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Resources and Capabilities
 
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A company’s business model and strategy must be well matched to its collection of resources and capabilities. A resource is a competitive asset that is owned or controlled by a company. A capability is the capacity of a company to competently perform some internal activity. Capabilities are developed and enabled through the deployment of a company’s resources. What is most telling about a company’s aggregation of resources and capabilities is how powerful they are in the marketplace. The competitive power of a resource or capability is measured by how many of four tests for sustainable competitive advantage it can pass. The tests are often referred to as the VRIN tests for sustainable competitive advantage - an acronym for valuable, rare, inimitable, and nonsubstitutable. The first two tests determine whether the resource or capability may contribute to a competitive advantage. The last two determine the degree to which the competitive advantage potential can be sustained. Resources and capabilities must be continually strengthened and nurtured to sustain their competitive power and, at times, may need to be broadened and deepened to allow the company to position itself to pursue emerging market opportunities. A dynamic capability is the ability to modify, deepen, or reconfigure the company’s existing resources and capabilities in response to its changing environment or market opportunities.
Views: 818 Gregg Learning
Resources to Capabilities to Competencies
 
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Before you perform your SWOT analysis as part of your strategic planning process, can you distinguish between your resources, capabilities, and competencies? Watch this video for a quick explanation.
Views: 32388 Soma Datta
EP 4: Barney's Resources and Capabilities (VRIO)
 
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In this short video series I share some interesting concepts which I have learnt in my marketing course this semester. Today I will summarise the concept of resources and capabilities (VRIO). Check out my previous video on the industry/product life cycle at https://youtu.be/EcOiiVNnL-M ---------------------------------------------------------------------------------------------------------------- Subscribe to my channel: http://bit.ly/21uNc4v ---------------------------------------------------------------------------------------------------------------- Find me on: - Instagram: @simply_ptrn - Tumblr: http://simply-ptrn.tumblr.com/
Views: 13100 simply-ptrn
05 Strategic Planning Resources and capabilities
 
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Resources and capabilities of a company and their relation in the strategic planning process
Views: 1349 Ronald Santos Cori
Dynamic Capabilities: An Introduction
 
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Based on the Special Issue edited by David Teece. California Management Review Volume 58, Issue 4 (Summer 2016) For more information, access to a complete list of articles in this issue, or for purchasing options, please visit us online: http://cmr.berkeley.edu Music: "Magic Part 2" by Otis McDonald Footage: © Apple Inc. | Motorola | BMW Group | US Gov | Paramount Pictures | Tesla Motors
What is a capability?
 
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A few differentiating capabilities drive a company's identity and success. But what do we really mean by a capability? In this video we define what a capability is — the combination of processes, tools, skills and behaviors, and organization that delivers a specified outcome — and show how differentiating capabilities create unparalleled value for a company. We use Frito-Lay and its direct-store delivery capability as an example to illustrate this powerful concept. Learn more: http://www.stratgeyand.pwc.com/global/home/what_we_think/multimedia/video/mm-video_display/CDS-explained-video-2012
Views: 47843 PwC's Strategy&
The Analysis of Resources and Capabilities
 
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http://academlib.com/3596/management/analysis_internal_environment-strengths_weaknesses#304 The definition of resources excludes assets readily available in markets. Resources include financial, human, knowledge, physical, organizational, reputational, and technological assets. Knowledge ranges from "information" that is relatively easy to codify and transmit to "know-how" that is tacit. Knowledge creation and management are potential sources of competitive advantage, especially if they enhance valuable tacit "know-how" or provide information enabling a "first-mover" advantage. ...
Views: 977 Academ lib
Resources and Capabilities
 
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via YouTube Capture
Views: 142 Chris Kayton
Business strategy - SWOT analysis
 
