By Ron Sanchez
This quantity of "Research in Competence-Based administration" specializes in a number basic concerns in constructing competence-base thought and in project competence-based learn meant to give a contribution to administration idea improvement. the 1st papers during this quantity revisit and reappraise a couple of foundational competence rules, strategies, and learn issues to indicate a few conceptual differences and clarifications that will be worthwhile in additional idea improvement. Following papers determine the components during which restatements or extensions of present competence idea could be wanted or will be invaluable. the ultimate papers within the quantity handle the ways that learn undertaken in the competence point of view interfaces with the large circulate of theorizing and examine carried out in technique and administration.
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Extra info for A Focused Issues on Fundamental Issues in Competence Theory Development (Research in Competence Based Management) (Research in Competence-Based Management)
Admitting the possibility of differences in ﬁrms’ current resource endowments opens the possibility that some ﬁrms with advantageous current resource positions (Wernerfelt, 1984) may be able to use those positions to identify and acquire or develop resources that will have superior strategic value in the future, while others may not. However, this possibility does not provide any logical A Scientiﬁc Critique of RBV in Strategy Theory 19 support for the RBV’s core proposition that accumulating strategically valuable resources today is the key to future strategic value creation, because it is subject to the basic logic problem of inﬁnite regress.
107–108) as to why a resource may be imperfectly imitable: unique historical conditions. As Barney explains: The resource-based view of competitive advantage . . asserts that not only are ﬁrms intrinsically historical and social entities, but that their ability to acquire and exploit some resources depends upon their place in time and space. Once this particular unique time in history passes, ﬁrms that do not have space- and time-dependent resources cannot obtain them, and thus these resources are imperfectly imitable.
Barney (1991, p. 108) appears to try to clarify what may constitute ‘‘unique historical conditions’’ and ‘‘space- and time-dependent resources’’ by listing examples of physical, human, and organizational resources (locations, scientists, and a ‘‘unique and valuable organizational culture’’) that are asserted to be space-and-time-dependent resources and that some ﬁrm is asserted to have been able to acquire because of its unique historical circumstances. However, reciting such examples clearly begs the questions as to (i) what makes a resource ‘‘space-and-time dependent’’ and (ii) what actually constitutes a ‘‘unique historical condition’’ that would enable a ﬁrm to acquire such resources, while excluding other ﬁrms.
A Focused Issues on Fundamental Issues in Competence Theory Development (Research in Competence Based Management) (Research in Competence-Based Management) by Ron Sanchez
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