Integrating research from the strategic management and the supply chain management (SCM) literatures promises a fertile area of research that can enrich both areas. In this work, an attempt was made to answer the recent calls for incorporating perspectives from each field into the other. These calls were further encouraged by the new competitive landscape characterized by hypercompetition and network versus network competition. Thus, the field of Strategy, with its emphasis on gaining and sustaining competitive advantage, and SCM, with its emphasis on managing processes spanning organizational boundaries, stand to benefit greatly by this integration. The introduction chapter briefly describes what this research tried to achieve. In the supply chain management literature review chapter, the importance of managing supply chains in this era of network versus network competition is shown and the strategic demand network management (SDNM) concept is presented as an evolution of supply chain management and as a more suitable name reflecting the processes involved. In the third chapter, a selected list of supply chain management practices is presented and explained. The fourth, fifth and sixth chapters will endeavor to carry on three developments. These developments seek to integrate strategy and SCM research in three ways. In the first development, the dynamic capability perspective from the strategy field and the SDNM capability are integrated in order to suggest how demand network management enables dynamic capabilities. On the other hand, dynamic capabilities perspective were used to guide the SDNM practices. In the second development, alliance management capability from the strategy field was integrated with SDNM capability and SDNM practices to show how concepts from both areas can enrich the other. And finally the third development builds on the first two developments to explore how SDNM capability can facilitate strategic entrepreneurship (SE) and SE based boundary decisions.

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Taiwan has listed on developed countries, people in Taiwan are more and more emphasis on leisure activities following on the higher income, increased GNP and changed life style of aging society. Besides, 5-working-day scheme and promotion of tourism and leisure industries have become Taiwan government¡¦s important policy. Tourism and leisure industries is a tremendous potential market, which implies billions of dollars treasure there. Moreover, tourism and leisure industries can help Taiwan government to resolve high un-employee problems. I believe that this potential emerging market of leisure and tourism industries may draw more and more attention from authorities and interested parties. So as this paper hi-lights leisure industries and takes a case study of Shitzuwan Beach Resort. From business operational environment point of view, there are certain factors that cause an enterprise operates very successfully in its field, these certain factors are well known as key success factors. On the other hand, resource-based view is looking into and focusing an enterprise¡¦s internal resources and its capabilities, this theory has been implemented since 1990 and becomes a fad now a day. From resource-based view, the formation of competitive advantage of a firm is weather or not its resources and capabilities match with key success factors, this model of ¡uresource and core competence ¡÷ key success factors ¡÷ competitive advantage¡vhave been proved by the ¡ucompetitive advantage matrix analysis model¡v whereas the model created by the author. The main purpose of this paper therefore, is to contribute to the theoretical creation of competitive advantage matrix analysis model, this model is based on two dimensions of key success factors¡]KSF¡^and resource-based view¡]RBV¡^, through this competitive advantage matrix can illustrates the types of competitive advantage and intensive of competitive advantage of the designated enterprise. The result of matrix analysis also gives hints for the enterprises to overview and to reinforce his internal resources as well as core competence, so as to keep and create its competitive advantage. Key Words¡GKey Success Factor¡]KSF¡^, Resource-based View¡]RBV¡^, Core Competence, Competitive Advantage, Competitive Advantage Matrix Analysis.

