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| 001 | 8061117264710 | ||
| 003 | OSt | ||
| 005 | 20190211163721.0 | ||
| 008 | 080611s2008 xx ||||gr |0|| 0 eng d | ||
| 100 | 1 |
_aPAN, Shan L. _934526 |
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| 245 | 1 | 0 | _aThe Development paths of non-strategic capabilities |
| 260 |
_aOxford, UK : _bElsevier, _cOctober 2007 |
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| 520 | 3 | _aWhile the resource-based view of the firm has provided many useful insights, our understanding of how non-strategic capabilities develop remains limited. This article investigates the necessity and nature of non-strategic capability development, and contrasts how non-strategic capabilities are developed with the development process of strategic capabilities according to the resource-based theory. By demonstrating that the development paths of non-strategic capabilities can be very different based on the nature of the business unit and the complementary resources and capabilities it supports, this study extends existing theories of capability development and provides normative suggestions to practitioners on the development of non-strategic capabilities | |
| 700 | 1 |
_aTAN, Barney C. C. _934527 |
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| 700 | 1 |
_aHUANG, Jimmy _934528 |
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| 700 | 1 |
_aPOULSEN, Brad _934529 |
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| 773 | 0 | 8 |
_tEuropean Management Journal _g25, 5, p. 344-358 _dOxford, UK : Elsevier, October 2007 _xISSN 02632373 _w |
| 942 | _cS | ||
| 998 |
_a20080611 _b1726^b _cTiago |
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| 999 |
_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c26654 _d26654 |
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| 041 | _aeng | ||