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On Udemy: https://www.udemy.com/user/365careers/ On YouTube: https://www.youtube.com/365careers On Facebook: https://www.facebook.com/365careers/ On the web: http://www.365careers.com/ On Twitter: https://twitter.com/365careers This lesson on Business strategy introduces the idea behind doing SWOT analyses. Watch more at https://www.udemy.com/mba-in-a-box-business-lessons-from-a-ceo . This video is part of a series of short lessons about Business Strategy. The complete module can be found on Udemy, as a core part of the MBA in a Box course by CEO Valentina Bogdanova and 365 Careers. The course provides a complete Business Education: Business Strategy, Management, Marketing, Accounting, Decision Making & Negotiation in just under 10 hours. -------------------------------------------------- Strategy module table of contents: MBA in a Box: Introduction 1. What does the course cover? Section: 2 Strategy: An Introduction 2. The role of Strategy and what makes a Strategy successful 3. The difference between Corporate and Business Strategy 4. The importance of the Mission, Vision, Goals, and Values statements Section: 3 Strategy: The industry lifecycle model 5. The four stages of the industry lifecycle model - An introduction 6. The strategic importance of the industry lifecycle model 7. The Introduction stage - A new industry is born 8. The Growth stage - An industry in its expansion phase 9. The Maturity stage - An industry at its peak 10. The Decline stage - An obsolete industry Section: 4 Strategy: Porter's Five Forces model - The competitive dynamics in an industry 11. Michael Porter's Five Forces model 12. The threat of new entrants 13. The threat of substitute products 14. The intensity of current competition 15. The bargaining power of suppliers 16. The bargaining power of clients 17. Porter's Five Forces framework applied in practice Section: 5 Strategy: Game Theory - Studying the interaction between multiple parties 18. An introduction to Game Theory 19. Zero-sum games - approaching situations with a win-lose perspective 20. Non-zero-sum games - considering both cooperation and confrontation 21. Tobacco companies - a real-life example of Game Theory application Section: 6 Strategy: Focusing on the inside of a business 22. Focusing on the inside of a business - An Introduction 23. A company's lifecycle model - what should be done at different stages Section: 7 Strategy: Acquiring a competitive advantage 24. The quest for a competitive advantage - An Introduction 25. The importance of building a sustainable competitive advantage 26. The role of resources and capabilities 27. Acquiring an actual competitive advantage Section: 8 Strategy: The three main competitive strategies 28. The three main competitive strategies 29. Cost leadership - sell cheap 30. Differentiation - be different 31. Niche (Focus) strategy - find your niche market 32. The danger of hybrid strategies Section: 9 Strategy: Corporate growth strategies 33. The types of growth opportunities companies pursue 34. Organic growth - building a solid foundation 35. Inorganic growth - leveraging M&A transactions 36. Horizontal integration 37. Vertical integration Section: 10 Strategy: The SWOT analysis framework 38. An introduction to SWOT analysis 39. SWOT analysis in practice - Starbucks -------------------------------- Strategy analysis has two main branches – analysis of a firm’s external environment and analysis of a firm’s internal environment. SWOT is a famous framework that allows us to combine the two types of analysis. SWOT is sometimes referred to as internal-external analysis. The acronym SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. The first two, Strengths and Weaknesses, are related to a firm’s internal environment, while the last two, Opportunities and Threats, consider its external environment. Internal strengths and external opportunities are vertically paired as helpful elements, while internal weaknesses and external threats are paired as harmful elements. if we perform a company analysis, under strengths, we would expect to see its core competences, the areas where the business excels and has a competitive advantage over competitors. Weaknesses are areas that need improvement. Such vulnerabilities place a company at a disadvantage when competing against other firms. Opportunities can be seen as favorable factors existing in a company’s external environment, in the industry where it operates, and have the potential to improve its current results and competitive positioning. Threats arise in a company’s external environment and might harm its current business.
Views: 67150 365 Careers
2.1 Strategic Capabilities of Organisations
 