Abstract ¡§Leasing¡¨ is a product of credit transaction with a long history, morn than 5000 years, according to the historical record. In recent years, the leasing industry started from the Industrial Revolution in 18th Century and due to its unique function such as specific investment, margin lending, sales promotion and assets management, it has already become one of the important category under the financing industry. Taiwan¡¦s leasing industry can be traced back to the beginning of 1970s and the fastest growing period was happened from 1978 to 1983. Over those years, more than 90 leasing companies were existed; however, due to the influence of the economy depression, people¡¦s willingness to invest became less and less and finally the corporate business achievement turned out to be negative for several years. At present, the number of the members goes down to 13 and obviously, the leasing company is largely affected by the depression of the outer prosperities. In recent years, because of the influence of the State¡¦s subprime mortgage, financial tsunami has become more and more serious around the world; therefore, the worldly financial institutions, enterprises and even the countries are now facing the results of the unprecedented managing risks. Leasing industry is categorized as one of the affiliated service industry of financial industry; most of its funding comes from the financial institutions and money markets which belong to the business of high degrees of operating and financial leverage. Under the impacts of the current financial tsunami, the financial industry itself has the phenomenon of not owning enough floating capital and so does the leasing industry; in the meanwhile, the financial industry needs to encounter the degenerating quality of the payment due to the results of those bankrupt companies. In consequence, the leasing industry is also coming across a hard time that accompanies with the financial crisis. This research starts from the basic knowledge of the Resource-Based View and continues to discuss how to make the best use of the limited resources and capabilities to manage a successful management under the highly competitive financial environment. Case studies will be applied in this research, especially the analysis of Company C. Industry investigation will be proceeded first to further understand the company¡¦s self-owned resources and capabilities and then to notice the advantages, the opportunities and the threats of the industry. After these steps, professional interviews and the analysis of the documents will be studied to sort out the following key factors to make the leasing industry successful. 1. Owning the ability of credit management, strengthening the quality of the products and maintaining the stable profit-making. 2. Creating the diversity of the resources of the capital. 3. Owning strong sales team and distribution channels to have a larger market share to create the values of marketing. 4. Owning a clear enterprise position and developing strategies. 5. Owning an internationalized marketing ability. Key Words¡GLeasing , Key Success Factor¡]KSF¡^, Resource-based View¡]RBV¡^, Competitive Advantage.

This study investigates the relationship between firm resources, positioning strategies and performance in the smaller firm. Porter’s generic strategies have been useful in describing how firms compete in the marketplace, and the resource based view has shown that resources can lead to a sustained competitive advantage. The strategic management field has begun to combine the two theories and examine the link between them. Small firms must make the best use of their relatively scarce resources. It is proposed that the relationship between resources and performance is contingent upon the positioning strategy the firm competes on, although there has only been limited supporting research to date. This research builds on work by Edelman et al. (2005) by examining the relationship between human, organisational and physical resources, and the strategies of quality/ customer service, innovation, and cost leadership in 447 retail, engineering, and professional service firms in New Zealand. Using Structural Equations Modelling this research finds that positioning strategies are the mechanism by which firms can leverage their resources into higher performance. This relationship can be modelled as mediated or moderated, with statistical analysis sensitive to model complexity. The firm’s environment influences this relationship with different resources required to support each position depending on the industry. Specifically human, organisational, and physical resources appear to be viable sources of competitive advantage when they are leveraged by a strategy of quality/ customer service, innovation or cost leadership when the industry environment is conducive to the resource – strategy combination.

Organizations are becoming increasingly dependent on information technology for different purposes, such as project and resource-management systems, cooperative work systems and organizational memory systems. There is a need to make a dynamic roadmap for IT capability usage to facilitate organizational performance. The aim of this research is to gain a deeper understanding of the role of IS Strategy in utilizing IT capabilities for operationalizing and integrating business process information for the purpose of organizational performance from the lens of the resource-based view (RBV). This research makes use of single case study analysis of a construction organization in the oil and gas industry in Iran. This case study is expected to fill a gap in the literature in the specific context of a strategic situation and the critical environment in Iran.

