Tutorial 3 Flashcards
Chapter 4
Resource Based View
A theoretical perspective that posits that firm performance is fundamentally driven by firm-specific resources.
Chapter 4
Primary Resources
tangible and intangible assets as well as human resources that a firm uses to choose and implement its strategies
Chapter 4
Goodwill
The value of a firm’s abilities to develop and leverage its reputation. captures reputational resources
Chapter 4
Capabilities
Bestimmmte Fähigkeiten in der eine Firmer besser ist als eine Andere. Für Competitive advantage braucht es mehr als resources etc.
Chapter 4
dynamic capabilites
Higher level capabilities that enable an organization to continuously adapt to new technologies and changes in the external environment
Chapter 4
VRIO framework
The resource-based framework that focuses on the value creation (V), rarity (R), imitability (I) and organizational (O) aspects of resources.
Chapter 4
Benchmarking
An examination of resources to perform a particular activity compared against competitors.
4 Steps:
1. Choose a benchmark organization
2. Identify the relevant resources
3. Assess the importance of your resources
4. Assess the relative strengths of the resources you have identified, compared
to your benchmark organization
Chapter 4
business process outsourcing (BPO)
The outsourcing of business services such as IT, HR or logistics.
Chapter 4
offshoring
Moving an activity to a location abroad.
Chapter 4
reshoring
Bringing activities back to a firm’s home country
Chapter 4
offshore outsourcing
Outsourcing to another firm doing the activity abroad
Chapter 4
domestic outsourcing
Outsourcing to a firm in the same country
Chapter 4
captive offshoring
Setting up subsidiaries abroad – the work done is in-house but the location is foreign.
Chapter 4
domestic in house activity
in house
Chapter 4
global value chains (GVCs)
Chains of geographically dispersed production activities governed by MNEs
Chapter 4
supply chain robustness
Ability to supply a product under any circumstances
Chapter 4
redundancy
Options to source a product from a supplier at short notice.
Chapter 4
organizational slack
A cushion of resources that allow an organization to adapt successfully to pressures
Chapter 4
supply chain resilience
The ability of a supply chain to bounce back after a disaster
Chapter 4
original equipment manufactures
Firms that execute
the design blueprints provided by other firms and manufactures such products.
Chapter 4
Causal ambiguity
lack of understanding of cause-and-effect interactions between resources and competitive advantage
Chapter 10
instrumental view
A view that treating stakeholders well may indirectly help financial performance
Chapter 10
normative view
A view that firms ought to be self-motivated to ‘do it right’ because they have societal obligations
Chapter 10
shared value creation
An approach to CSER that focuses on activities that are good for both the firm and its stakeholders
Chapter 10
greenwashing
Talking about social or environmental initiatives without addressing fundamental concerns
Chapter 10
institutional arbitrage
The practice of locating activities wherever the costs of complying with regulatory institutions are lowest
Chapter 10
pollution havens
Countries with lower environmental standards
Chapter 10
race to the bottom
Countries competing for foreign direct investment by lowering environmental standards
Chapter 10
defensive strategy
A strategy that focuses
on regulatory compliance with little top management commitment to CSER causes
Chapter 10
compliance training
Mandatory training and tests designed to ensure that every employee knows the relevant codes of conduct
Chapter 10
accomodative strategy
A strategy that is characterized by some support from top managers, who may increasingly view CSER as a worthwhile endeavour
Chapter 10
proactive strategy
A strategy that endeavours to do more than is required in CSER