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This is course in development. All videos made so far available are in this playlist: https://www.youtube.com/playlist?list=PLZDZwPWTxRmHHEfJW_6orzDXS1pPeUkP9
Views: 509 MeanThat
The Qualification and Quantification of Resources and Capabilities
 
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http://academlib.com/3597/management/qualification_quantification_resources_capabilities#725 The identification and assessment of resources and capabilities are subjective. That is, how valuable, how rare, how inimitable, and how well is the firm organized to exploit its resources. In the RBV, resources and capabilities must be unequivocally valuable, rare, and costly to imitate. In addition, the firm must be able to exploit its resources. Many firms do not have unequivocal resources. Thus, they do not have the strengths to capitalize on opportunities, diminish threats, and reduce weaknesses (i.e., fill resource gaps). ...
Views: 43 Academ lib
Resources and Capabilities
 
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I created this video with the YouTube Video Editor (http://www.youtube.com/editor)
Views: 24 Abel Morales
Chapter 3 - Strategic Capabilities
 
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This video is about chapter 3 of the book: Exploring strategy by Johnson et al.
Views: 17557 Vera Boer
PALMETTO COLLEGE - BADM 478 STRATEGIC MANAGEMENT - Lecture 4 - Resources and Capabilities
 
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Evaluating a company's resources, capabilities, and competitiveness
Views: 924 Mike Ritchie
Internal Organization Capabilities    Samsung and Apple
 
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Group Project MGT - 499 Part 3
Views: 1562 Aaron D'Angelo
Starbucks SWOT Analysis
 
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On Udemy: https://www.udemy.com/user/365careers/ On Facebook: https://www.facebook.com/365careers/ On the web: http://www.365careers.com/ On Twitter: https://twitter.com/365careers Subscribe to our channel: https://www.youtube.com/365careers This lesson on Business strategy introduces the idea behind doing SWOT analyses. Watch more at https://www.udemy.com/mba-in-a-box-business-lessons-from-a-ceo . This video is part of a series of short lessons about Business Strategy. The complete module can be found on Udemy, as a core part of the MBA in a Box course by CEO Valentina Bogdanova and 365 Careers. The course provides a complete Business Education: Business Strategy, Management, Marketing, Accounting, Decision Making & Negotiation in just under 10 hours. -------------------------------------------------- Strategy module table of contents: MBA in a Box: Introduction 1. What does the course cover? Section: 2 Strategy: An Introduction 2. The role of Strategy and what makes a Strategy successful 3. The difference between Corporate and Business Strategy 4. The importance of the Mission, Vision, Goals, and Values statements Section: 3 Strategy: The industry lifecycle model 5. The four stages of the industry lifecycle model - An introduction 6. The strategic importance of the industry lifecycle model 7. The Introduction stage - A new industry is born 8. The Growth stage - An industry in its expansion phase 9. The Maturity stage - An industry at its peak 10. The Decline stage - An obsolete industry Section: 4 Strategy: Porter's Five Forces model - The competitive dynamics in an industry 11. Michael Porter's Five Forces model 12. The threat of new entrants 13. The threat of substitute products 14. The intensity of current competition 15. The bargaining power of suppliers 16. The bargaining power of clients 17. Porter's Five Forces framework applied in practice Section: 5 Strategy: Game Theory - Studying the interaction between multiple parties 18. An introduction to Game Theory 19. Zero-sum games - approaching situations with a win-lose perspective 20. Non-zero-sum games - considering both cooperation and confrontation 21. Tobacco companies - a real-life example of Game Theory application Section: 6 Strategy: Focusing on the inside of a business 22. Focusing on the inside of a business - An Introduction 23. A company's lifecycle model - what should be done at different stages Section: 7 Strategy: Acquiring a competitive advantage 24. The quest for a competitive advantage - An Introduction 25. The importance of building a sustainable competitive advantage 26. The role of resources and capabilities 27. Acquiring an actual competitive advantage Section: 8 Strategy: The three main competitive strategies 28. The three main competitive strategies 29. Cost leadership - sell cheap 30. Differentiation - be different 31. Niche (Focus) strategy - find your niche market 32. The danger of hybrid strategies Section: 9 Strategy: Corporate growth strategies 33. The types of growth opportunities companies pursue 34. Organic growth - building a solid foundation 35. Inorganic growth - leveraging M&A transactions 36. Horizontal integration 37. Vertical integration Section: 10 Strategy: The SWOT analysis framework 38. An introduction to SWOT analysis 39. SWOT analysis in practice - Starbucks -------------------------------- Strategy analysis has two main branches – analysis of a firm’s external environment and analysis of a firm’s internal environment. SWOT is a famous framework that allows us to combine the two types of analysis. SWOT is sometimes referred to as internal-external analysis. The acronym SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. The first two, Strengths and Weaknesses, are related to a firm’s internal environment, while the last two, Opportunities and Threats, consider its external environment. Internal strengths and external opportunities are vertically paired as helpful elements, while internal weaknesses and external threats are paired as harmful elements. if we perform a company analysis, under strengths, we would expect to see its core competences, the areas where the business excels and has a competitive advantage over competitors. Weaknesses are areas that need improvement. Such vulnerabilities place a company at a disadvantage when competing against other firms. Opportunities can be seen as favorable factors existing in a company’s external environment, in the industry where it operates, and have the potential to improve its current results and competitive positioning. Threats arise in a company’s external environment and might harm its current business.
Views: 155268 365 Careers
AmartyaSen #1 on Capabilities
 
