Barney and Clark examine the resource-based view of the firm in a holistic and in-depth manner. They explore the applications of the theory in research, teaching, and practice, its early roots in traditional economic theory, and its development and proliferation in the 1990s.
What I Didn't Learn in Business School is a compelling read---whether you're a recent business school grad struggling to apply your new knowledge or an experienced leader who already knows that no strategy is created in a vacuum. --Book Jacket.
Why are reviewers so enthusiastic about Jay Barney's Gaining and Sustaining Competitive Advantage? Because this new book demonstrates how to put theory into practice, creating an exciting new perspective on the field of strategy and its applications. As Dr. Barney says in his preface, "There really isn't anything quite as practical as a good theory". This cutting-edge text develops a framework that emphasizes the importance of understanding not only the threats and opportunities in a firm's competitive environment but also the competitive implications of a firm's organizational strengths and weaknesses; focuses on the specific strategic options that firms may choose in order to gain a competitive advantage; features detailed coverage of the resource-based view of the firm, tacit collusion, product differentiation, strategic alliances, and other key topics; and presents real-world examples from Microsoft, Disney, Wal-Mart, and other important organizations.
Find out how bold actions by visionary leaders can inspire powerful stories that drive culture change. Data indicates that most strategic efforts to change a company's culture fail. So how do companies succeed in this endeavor? A top strategy professor and two highly successful CEOs found that, in companies that had successfully changed their culture, leaders had taken dramatic actions that embodied the new cultural values. These actions inspired stories that became company legends, repeated in every department and handed on to new employees. Through compiling and analyzing 150 stories from business leaders who have achieved change, they identified 6 attributes that every successful culture change story has in common: 1. The actions are authentic 2. They revolve around the CEO 3. They signal a clean break with the past, and a clear path to the future 4. They appeal to employee heads and hearts 5. They're often theatrical or dramatic 6. They're told, and re-told, throughout the organization With extensive and inspiring examples of stories containing these attributes, the authors illustrate how readers can harness the power of stories within their company in order to change or create a winning culture to align with any strategy.
Why are reviewers so enthusiastic about Jay Barney's Gaining and Sustaining Competitive Advantage? Because this new book demonstrates how to put theory into practice, creating an exciting new perspective on the field of strategy and its applications. As Dr. Barney says in his preface, "There really isn't anything quite as practical as a good theory". This cutting-edge text develops a framework that emphasizes the importance of understanding not only the threats and opportunities in a firm's competitive environment but also the competitive implications of a firm's organizational strengths and weaknesses; focuses on the specific strategic options that firms may choose in order to gain a competitive advantage; features detailed coverage of the resource-based view of the firm, tacit collusion, product differentiation, strategic alliances, and other key topics; and presents real-world examples from Microsoft, Disney, Wal-Mart, and other important organizations.
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