The resource based view and the new competitive landscape: characterizing positions of dynamic capability

Please use this identifier to cite or link to this item: http://hdl.handle.net/11375/5388

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DC Field	Value	Language
dc.contributor.author	Medcof, John W.	en_US
dc.contributor.author	McMaster University, Michael G. DeGroote School of Business, Management of Innovation and New Technology Research Centre	en_US
dc.date.accessioned	2014-06-17T20:47:58Z	-
dc.date.available	2014-06-17T20:47:58Z	-
dc.date.created	2013-12-23	en_US
dc.date.issued	1998-05	en_US
dc.identifier.other	mint/36	en_US
dc.identifier.other	1035	en_US
dc.identifier.other	4943617	en_US
dc.identifier.uri	http://hdl.handle.net/11375/5388	-
dc.description	<p>36 leaves ; Includes bibliographical references (leaves 26-32). ;</p>	en_US
dc.description.abstract	<p>The resource-based view of the firm is extended by providing detailed, theory-based characterizations of the three categories of resources identified by Barney, and the organizational environment, to give a clearer understanding of the nature of position and the kind of organizational infrastructure needed to sustain dynamic capabilities.</p>	en_US
dc.relation.ispartofseries	Working paper (Michael G. DeGroote School of Business. Management of Innovation and New Technology Research Centre)	en_US
dc.relation.ispartofseries	no. 75	en_US
dc.subject.lcc	Resource allocation Corporate culture Strategic planning Organizational effectiveness	en_US
dc.title	The resource based view and the new competitive landscape: characterizing positions of dynamic capability	en_US
dc.type	article	en_US
Appears in Collections:	MINT (Management of Innovation and New Technology) Research Centre Working Paper Series

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