Overview
Resources, Technology and Strategy brings together contributors from Europe, North America and Asia to consider the strategic relationship between technology and other resources, such as production capabilities, marketing prowess, finance and organisational culture.
Throughout the book, these experts take a critical approach to RBP (Resource-Based Perspective) in order to assess both its strengths and weaknesses. Case studies also highlight the importance of both having and not having strong technological capabilities in settings as diverse as the US semiconductor industry, small family manufacturing firms in Hong Kong and state-owned enterprises in China.
Synopsis
Over the past decade, the Resource-Based Perspective (RBP) has become a dominant force in strategic thinking. Under the influence of the RBP, managers have become increasingly aware of their ability to gain control over the destinies of their firms through the accumulation and effiecient use of resources including production capabilities, marketing prowess, finance and organisational culture. Technology is undoubtedly one of the most important afctors in the strategic management of resources. As the rate of change has accelerated in recent decades, firms have been challenged to use technological capabilities as weapons in their battles for market share.
In this book, Foss and Robertson bring together contributors from Europe, North America and Asia to consider the strategic relationship between technology and other resources. Throughout the book, these experts take a critical approach to the RBP in order to assess both its strengths and weaknesses. Resources, Technology and Strategy also provides a number of case studies of the importance of both having and not having strong technological capabilities in settings as diverse as the US semiconductor industry, small family manufacturing firms in Hong Kong and state-owned enterprises in China.