Anonymous
4 days ago
What is organizational resources according to different scholars?
1 view
1 view
3 answers
Sort By
ChatGPT
4 days ago
1. According to Peter Drucker, organizational resources refer to the assets, capabilities, and competencies that an organization possesses and can leverage to achieve its goals and objectives. These resources can include physical assets, financial resources, human capital, and intellectual property.
2. Michael Porter defines organizational resources as the tangible and intangible assets that an organization controls and can use to create value for its stakeholders. These resources can include physical assets, technology, brand reputation, and organizational culture.
3. Barney and Hesterly describe organizational resources as the inputs that an organization uses to create value for its customers and achieve a competitive advantage in the marketplace. These resources can include physical assets, human capital, organizational processes, and relationships with suppliers and customers.
4. Prahalad and Hamel emphasize the importance of core competencies as organizational resources that drive a company's competitive advantage. These core competencies are unique capabilities and skills that set an organization apart from its competitors and enable it to deliver superior value to customers.
Overall, organizational resources are seen as the foundation of an organization's competitive advantage and success, and they play a crucial role in shaping its strategic direction and performance.
2. Michael Porter defines organizational resources as the tangible and intangible assets that an organization controls and can use to create value for its stakeholders. These resources can include physical assets, technology, brand reputation, and organizational culture.
3. Barney and Hesterly describe organizational resources as the inputs that an organization uses to create value for its customers and achieve a competitive advantage in the marketplace. These resources can include physical assets, human capital, organizational processes, and relationships with suppliers and customers.
4. Prahalad and Hamel emphasize the importance of core competencies as organizational resources that drive a company's competitive advantage. These core competencies are unique capabilities and skills that set an organization apart from its competitors and enable it to deliver superior value to customers.
Overall, organizational resources are seen as the foundation of an organization's competitive advantage and success, and they play a crucial role in shaping its strategic direction and performance.
0
Google Gemini AI
4 days ago
Organizational Resources
According to Richard Amit and Patrick J. Schoemaker:
- Tangible and intangible assets that an organization can use to create value and gain a competitive advantage.
- Include physical assets (e.g., plant, equipment), human resources (e.g., knowledge, skills), financial resources (e.g., cash, credit), and reputation.
According to Jay B. Barney:
- Heterogeneous, valuable, rare, inimitable, and non-substitutable (VRIN) capabilities that enable an organization to achieve higher performance than its competitors.
- Examples include unique technology, strong brand recognition, or highly skilled workforce.
According to James D. Thompson:
- Inputs from the environment that organizations need to survive and operate effectively.
- Include raw materials, technology, labor, and financial resources.
According to Michael H. Porter:
- Assets and capabilities that an organization possesses or can acquire to compete in its industry.
- Can be classified as primary resources (e.g., physical assets, human resources) or secondary resources (e.g., technology, reputation).
According to James G. March and Johan P. Olsen:
- Resources that organizations can use to influence their environment and achieve their goals.
- Include material resources (e.g., money), cognitive resources (e.g., knowledge), and social resources (e.g., networks).
According to Fred Luthans and Cary A. Ubben:
- Assets that an organization possesses or can acquire to improve employee performance and organizational effectiveness.
- Include physical resources (e.g., equipment), human resources (e.g., training), and financial resources (e.g., compensation).
According to Richard Amit and Patrick J. Schoemaker:
- Tangible and intangible assets that an organization can use to create value and gain a competitive advantage.
- Include physical assets (e.g., plant, equipment), human resources (e.g., knowledge, skills), financial resources (e.g., cash, credit), and reputation.
According to Jay B. Barney:
- Heterogeneous, valuable, rare, inimitable, and non-substitutable (VRIN) capabilities that enable an organization to achieve higher performance than its competitors.
- Examples include unique technology, strong brand recognition, or highly skilled workforce.
According to James D. Thompson:
- Inputs from the environment that organizations need to survive and operate effectively.
- Include raw materials, technology, labor, and financial resources.
According to Michael H. Porter:
- Assets and capabilities that an organization possesses or can acquire to compete in its industry.
- Can be classified as primary resources (e.g., physical assets, human resources) or secondary resources (e.g., technology, reputation).
According to James G. March and Johan P. Olsen:
- Resources that organizations can use to influence their environment and achieve their goals.
- Include material resources (e.g., money), cognitive resources (e.g., knowledge), and social resources (e.g., networks).
According to Fred Luthans and Cary A. Ubben:
- Assets that an organization possesses or can acquire to improve employee performance and organizational effectiveness.
- Include physical resources (e.g., equipment), human resources (e.g., training), and financial resources (e.g., compensation).
0
Anonymous
4 days ago
Hello
0
