1. Global Strategy Mike W. Peng c h a p t e r 33 Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Global Strategy Mike W. Peng Chapter 3 Leveraging Resources and Capabilities

2. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Outline Understanding resources and capabilities Resources, capabilities, and the value chain The VRIO framework Debates and extensions The savvy strategist

3. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Understanding Resources and Capabilities Tangible  Resources and capabilities that are observable and easily quantified  Broadly organized in three categories:  Financial  Physical  Technological Intangible  Resources and capabilities not easily observed or difficult (or impossible) to quantify  Examples include:  Human  Innovation  Reputation

4. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Resources, Capabilities, and the Value Chain Value Chain  The functional activities within the firm that create value in the goods and services produced Components of the Value Chain  Primary activities  Are directly associated with the development, production, and distribution of goods and services  Support activities  Assist in the accomplishment of primary activities

5. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Value Chain Figure 3.1

6. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. A Decision Model in Value Chain Analysis Figure 3.2

7. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The VRIO Framework: Is a Resource or Capability… Table 3.2 Sources: Adapted from (1) J. Barney, 2002, Gaining and Sustaining Competitive Advantage, 2nd ed. (p. 173), Upper Saddle River, NJ: Prentice Hall; (2) R. Hoskisson, M. Hitt, & R. D. Ireland, 2004, Competing for Advantage (p. 118), Cincinnati: South-Western Cengage Learning.. VALUABLE?RARE? COSTLY TO IMITATE? EXPLOITED BY ORGANIZATION COMPETITIVE IMPLICATIONSFIRM PERFORMANCE No Competitive disadvantageBelow average YesNoYesCompetitive parityAverage Yes NoYesTemporary competitive advantageAbove average Yes Sustained competitive advantageConsistently above average

8. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The VRIO Framework: Value and Rarity Four fundamental questions of VRIO  Value: do the resources and capabilities add value?  Necessary for a competitive advantage  Rarity: how rare are the valuable resources and capabilities?  Valuable, but common parity, not advantage  Valuable and rare can lead to temporary advantage  If everyone has it, you can’t make money from it

9. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The VRIO Framework: Imitability Easier to imitate tangible resources/capabilities than tangible ones Why is imitation so difficult?  Hard to acquire in a short time what competitors have developed over a long time  Events earlier in time affect future events  Difficult to identify causal determinants of performance

10. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The VRIO Framework: Imitability (cont’d) Valuable, rare, but imitable resources/capabilities = temporary advantage Only valuable, rare and hard-to-imitate resources/capabilities = sustained competitive advantage

11. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The VRIO Framework: Organization The Question of Organization  How is a firm organized to develop and leverage the full potential of its resources and capabilities? Using complementary assets effectively Managing social complexity effectively  Invisible relationships can add value - make imitation more difficult

12. Strategic Sweet Spot Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure 3.5

13. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Debates and Extensions Firm- versus Industry-Specific Determinants of Performance: Both views are complementary to each other Static Resources versus Dynamic Capabilities The resource-based view: incorporating dynamic capabilities  Tacit knowledge  “Learning before doing” versus “learning by doing”  Simple rules to guide behavior and decisions  Develop new resources/capabilities  Less bundled resources/capabilities

14. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Dynamic Capabilities in Slow- and Fast-Moving Industries Table 3.3 Sources: Adapted from (1) K. Eisenhardt & J. Martin, 2000, Dynamic capabilities: What are they? Strategic Management Journal, 21: 1105–1121; (2) G. Pisano, 1994, Knowledge, integration, and the locus of learning, Strategic Management Journal, 15: 85–100. SLOW-MOVING INDUSTRIESFAST-MOVING (HIGH-VELOCITY) INDUSTRIES Market environmentStable industry structure, defined boundaries, clear business models, identifiable players, linear and predictable change Ambiguous industry structure, blurred boundaries, fluid business models, ambiguous and shifting players, nonlinear and unpredictable change Attributes of dynamic capabilities Complex, detailed, analytic routines that rely extensively on existing knowledge (“learning before doing”) Simple, experiential routines that rely on newly created knowledge specific to the situation (“learning by doing”) FocusLeverage existing resources and capabilitiesDevelop new resources and capabilities ExecutionLinearIterative OrganizationA tightly bundled collection of resources with relative stability A loosely bundled collection of resources that are frequently added, recombined, and dropped OutcomePredictableUnpredictable Strategic goalSustainable competitive advantage (hopefully for the long term) A series of short-term (temporal) competitive advantages

15. Offshoring vs. Non-Offshoring Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Offshoring (international outsourcing) is an increasing movement Outsourcing of high-end services such as IT and BPO is controversial because of the relatively recent rise of the internet—Long-term benefits are still unknown Proponents argue that outsourcing saves firms enormous costs and allows them to focus more on their core business Critics argue on 3 points  Strategic: If everything is outsourced, what is left for the US firm?  Economic: Do developed economies actually gain?  Political: Are we both exploiting cheap labor as well as willingly putting our own security at risk?

16. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Savvy Strategist Developing resources/capabilities that are valuable, rare, hard-to-imitate, and embedded in organizational structures and systems can help firms achieve successful performance Lessons from the VRIO framework  Task for strategists - build firm strengths by identifying, developing, and leveraging resources/capabilities  Imitation is not likely to be a successful strategy  Sustained competitive advantage will not last forever  Firms should try to develop “strategic foresight”

17. Copyright © 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. The Savvy Strategist (cont’d) Four fundamental questions: Resource Based Views  Why do firms differ? Resource heterogeneity  How do firms behave? Take advantage of strengths and overcome weaknesses  What determines the scope of the firm? How a firm performs relative to rivals  What determines the international success and failure of firms? Firm-specific resources/capabilities and a bit of luck