Turning strategies into value

Business world is globalized and dynamic. The internet and brand extension, namely, have eroded traditional entry barriers. Conventional strategy models need to be reconceived for managerial relevance. Industrial organization (IO) and Resource-based view (RBV) explain different viewpoints on how a firm can achieve above average returns. This book examines their interactive effects in three different knowledge contexts: operations management, international business and organizational resource capabilities. An effective strategy is possible when there is a good fit between the organizational internal (RBV) and external (IO) effects. The findings from the rigorous triangulation case research on two interesting Chinese and an emerging firm suggest that, the interfaces between the IO and the RBV facilitate rent generation and are not necessarily boundaries. Though both paradigms have different performance dimensions, a firm's capabilities of managing their interfaces in all organizational aspects constitute tacit strategic knowledge assets that generate competitive advantages. Scholars and managers shall find the book providing new insights on strategic and international management.