Business development theory, measures and practice
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| Dokumentumtípus: | Diplomadolgozat |
| Kulcsszavak: | business development business enterprises business planning dynamic capabilities strategic partnerships |
| Online Access: | http://dolgozattar.uni-bge.hu/56707 |
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| 001 | dolg56707 | ||
| 005 | 20240926080209.0 | ||
| 008 | 240926suuuu hu om 000 eng d | ||
| 040 | |a BGE Dolgozattár Repozitórium |b hun | ||
| 041 | |a en | ||
| 100 | 1 | |a Sehter Norman | |
| 245 | 1 | 0 | |a Business development theory, measures and practice |c Sehter Norman |h [elektronikus dokumentum] |
| 520 | 3 | |a In the work "Dynamic Capabilities and Strategic Management" by Teece et al. (1997), the dynamic capabilities framework is introduced as a staregic assesment tool for understanding the mechanisms through which private enterprise firms create and capture wealth in rapidly evolving markets. This framework is necessary for understanding how firms achieve and sustain competitive edge by integrating, constructing, and reconfiguring both internal and external competencies to navigate through changing environments. The essence of dynamic capabilities, lies in the firm's proficiency in sensing opportunities and threats, seizing opportunities, and transforming operations in response to environmental shifts. This ability ensures that organizations can create new and innovative competitive advantages, characterized by the dependencies and market positions they occupy. One of the standout themes of the article is the emphasis on the strategic role of path dependencies. The decisions a firm makes are significantly shaped by its unique asset positions and the evolutionary paths it has traversed. These historical paths not only limit but also open up future strategic directions, indicating that a firm's current capabilities are deeply rooted in its past decisions and strategies. The discussion extends to the critical managerial and organizational processes essential to implementing dynamic capabilities. It includes the processes of coordination and integration, learning, reconfiguration and transformation, each vital for adapting to changing markets and maintaining sustainable competitive advantage. The dynamic capabilities framework brings to light how the mentioned processes enable firms to successfully navigate through and adapt to the challenges and opportunities presented by dynamic environments. Moreover, Teece et al. highlight the importance of a firm's asset positions, such as technological, complementary, reputational, structural and institutional assets, in shaping its capability to innovate and compete. These assets, difficult to imitate and often firm-specific, form the fundamentals upon which firms can build and sustain their competitive advantages. In conclusion, "Dynamic Capabilities and Strategic Management" fundamentally argues that the competitive advantage of firms is anchored in the unique processes and the coordination thereof. That is influenced by the firm's specific asset positions and its chosen evolutionary paths. This rich theoretical foundation offers invaluable insights into how firms can develop, deploy, and leverage dynamic capabilities to maintain a competitive edge, innovate, and adapt to new market conditions. The study is a cornerstone reference for any exploration into business development and strategic management. | |
| 695 | |a business development | ||
| 695 | |a business enterprises | ||
| 695 | |a business planning | ||
| 695 | |a dynamic capabilities | ||
| 695 | |a strategic partnerships | ||
| 700 | 1 | |a Csécsi Dávid |e ths | |
| 700 | 1 | |a Dr. Csekő Dr. Katalin |e ths | |
| 856 | 4 | 0 | |u http://dolgozattar.uni-bge.hu/56707/1/szakdolgozat-1%20%282%29.pdf |z Dokumentum-elérés |
| 856 | 4 | 0 | |u http://dolgozattar.uni-bge.hu/56707/2/Sehter%20Norman_bi%CC%81ra%CC%81lat_BGE_CSD_AVDH.pdf |z Dokumentum-elérés |
| 856 | 4 | 0 | |u http://dolgozattar.uni-bge.hu/56707/3/Assessment_2024_Spring_Selter.pdf |z Dokumentum-elérés |