000			01376naa a2200193uu 4500
001			10960
003			OSt
005			20190211155238.0
008			030210s2005 xx ||||gr |0|| 0 eng d
100	1		_aHAANES, Knut _94485
245	1	0	_aLinking intangible resources and competition
260			_c2000
520	3		_aRecent strategy literature that intangible resources - in patticular competencies and relationships - are critical drivers of competitive advantage. However, there seems to be a lack of understanding of when certain types of competencies and relationships are most critical. This paper introduces a framework consisting of three fundamental levels of resource-competition . The framework is illustrated through the pharmaceutical industry. We argue that (1) biotech firms mainly engage in entrepreneurial competition; (2) traditional pharmaceutical firms - here referred to as big-pharma - increasingly undertake contractual competition and, finally (3) generic drug makers compete predominantly operationally. The paper argues that intangible resources contribute differently to competitive advantage depending on level of competition
700	1		_aFJELDSTAD, Oystein _919902
773	0	8	_tEuropean Management Journal _g18, 1, p. 52-62 _d, 2000 _w
942			_cS
998			_a20030210 _bCassio _cCassio
998			_a20060728 _b1648^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c11084 _d11084
041			_aeng