Resource redeployment and corporate strategy / edited by Timothy B. Folta, Constance E. Helfat, Samina Karim

Contributor(s):

Material type: Text

text

Media type:

computer

Carrier type:

online resource

ISBN:

9781786355072
1786355078

Subject(s):

Genre/Form:

Electronic books.

Additional physical formats: Print version:: Resource redeployment and corporate strategy.DDC classification:

658.4012 23

LOC classification:

HD30.28 .R464 2016eb

Online resources:

Click here to access online

Contents:

Examining resource redeployment in multi-business firms -- Resource redeployment in business ecosystems -- Product turnover: simultaneous product market entry and exit -- Resource redeployment through exit and entry: threats of substitution as inducements -- Incumbent responses to an entrant with a new business model: resource co-deployment and resource re-deployment and resource re-deployment strategies -- Resource characteristics and redeployment strategies: toward a theoretical synthesis -- What goes on beneath the surface of reconfiguration? The impact of redepolyment via activity addition and subtraction on firm scope and turnover -- Resource reconfiguration and transactions across firm boundaries: the roles of firm capabilities and market factors -- The hare and the fast tortoise: dynamic resource reconfiguration and the pursuit of new growth opportunities by Yahoo and Google (1995-2007) -- Linking technologies to applications -- insights from online markets for technology -- Resource reconfiguration: learning from performance feedback -- The impact of absorbed and unabsorbed slack on firm profitability: implications for resource redeployment

Summary: It has been long understood that value creation by corporate strategists is determined by their ability to effectively deploy resources across multiple business units. Recently, scholarly attention has been dominated by studies of "synergy", or sharing resources across businesses. However, a second type of resource deployment, "resource redeployability" or "resource configuration", where resources are withdrawn from one business unit and reallocated to another may not only effect firm value creation, but also firm and industry evolution. This volume advances the resource deployment and synergy debate, and how they differentially affect value and firm decision-making. It clarifies the theoretical determinants and effects of each, revisiting prior work that investigates the benefits of synergy-based strategy, and assessing the benefits of an increased focus on redeployability

Item type:

Tags from this library: No tags from this library for this title. Log in to add tags.

Average rating: 0.0 (0 votes)

Holdings
Item type	Home library	Collection	Call number	Materials specified	Status	Date due	Barcode
Electronic-Books	OPJGU Sonepat- Campus	E-Books EBSCO			Available

It has been long understood that value creation by corporate strategists is determined by their ability to effectively deploy resources across multiple business units. Recently, scholarly attention has been dominated by studies of "synergy", or sharing resources across businesses. However, a second type of resource deployment, "resource redeployability" or "resource configuration", where resources are withdrawn from one business unit and reallocated to another may not only effect firm value creation, but also firm and industry evolution. This volume advances the resource deployment and synergy debate, and how they differentially affect value and firm decision-making. It clarifies the theoretical determinants and effects of each, revisiting prior work that investigates the benefits of synergy-based strategy, and assessing the benefits of an increased focus on redeployability