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Capability management is the approach to the management of an organization, typically a business organization or firm, based on the "theory of the firm" as a collection of capabilities that may be exercised to earn revenues in the marketplace and compete with other firms in the industry.
Capability management is a high-level management function, with particular application in the context of defense.. Capability management aims to balance economy in meeting current operational requirements, with the sustainable use of current capabilities, and the development of future capabilities, to meet the sometimes competing strategic and current operational objectives of an enterprise.
For example, business capability models can be color-coded to distinguish core capabilities from non-core ones and thereby identify the opportunities for outsourcing. While core capabilities should be cultivated and mastered within an organization, non-core capabilities can be considered as good candidates for outsourcing with minimal business ...
The capability approach (also referred to as the capabilities approach) is a normative approach to human welfare that concentrates on the actual capability of persons to achieve lives they value rather than solely having a right or freedom to do so. [1] It was conceived in the 1980s as an alternative approach to welfare economics. [2]
In business, a competitive advantage is an attribute that allows an organization to outperform its competitors.. A competitive advantage may include access to natural resources, such as high-grade ores or a low-cost power source, highly skilled labor, geographic location, high entry barriers, and access to new technology and to proprietary information.
The firm age-absorptive capacity relationship is negative for mature firms and not significant for young firms; (3) Social integration mechanisms, knowledge infrastructure, management support, and relational capability all have a positive and significant impact on the absorptive capacity-innovation relationship (whereas they do not find the ...
Occasionally, some resources or capabilities could be considered strengths in one industry and weaknesses in a different one. [2] Six common examples of opportunities firms could attempt to exploit are: technological change, demographic change, cultural change, economic climate, specific international events, legal and political conditions.
In organizational theory, dynamic capability is the capability of an organization to purposefully adapt an organization's resource base. The concept was defined by David Teece, Gary Pisano and Amy Shuen, in their 1997 paper Dynamic Capabilities and Strategic Management, as the firm’s ability to engage in adapting, integrating, and reconfiguring internal and external organizational skills ...