Fundamentado na Teoria da Visão da Firma Baseada em Recursos (VBR), este estudo teve o objetivo de identificar, avaliar e analisar os diversos recursos (tangíveis e intangíveis) e as diferentes capabilidades encontrados na indústria moveleira de Bento Gonçalves no Rio Grande do Sul (estado que possui mais de 20% da produção nacional e cerca de 30% do total das exportações de móveis, e cujo maior pólo industrial é o de Bento Gonçalves). Fazendo-se inicialmente uma revisão teórica de conceitos-chave da VBR como os de recursos e de capabilidades, este estudo procurou associar a obtenção de vantagens competitivas sustentadas a uma correta determinação da estratégia, baseada no desenvolvimento e na combinação de recursos da firma que sejam valiosos e únicos para o mercado. Este trabalho possui uma relevância tanto teórica quanto prática na medida em que ele procura expandir a aplicação da VBR e propor um framework para a identificação e avaliação de recursos e capabilidades. De natureza exploratória e qualitativa, o método de pesquisa utilizado foi o estudo de casos múltiplos. Foram pesquisadas quatro empresas do setor moveleiro de Bento Gonçalves (uma grande, uma média e duas pequenas) e os principais resultados foram: é possível identificar todos os tipos de recursos, desde os “clássicos” tangíveis até os ativos das marcas e patentes, e competências como o know-how de funcionários. As capabilidades identificadas e analisadas mostraram que o caminho para se atingir uma vantagem competitiva sustentada independe do porte da empresa e do mercado em que ela atua. As conclusões do estudo apontam para uma mudança gradual de ênfase do recurso tangível para o intangível no mercado contemporâneo. / Based on the Resource Based View of the Firm (RBV), this study had the objective of identifying, assessing and analyzing the different resources (tangibles and intangibles) and capabilities found in the furniture industry of Bento Gonçalves, at Rio Grande do Sul (state that accounts for more than 20% of national production and about 30% of total furniture exports, and whose largest industrial pole is the Bento Gonçalves one). Beginning with a theoretical review of the RBV key concepts, such as of resources and capabilities, this study looked for associating the attainment of sustainable competitive advantage to a correct determination of strategy, based on the development and on the combination of the firm’s resources which are valuable and unique to the market. This work has a relevance either theoretical as practical, in the way that it looks for expanding RBV application and considering a framework for identification and assessment of resources and capabilities. Having an exploratory and qualitative nature, the research method applied was a multiple case study. Four companies from Bento Gonçalves furniture sector have been studied (a big one, one average and two small companies) and the main outcomes were: it is possible to identify all the types of resources, since the “classical” tangible ones, until the assets of registered trade mark and patents, and the competences like the employees know-how. The identified and analyzed capabilities had shown that the way to reach a sustainable competitive advantage is independent from the company’s size and from the market where it acts. The study conclusions point to a gradual change of emphasis from the tangible resource to the intangible one in the contemporary market.

Orientador: Gessuir Pigatto / Coorientador: Renato Dias Baptista / Banca: Luciano Munk / Banca: Ana Elisa Bressan Smith Lourenzani / Resumo: A internacionalização é uma das estratégias utilizadas pelas empresas para permanecer no mercado e/ou obter a vantagem competitiva frente a seus concorrentes. Uma das correntes teóricas que explica a vantagem competitiva das empresas, assim como o seu ingresso no mercado internacional é a teoria da Visão Baseada em Recursos (VBR). Sob a perspectiva teórica da VBR, o processo de como as empresas respondem às pressões e exigências do ambiente internacional (na medida em que aumentam o comprometimento dos seus recursos internos) torna a entrada e a permanência em novos mercados estrangeiros de forma estruturada. Similarmente à VBR, a abordagem das Capacidades Dinâmicas atribui importância aos recursos empresariais, sendo que a combinação e adaptação destes ocorre diante de um ambiente dinâmico e de rápidas mudanças, como o do mercado internacional. Diante da diversidade de recursos existentes na empresa, os recursos humanos, assim como suas práticas de gestão, são considerados importantes por apresentarem fonte de vantagem competitiva para o alcance dos objetivos estratégicos da organização. Desta forma, esta pesquisa teve por objetivo analisar a adaptação dos recursos humanos realizada pelas empresas alimentícias instaladas no estado de São Paulo que utilizaram a exportação como estratégia de internacionalização. Como procedimento metodológico, utilizou-se da pesquisa de multicasos em nove empresas, a coleta de dados por meio de formulário semiestruturado, com análise descritiv... (Resumo completo, clicar acesso eletrônico abaixo) / Mestre

