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Capabilities and strategy: problems and prospects

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  • Brian J. Loasby

Abstract

A capability delivers effective performance within a particular context, relying on domain-relevant classifications and connections. Forms of organization, formal and informal, and internal and external, at many levels, provide a great variety of such contexts for promoting and influencing the growth and application of knowledge; and uncertainty provides both challenges and opportunities to create strategies which develop and apply capabilities. Strategies are fallible conjectures, but contribute to an evolutionary process of self-organization. Copyright 2010 The Author 2010. Published by Oxford University Press on behalf of Associazione ICC. All rights reserved., Oxford University Press.

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Bibliographic Info

Article provided by Oxford University Press in its journal Industrial and Corporate Change.

Volume (Year): 19 (2010)
Issue (Month): 4 (August)
Pages: 1301-1316

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Handle: RePEc:oup:indcch:v:19:y:2010:i:4:p:1301-1316

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Cited by:
  1. Gilles David, 2013. "Capacites Dynamiques : Le Cas De Hyundai-Kia," Post-Print, HAL hal-00880409, HAL.
  2. Morroni, Mario, 2014. "Production of commodities by means of processes," Structural Change and Economic Dynamics, Elsevier, Elsevier, vol. 29(C), pages 5-18.
  3. Lin, Yini & Wu, Lei-Yu, 2014. "Exploring the role of dynamic capabilities in firm performance under the resource-based view framework," Journal of Business Research, Elsevier, Elsevier, vol. 67(3), pages 407-413.
  4. Li, Da-yuan & Liu, Juan, 2014. "Dynamic capabilities, environmental dynamism, and competitive advantage: Evidence from China," Journal of Business Research, Elsevier, Elsevier, vol. 67(1), pages 2793-2799.

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