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This is Sen at his most philosophical, and I think he is basically correct on this point, namely that there is more to the standard of living concept than at first meets the eye. Development Economics course: http://mruniversity.com/courses/development-economics-0 Ask a question about the video: http://mruniversity.com/courses/development-economics/amartyasen-1-capabilities#QandA Next video: http://mruniversity.com/courses/development-economics/amartyasen-2-%E2%80%9Cmissing-women%E2%80%9D
2.2 VRIN Model For Assessing Organisations Capabilities
 
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This is course in development. All videos made so far available are in this playlist: https://www.youtube.com/playlist?list=PLZDZwPWTxRmHHEfJW_6orzDXS1pPeUkP9
Views: 602 MeanThat
6. Capabilities
 
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MIT 6.858 Computer Systems Security, Fall 2014 View the complete course: http://ocw.mit.edu/6-858F14 Instructor: Nickolai Zeldovich In this lecture, Professor Zeldovich continues the topic of privilege separation, discussing the usage of capabilities with regards to privilege. License: Creative Commons BY-NC-SA More information at http://ocw.mit.edu/terms More courses at http://ocw.mit.edu
Views: 10038 MIT OpenCourseWare
CSU  ITIL v3 Assets, Resources and Capabilities
 
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http://www.olivenutrition.net
Views: 788 Synplify
Equality, Capability and Human Rights
 
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Tania Burchardt, of the Centre for Analysis of Social Exclusion, LSE, explains more about the role that the capability approach might play in helping to integrate the equality and human rights approach.
Discussion of SWOT Resources and Capabilities
 
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Discussion of SWOT Resources and Capabilities
Views: 17 Ollie Brady
Farah & Farah - A Law Firm with Experience, Resources and Capabilities
 
