User contributions for Aaa77

4 April 2014

• 19:3019:30, 4 April 2014 diff hist +62‎ Support Activities ‎No edit summary current
• 19:3019:30, 4 April 2014 diff hist +62‎ Primary Activities ‎No edit summary current
• 19:2919:29, 4 April 2014 diff hist +68‎ Social Complexity ‎No edit summary current
• 19:2819:28, 4 April 2014 diff hist +67‎ Causal Ambiguity ‎No edit summary current
• 19:2819:28, 4 April 2014 diff hist +66‎ Path Dependence ‎No edit summary
• 19:2619:26, 4 April 2014 diff hist +54‎ Organized to Capture Value ‎No edit summary current
• 19:2619:26, 4 April 2014 diff hist +55‎ Costly to Imitate Resource ‎No edit summary current
• 19:2519:25, 4 April 2014 diff hist +54‎ Rare Resources ‎No edit summary current
• 19:2519:25, 4 April 2014 diff hist +54‎ Valuable Resources ‎No edit summary current
• 19:2519:25, 4 April 2014 diff hist +54‎ VRIO Framework ‎No edit summary current
• 19:2419:24, 4 April 2014 diff hist +70‎ Resource Immobility ‎No edit summary current
• 19:2419:24, 4 April 2014 diff hist +71‎ Resource Heterogeneity ‎No edit summary current
• 19:2319:23, 4 April 2014 diff hist +69‎ Intangible Resources ‎No edit summary current
• 19:2319:23, 4 April 2014 diff hist +70‎ Tangible Resources ‎No edit summary current
• 19:2319:23, 4 April 2014 diff hist +69‎ Resource-based View ‎No edit summary current
• 19:2219:22, 4 April 2014 diff hist +66‎ Strategic Group ‎No edit summary current
• 19:2119:21, 4 April 2014 diff hist +65‎ Strategic Group Model ‎No edit summary current
• 19:2019:20, 4 April 2014 diff hist +78‎ Five Forces Model ‎No edit summary current
• 19:1919:19, 4 April 2014 diff hist +59‎ Industry ‎No edit summary current
• 19:1819:18, 4 April 2014 diff hist +64‎ PESTEL Model ‎No edit summary current
• 19:1619:16, 4 April 2014 diff hist +67‎ Scenario Planning ‎No edit summary current
• 19:1619:16, 4 April 2014 diff hist +72‎ Organizational Values ‎No edit summary current
• 19:1519:15, 4 April 2014 diff hist +71‎ Strategic initiative ‎No edit summary
• 19:1319:13, 4 April 2014 diff hist +190‎ N Externalities ‎ Created page with "{{Learning concept |Description=side-effects of production and consumption that are not reflected in the price of a product |Wikipedia reference=http://en.wikipedia.org/wiki/E..." current
• 19:1019:10, 4 April 2014 diff hist +84‎ Sustainable Competitive Advantage ‎No edit summary current
• 19:0919:09, 4 April 2014 diff hist +71‎ Strategic Management (B) ‎No edit summary current
• 19:0819:08, 4 April 2014 diff hist +249‎ N Balanced Scorecard ‎ Created page with "{{Learning concept |Description=Strategy implementation tool that harnesses multiple internal and external performance metrics in order to balance financial and strategic goal..." current
• 19:0619:06, 4 April 2014 diff hist +219‎ N Total Return to Shareholders ‎ Created page with "{{Learning concept |Description=Return on risk capital that includes stock price appreciation plus dividends received over a specific period. |Wikipedia reference=http://en.wi..." current
• 19:0519:05, 4 April 2014 diff hist +163‎ N Risk Capital ‎ Created page with "{{Learning concept |Description=Capital provided by shareholders in exchange for an equity share in a company; it cannot be recovered if the firm goes bankrupt. }}" current
• 19:0419:04, 4 April 2014 diff hist +268‎ N Consumer Surplus ‎ Created page with "{{Learning concept |Description=difference between value a customer attaches to a good or service and what he or she paid for it. |Wikipedia reference=http://en.wikipedia.org/..." current
• 19:0219:02, 4 April 2014 diff hist +96‎ N Economic Value Created ‎ Created page with "{{Learning concept |Description=Difference between Value and Cost, AKA economic Contribution. }}"
• 19:0019:00, 4 April 2014 diff hist +167‎ N Competitive Advantage and Firm Performance ‎ Created page with "{{Topic |Learning Concepts=Value, Economic Value Created, Profit, consumer Surplus, Opportunity Cost, Risk Capital, Total Return to Shareholders, Balanced Scorecard }}" current
