories: transactional cost analysis and agency theory—merging the agent and the transaction as key “units of analyses.”
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Capabilities within a firm are a result of the behavioral consequences of routine tasks. Such capabilities differ from firm to firm based on a firm’s resources, orientations, cultures, and environments. Dynamic capabilities are adapting based on the firm’s ability to make sense of these aforementioned elements, and reconfigure appropriately.
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Orienteering: a race across unfamiliar countryside using maps and a compass.
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The role of marketing is a natural function within communities of practice. Firms can leverage this role to drive culture within consumer communities of practice by supporting online manifestations of these communities.
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