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http://www.farahandfarah.com - Don't go up against big insurance companies alone. Let Farah & Farah get you the compensation you deserve. Call an skilled Florida accident attorney today at 904-396-5555. It is very important that you speak with an experienced personal injury attorney as soon as possible after you are injured by someone else’s carelessness. Contact Farah & Farah NOW by calling 855-797-9899. There is never a fee for your personal injury consultation. Experienced Personal Injury Law Firm Farah & Farah has been practicing law in Florida for years. They have handled nearly every type of legal issue where a person was harmed as the result of negligence by another individual or business. Most importantly Farah & Farah takes personal injury cases to trial. Many attorneys claim to handle such cases yet relatively few actually take cases to trial. Farah & Farah has tried cases to verdict in the last 12 months and the opposition knows it. Farah & Farah is most proud of cases where they have achieved results for his clients that greatly exceeding the amount of stated insurance coverage or so called "final offers" before trial or mediation. If you would like to learn more about the cases we have handled, please visit our case results page on our website to view a significant sample of the personal injury lawsuits we have handled throughout Florida and the United States. Serious Injuries Will Have a Long Term Impact on Your Life and The Lives of Your Loved Ones! The long-term effects of a serous personal injury are not always immediately apparent. Memory loss, motor skills, chronic pain, and the onset of other symptoms years after the injury often lead to expensive long-term medical treatment and loss of earning capacity. It is important to have an advocate that has extensive experience in the longer term aspects of your injury so that you can recover proper compensation. We consult medical experts and financial impact analysts to accurately quantify the economic impact of your injury. We build our cases on the basis of the nature and severity of an injury and the financial costs created as a result. When additional medical treatment is needed or disability threatens, we want our clients to be financially prepared to meet the needs and challenges created ad a result of their injury. Such burdens should be shouldered by those responsible for the loss rather than the victim or the public. Visit our Personal Injury Law Office: Farah & Farah 10 West Adams St., Jacksonville Florida 32202 855-797-9899 https://www.google.com/maps/place/Farah+%26+Farah/@30.3276122,-81.6600635,17z/data=!4m13!1m7!3m6!1s0x88e5b719d3a066e9:0x4d092ad67e98a41e!2s10+W+Adams+St,+Jacksonville,+FL+32202!3b1!8m2!3d30.3276122!4d-81.6578748!3m4!1s0x88e5b719d3390579:0xecb6f5761adf2d79!8m2!3d30.3276122!4d-81.6578748 See our ratings on Avvo: https://www.avvo.com/attorneys/32202-fl-eddie-farah-3319252.html https://www.avvo.com/attorneys/32202-fl-charlie-farah-1279280.html https://en.wikipedia.org/wiki/Personal_injury_lawyer https://en.wikipedia.org/wiki/Law_firm
Views: 448 Farah & Farah
Entrepreneurship: Stages, Resources & Capabilities
 
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Cátedra de Empresa Familiar de la Universidad de Sevilla
Views: 594 Catedra Empresa
Qorvis: Clients and Capabilities
 
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http://qorvis.com/ Qorvis represents the best of big and small: the reach and resources of a large agency and the quality client service of a boutique company. Our fully-integrated approach seamlessly blends public relations, public affairs, digital, advertising, research and more to build efficient, effective communications strategies.
Views: 585 Jake.DiGregorio
Competitive Advantage Model: Resources & Capabilities; Cost & Differentiation; Value Creation
 
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Competitive Advantage Model: Resources & Capabilities; Cost & Differentiation; Value Creation. We Suggest That You Visit www.MBAHelp24.com For More Learning Resources & Tools On This Topic.
Views: 608 MBA Help24
468 Mod2 Capabilities Lec1 Overview
 
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468 - Business Policy and Strategy - Module 2-Resources and Capabilities - Lecture 1 Overview
Views: 175 ProfJimHazy
Tacit Knowledge, Resources, and Capabilities
 
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http://academlib.com/3759/management/innovative_environment#345 According to Ikujiro Nonaka, there are two basic routes to obtaining tacit knowledge.35 One is through association with someone else who possesses the desired tacit knowledge—akin to a master/apprentice relationship—whereby there are opportunities for instruction, observation, mimicry, feedback, and practice. The second starts with explicit knowledge (e.g., written instructions) that is slowly transformed into tacit knowledge through a process akin to trial and error and repeated self-directed practice. This route is less efficient and occurs more slowly than the first, but may be the only route available if a relationship with the tacit knowledge holder is not possible. Applying Nonaka's logic, we can conclude that chefs obtain their tacit knowledge, skills, and abilities either by learning them from an experienced chef, through trial and error, or by some combination of the two. However, although this explains how they acquire their tacit knowledge, it does not explain why one chef is able to achieve a competitive advantage over others. The explanation for this can be found in the innate abilities of the individuals and the innovation environment, which includes its structure and leadership, in which they have nurtured their skills.36 ...
Views: 185 Academ Lib
Aligning Strategy and Capabilities for Innovation 11 (CC English)
 
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After looking inward, organizations must analyze the dynamic matrix of market forces in which they are embedded and align their key competencies accordingly.
What is a capabilities system?
 
