Competing For Advantage. Part II – Strategic Analysis Chapter 4 – The Internal Organization: Resources, Capabilities, and Core Competencies. The Strategic Management Process. Outcomes from Organizational Analyses. Factors that Determine Sustainability of Competitive Advantage.
Part II – Strategic Analysis
Chapter 4 – The Internal Organization: Resources, Capabilities, and Core Competencies
Can efforts to develop sustainable competitive advantages result in employees using unethical practices? If so, what unethical practices might be used to compare a firm’s core competencies to those held by rivals?
Do ethical practices affect a firm’s ability to develop a brand name as a source of competitive advantage? If so, how does this happen? Identify some brands that are a source of competitive advantage in part because of the firm’s ethical practices.
What is the difference between exploiting a firm’s human capital and using that capital as a source of competitive advantage? Are there situations in which the exploitation of human capital can be a source of advantage? If so, name such a situation, and explain whether it is a sustainable advantage. Why or why not?
Are any particular ethical dilemmas associated with outsourcing? If so, what are they? How would you deal with such ethical dilemmas?
What ethical responsibilities do managers have if they determine that certain employees have skills that are valuable only to core competencies that are becoming core rigidities?
Through the Internet, firms sometimes make a vast array of data, information, and knowledge available to competitors as well as to customers and suppliers. What ethical issues, if any, are involved when the firm finds competitively relevant information on a competitor’s website?
To what extent does a firm have a moral obligation to distribute value back to stakeholders based on their relative contributions to its creation? Does a firm have any legal obligations to do so?