Global Strategic Analysis: Framework and Approaches
Geographic, economic, cognitive, and social forces can influence the ways in which the inimitable resources of firms and their competitors are defined and evaluated in a globally competitive environment. We trace how academic research on strategy has attempted to address how firms identify their cor...
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| Main Authors: | , , |
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| Format: | text |
| Language: | English |
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Institutional Knowledge at Singapore Management University
1999
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| Subjects: | |
| Online Access: | https://ink.library.smu.edu.sg/lkcsb_research/3837 https://www.jstor.org/stable/4165517 |
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| Institution: | Singapore Management University |
| Language: | English |
| Summary: | Geographic, economic, cognitive, and social forces can influence the ways in which the inimitable resources of firms and their competitors are defined and evaluated in a globally competitive environment. We trace how academic research on strategy has attempted to address how firms identify their core competencies and competitive resource advantages at both the firm and national level. We then discuss the ways in which managers can attempt to identify a competitive reference group as a benchmark for evaluating their company's relative strengths and weaknesses. Finally, we develop an integrated conceptual framework that can be used to inform managerial strategic analysis and decision making in a globally competitive environment. |
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