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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.

Suggested Citation

  • Brian J. Loasby, 2010. "Capabilities and strategy: problems and prospects," Industrial and Corporate Change, Oxford University Press, vol. 19(4), pages 1301-1316, August.
  • 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-00880409, HAL.
    2. Morroni, Mario, 2014. "Production of commodities by means of processes," Structural Change and Economic Dynamics, Elsevier, vol. 29(C), pages 5-18.
    3. Li, Da-yuan & Liu, Juan, 2014. "Dynamic capabilities, environmental dynamism, and competitive advantage: Evidence from China," Journal of Business Research, Elsevier, vol. 67(1), pages 2793-2799.
    4. repec:eee:rujoec:v:2:y:2016:i:1:p:86-110 is not listed on IDEAS
    5. Cristiano Antonelli & Francesco Crespi & Giuseppe Scellato, 2015. "Productivity growth persistence: firm strategies, size and system properties," Small Business Economics, Springer, pages 129-147.
    6. 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, vol. 67(3), pages 407-413.

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