• 18:5818:58, 4 April 2014 diff hist +120‎ N Social Complexity ‎ Created page with "{{Learning concept |Description=A situation in which different social and business systems interact with one another. }}"
• 18:5718:57, 4 April 2014 diff hist +118‎ N Causal Ambiguity ‎ Created page with "{{Learning concept |Description=A situation in which the cause and effect of a phenomenon are not readily apparent. }}"
• 18:5718:57, 4 April 2014 diff hist −1‎ Internal Analysis ‎No edit summary current
• 18:5518:55, 4 April 2014 diff hist +52‎ Internal Analysis ‎No edit summary
• 18:5418:54, 4 April 2014 diff hist +144‎ N Path Dependence ‎ Created page with "{{Learning concept |Description=A situation in which the options one faces in the current situation are limited by decisions made in the past }}"
• 18:5418:54, 4 April 2014 diff hist +100‎ N Resource Flows ‎ Created page with "{{Learning concept |Description=The firm's level of investments to maintain or build a resource. }}" current
• 18:5318:53, 4 April 2014 diff hist +84‎ N Resource Stocks ‎ Created page with "{{Learning concept |Description=The firm's current level of intangible resources. }}" current
• 18:5318:53, 4 April 2014 diff hist +222‎ N Dynamic Capabilities Perspective ‎ Created page with "{{Learning concept |Description=A model that emphasizes a firm's ability to modify and leverage its resource base in a way that enables it to gain and sustain competitive adva..."
• 18:5218:52, 4 April 2014 diff hist +110‎ N Strategic Activity System ‎ Created page with "{{Learning concept |Description=The conceptualization of a firm as a network of interconnected activities. }}" current
• 18:5118:51, 4 April 2014 diff hist +125‎ N Support Activities ‎ Created page with "{{Learning concept |Description=Firm Activities that add value indirectly, but are necessary to sustain primary activities }}"
• 18:5118:51, 4 April 2014 diff hist +194‎ N Primary Activities ‎ Created page with "{{Learning concept |Description=Firm activities that add value directly by transforming inputs into outputs as the firm moves a product or service horizontally along the inter..."
• 18:5018:50, 4 April 2014 diff hist +273‎ N Organized to Capture Value ‎ Created page with "{{Learning concept |Description=One of the four key criteria in the VIRO framework; the characteristic of having in place an effective organizational structure and coordinatin..."
• 18:4918:49, 4 April 2014 diff hist +224‎ N Costly to Imitate Resource ‎ Created page with "{{Learning concept |Description=One of the four key criteria in the VIRO framework; a resource is costly to imitate if firms that do not possess the resource are unable to dev..."
• 18:4818:48, 4 April 2014 diff hist +240‎ N Rare Resources ‎ Created page with "{{Learning concept |Description=One of the four key criteria in the VIRO framework; a resource is rare if the number of firms that possess it is less than the number of the fi..."
• 18:4718:47, 4 April 2014 diff hist +215‎ N Valuable Resources ‎ Created page with "{{Learning concept |Description=One of the four key criteria in the VIRO framework; a resource is valuable if it allows the firm to take advantage of an external opportunity a..."
• 18:4618:46, 4 April 2014 diff hist +310‎ N VRIO Framework ‎ Created page with "{{Learning concept |Description=A theoretical framework that explains and predicts firm-level competitive advantage. A firm can gain a competitive advantage if it has resource..."
• 18:4418:44, 4 April 2014 diff hist +170‎ N Resource Immobility ‎ Created page with "{{Learning concept |Description=Assumptions in the resource-based view that a firm has resources that tend to be "sticky" and that do not move easily from firm to firm }}"
• 18:4418:44, 4 April 2014 diff hist +152‎ N Resource Heterogeneity ‎ Created page with "{{Learning concept |Description=Assumptions in the resource-based view that a firm is a bundle of resources and capabilities that differ across firms }}"