سال انتشار: ۱۳۸۷
محل انتشار: سومین کنفرانس بین المللی مدیریت استراتژیک
تعداد صفحات: ۱۲
Shirin Hashemzadeb-Soureb – Aston Business School, UK
Strategy has a major role in helping decisions to be made on a firm’s boundaries, both in terms of choice as well as nature, (Madhok 2002). Madhok also aintains that strategic management is about resource allocation and coordination, within and across firm’s boundaries, to create value and profit.Value creation mainly relies on the micro-activities of managers. Strategy making evaluation,uncertainty factor consideration, and strategic changes requirements are crucial in micro-level processes and practices. In general it is possible that contains elements are brought into view in order to cope with this complexity. Therefore, it is advisable to bring this complexity into the organization’s favour.Competitive advantage dimensions could be summarized in the contexts of: industry, organization,global. In addition for the purpose of "make or buy decisions", there are three main considerations:transaction costs, governance, resource particulars. Under the conditions of uncertainties, managers are not fully aware of the capabilities required, articularly to shape the long term competitive outcomes.