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For capabilities to deploy their full potential they need to work in a system. Such a self-reinforcing system of capabilities is stronger than the sum of its parts and it is almost impossible for competitors to copy. In this video we define what a capabilities system is by looking at Frito-Lay. We show how Frito-Lay combines its three differentiating capabilities of direct-store delivery, continuous innovation of new products, and consumer marketing into a powerful system that is at the heart of the company's success. Learn more: http://www.strategyand.pwc.com/global/home/what_we_think/multimedia/video/mm-video_display/CDS-explained-video-2012
Views: 6419 PwC's Strategy&
Organizational Knowledge, Capabilities, and Resources
 
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http://academlib.com/3760/management/organizational_knowledge_capabilities_resources#706 Further adding to the complexities of organizational innovation is the fact that innovation and tacit knowledge reside not just within individuals but within groups of individuals and even organizational cognitive structures. Research in organizational knowledge and learning suggests that organizations learn and can possess and use knowledge, including tacit knowledge.37 While the knowledge may reside in individuals, it combines to form organizational knowledge, which resides in organizational processes, practices, culture, and norms.38 Therefore, in addition to having an innovative chef, one can also have an innovative cooking staff. Just as chefs can use their tacit knowledge skills and capabilities in their culinary creations, so can an organization use its individual and group tacit knowledge and corresponding skills and capabilities to create products, services, and processes that deliver superior customer value. ...
Views: 86 Academ Lib
Riri Williams Origin: Ironheart Armor Mark 1 - Powers & Capabilities || Weekly One Shot
 
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Riri Williams is a 15 year old genius that built a copy of Iron Man's armor in her MIT dorm room. Let's see what it can do! Subscribe here: https://www.youtube.com/channel/UC1oV7pNnLCgbCq0DT8GjNTQ?sub_confirmation=1 ----- While Riri Williams is clearly brilliant and more than capable of making her own super armor, she doesn't have the resources of Tony Stark which makes it a bit tougher to build the perfect armor from the start. That being said, during her origin story we get a really good indication of what the Ironheart armor is capable of. Let's take a look at Riri Williams, the creation of Ironheart Armor Mk 1 and the powers/features of this new mechanical suit. It may be the last time we see it in Invincible Iron Man. Weekly One Shot is a once a week show where we tackle a bigger topic regarding comics. From crossover events to cancelations to movie adaptations, it will go over anything in comics. ----- Follow on Facebook: https://www.facebook.com/DetailComics/ Catch up on Twitter: https://twitter.com/EvolutionOfStan
Views: 625 Detail Comics
Amartya Sen, "Creating Capabilities: Sources and Consequences for Law and Social Policy"
 
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This conference, organized by James Heckman, Martha Nussbaum and Robert Pollak, examines a variety of conceptions of human capability, including the Human Development and Capabilities Approach in relation to the recent literature on the economics, neuroscience, and psychology of human development in order to enrich both fields. The conference will foster a broader notion of capability formation than just formal education or cognition. It will adopt a life cycle perspective on capability expression and formation. Recent research documenting the contributions of families, schools, governments, and other institutions of society (including religious bodies, community groups, foster care, the juvenile justice system, and on-the-job training) to the formation of capabilities in children, adolescents, and young adults suggests that a broader framework for the Human Development Approach would be useful. The aim of the conference is to integrate recent advances in understanding how capabilities are produced into the Human Development Approach and to study the implications of the revised research program for law and public policy. Amartya Sen, the 1998 winner of The Sveriges Riksbank Prize in Economic Sciences in Memory of Alfred Nobel, provided the keynote address on April 23, 2010.
Project Management in Under 5: What is Capabilities Based Planning?
 
