Chapter 4
Chapter Outline
4.1 Looking Inside the Firm for Core Competencies 4.2 The Resource-Based View Two Critical Assumptions The VRIO Framework How to Sustain a Competitive Advantage 4.3 The Dynamic Capabilities Perspective 4.4 The Value Chain Analysis 4.5 Implications for the Strategist Using SWOT Analysis to Combine External and Internal Analysis
Learning Objectives
After studying this chapter, you should be able to: LO 4-1 Differentiate among a firm’s resources, capabilities, core competencies, and activities. LO 4-2 Compare and contrast tangible and intangible resources. LO 4-3 Evaluate the two critical assumptions behind the resource-based view. LO 4-4 Apply the VRIO framework to assess the competitive implications of a firm’s resources. LO 4-5 Evaluate different conditions that allow firms to sustain their competitive advantage. LO 4-6 Outline how dynamic capabilities can help a firm sustain competitive advantage. LO 4-7 Apply a value chain analysis to understand which of the firm’s activities in the process of transforming inputs into outputs generate differentiation and which drive costs. LO 4-8 Conduct a SWOT analysis to combine external and internal analysis and derive strategic implications