This research studies the impact of consultancy competency and consultation mode on the service quality of management consulting firms in the emerging market of Nigeria – the largest economy in Africa. It explains the consultant competency and the adopted consultation approach of the ‘Big Four’ (PwC, Akintola-Deloitte, Ernest and Young, and KPMG) management consultancy firms from the resource based-view (RBV) and institutional theory of the firm. The conceptual framework of management consulting directing this study is generated from earlier research (Canavan et al., 2013; Jang et al., 1997, 1998; Patterson, 2000; Parasuraman, 1988; Kisang et al., 2012; Pugh et al., 1968; Oliver, 1980). Previous research has examined factors that are important for management consulting success, however, one of the remaining challenges is to investigate the associations among these factors. Furthermore, there seems to be a relative disregard for the associations between these management consulting factors and service quality. This study aims to advance the RBV and make theoretical contributions in several ways. First, it identifies and proposes that the professional and managerial competencies of the consultants are the key assets of the management consultancy firms needed to sustain and further their competitiveness in emerging markets. Specifically, we argue that these competencies are particularly valuable and have direct impact on management consultancy firms’ service quality. Also, from an institutional perspective, this study proposes that multinational management consulting firms must have the capacity to deliver quality in a consultation mode suitable to their various clients in different countries for sustainability. Specifically, we argue that the particular consultation mode adopted by the consulting firm impacts the quality of consultation service rendered to its clients in the Nigerian market, determining its firms’ client satisfaction levels. This study utilized a mixed methods approach (Creswell, 2003), which entailed the use of both qualitative and quantitative methods in assessing this research’s questions. 13 senior management consultants were interviewed, and survey data was collected from 311 business clients of these management consultancy firms situated in the three most industrious states in Nigeria, which are Abuja (North), Lagos (South-West), and Port Harcourt (South-South). The results of this study show that the service quality of well-established western management consulting firms is significantly influenced by their consultation mode, as well as both their professional and managerial capabilities, irrespective of their client’s organizational structure. This study also finds that client experience levels in dealing with management consultants considerably moderates the relationship between these firms’ service quality and their client satisfaction in this strategic context. Our study advances the RBV and institutional theories, highlighting that the consultation modes, professional competencies, managerial competencies and client experience levels are the key competitive factors of western management consulting firms in Nigeria.

Fundamentado na Teoria da Visão da Firma Baseada em Recursos (VBR), este estudo teve o objetivo de identificar, avaliar e analisar os diversos recursos (tangíveis e intangíveis) e as diferentes capabilidades encontrados na indústria moveleira de Bento Gonçalves no Rio Grande do Sul (estado que possui mais de 20% da produção nacional e cerca de 30% do total das exportações de móveis, e cujo maior pólo industrial é o de Bento Gonçalves). Fazendo-se inicialmente uma revisão teórica de conceitos-chave da VBR como os de recursos e de capabilidades, este estudo procurou associar a obtenção de vantagens competitivas sustentadas a uma correta determinação da estratégia, baseada no desenvolvimento e na combinação de recursos da firma que sejam valiosos e únicos para o mercado. Este trabalho possui uma relevância tanto teórica quanto prática na medida em que ele procura expandir a aplicação da VBR e propor um framework para a identificação e avaliação de recursos e capabilidades. De natureza exploratória e qualitativa, o método de pesquisa utilizado foi o estudo de casos múltiplos. Foram pesquisadas quatro empresas do setor moveleiro de Bento Gonçalves (uma grande, uma média e duas pequenas) e os principais resultados foram: é possível identificar todos os tipos de recursos, desde os “clássicos” tangíveis até os ativos das marcas e patentes, e competências como o know-how de funcionários. As capabilidades identificadas e analisadas mostraram que o caminho para se atingir uma vantagem competitiva sustentada independe do porte da empresa e do mercado em que ela atua. As conclusões do estudo apontam para uma mudança gradual de ênfase do recurso tangível para o intangível no mercado contemporâneo. / Based on the Resource Based View of the Firm (RBV), this study had the objective of identifying, assessing and analyzing the different resources (tangibles and intangibles) and capabilities found in the furniture industry of Bento Gonçalves, at Rio Grande do Sul (state that accounts for more than 20% of national production and about 30% of total furniture exports, and whose largest industrial pole is the Bento Gonçalves one). Beginning with a theoretical review of the RBV key concepts, such as of resources and capabilities, this study looked for associating the attainment of sustainable competitive advantage to a correct determination of strategy, based on the development and on the combination of the firm’s resources which are valuable and unique to the market. This work has a relevance either theoretical as practical, in the way that it looks for expanding RBV application and considering a framework for identification and assessment of resources and capabilities. Having an exploratory and qualitative nature, the research method applied was a multiple case study. Four companies from Bento Gonçalves furniture sector have been studied (a big one, one average and two small companies) and the main outcomes were: it is possible to identify all the types of resources, since the “classical” tangible ones, until the assets of registered trade mark and patents, and the competences like the employees know-how. The identified and analyzed capabilities had shown that the way to reach a sustainable competitive advantage is independent from the company’s size and from the market where it acts. The study conclusions point to a gradual change of emphasis from the tangible resource to the intangible one in the contemporary market.