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Capabilities Based Planning (CBP) is an important way of starting your project planning process. So what is Capabilities Based Planning, exactly? Here, Dr Mike Clayton, founder of https://OnlinePMCourses.com answers this question, in under 5 minutes. You can learn more in this feature article on the OnlinePMCourses.com website: https://onlinepmcourses.com/capabilities-based-planning/ You may also like... What is Milestone Planning? https://youtu.be/aJcd1rQ0Z9w What is Project Scope? https://youtu.be/NXw0bvvYWYo What is the Project Manager's Iron Triangle? https://youtu.be/JHSHOAfV-uw Please: Give us a like Visit https://OnlinePMCourses.com ...or subscribe to our YouTube Channel by clicking here: https://www.youtube.com/channel/UCMZfp1_wquyegVY9SoER0Nw?sub_confirmation=1
Views: 406 Online PM Courses
Lezione di Resources, Knowledge and Dynamic capabilities
 
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Docente: Paolo Aversa Strategia aziendale per Master in Gestione d'Impresa e Master in Retail Management Marketing
Views: 144 Fondazione CUOA
468 Mod2 Capabilities Lec2 FinancialRelationships
 
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468 - Business Policy and Strategy - Module 2-Resources and Capabilities - Lecture 2 Financial Relationships
Views: 51 ProfJimHazy
THE DYNAMIC CAPABILITIES PERSPECTIVE
 
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http://academlib.com/3826/management/dynamic_capabilities_perspective#451 The concept of dynamic capabilities emerged in response to some key shortcomings of the resource-based view of the firm, which has been criticized for ignoring factors surrounding resource development and resource reconfiguring, instead assuming that resources simply exist.51 Based on this criticism the dynamic capabilities perspective has extended the resource-based view with the notion of evolving capabilities. In contrast, the term ordinary capability refers to those capabilities that are needed by a firm to simply conduct its normal business operations. They are the standard routines that are not necessarily unique to the individual organization—for example, the accounting system that keeps track of revenue. Ordinary capabilities are not critical for developing a competitive advantage but for transforming VRINO resources into competitive advantage. The dynamic capabilities perspective assumes that the market, the competitive environment, the technological environment, and the cultural context constantly change and more importantly, that firms that do not have the capabilities to adjust to these changes are vulnerable to failure. ...
Views: 3371 Academ lib
Growth through a Capabilities Lens (1/6): Capabilities-Driven Growth
 
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What role do capabilities play in successful growth strategies? In the relentless quest for growth, some companies stretch their organizations too thin by operating in many disparate markets. Strategy& senior partners Cesare Mainardi, co-author of The Essential Advantage, and Ken Favaro, co-author of The Three Tensions, in conversation with Tom Stewart, discuss the four growth avenues that companies can pursue and explain why a capabilities-driven growth strategy leads to sustainable competitive advantage.
Views: 2813 PwC's Strategy&
Water Resources Webinar: A comprehensive review of FLOW-3D’s modeling capabilities
 
01:05:00
FLOW-3D offers unique free surface modeling capabilities, as well as a vast array of advanced models that are tightly coupled to free surface hydraulics to include features such as scour and sediment dynamics, particulates, air entrainment, bubble dynamics, density flows, chemistry, and many more. Following a series of webinars that have focused on various aspects of civil infrastructure and environmental flow modeling, this presentation will offer a comprehensive review of the modeling options that are currently available to water resource engineers using FLOW-3D. Practicing engineers working in the field of water resources, environmental engineering and water civil infrastructure will all find value in this presentation.
Views: 2258 Flow Science, Inc.

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