LEADER 03580oam 2200709I 450 001 9910457567503321 005 20200520144314.0 010 $a1-134-60750-4 010 $a1-280-14363-0 010 $a0-203-98225-8 024 7 $a10.4324/9780203982259 035 $a(CKB)1000000000360555 035 $a(EBL)235345 035 $a(OCoLC)475943595 035 $a(SSID)ssj0000236805 035 $a(PQKBManifestationID)11206240 035 $a(PQKBTitleCode)TC0000236805 035 $a(PQKBWorkID)10172948 035 $a(PQKB)10156873 035 $a(MiAaPQ)EBC235345 035 $a(Au-PeEL)EBL235345 035 $a(CaPaEBR)ebr10095147 035 $a(CaONFJC)MIL14363 035 $a(OCoLC)936904384 035 $a(OCoLC)252976103 035 $a(EXLCZ)991000000000360555 100 $a20180331d2000 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt 182 $cc 183 $acr 200 00$aResources, technology, and strategy /$fedited by Nicholai J. Foss and Paul L. Robertson 210 1$aLondon ;$aNew York :$cRoutledge,$d2000. 215 $a1 online resource (284 p.) 225 1 $aRoutledge advances in management and business studies ;$v11 300 $aDescription based upon print version of record. 311 $a0-415-43960-4 311 $a0-415-21585-4 320 $aIncludes bibliographical references and index. 327 $aPreliminaries; Contents; The contributors; 1 Introduction: resources, technology and strategy; 2 Equilibrium vs. evolution in the resource-based perspective; 3 Knowledge and capabilities: a new view of the firm; 4 Synthesising resource-based, evolutionary and neoclassical thought; 5 A processual account of innovative capabilities; 6 Product and process architectures in the management of knowledge resources; 7 Building innovative assets and dynamic coherence in multi-technology companies; 8 Dynamic complementarities and technology acquisition 327 $a9 Economic organisation and the accumulation of rent-yielding assets 10 Capabilities and vertical disintegration in process technology; 11 Technological capabilities and the strategies of small manufacturing firms; 12 Technological capabilities and foreign direct investment in China; Index 330 $aResources, Technology and Strategy brings together contributors from Europe, North America and Asia to consider the strategic relationship between technology and other resources, such as production capabilities, marketing prowess, finance and organisational culture.Throughout the book, these experts take a critical approach to RBP (Resource-Based Perspective) in order to assess both its strengths and weaknesses. Case studies also highlight the importance of both having and not having strong technological capabilities in settings as diverse as the US semiconductor industry, small 410 0$aRoutledge advances in management and business studies ;$v11. 606 $aIndustrial management 606 $aStrategic planning 606 $aTechnological innovations$xManagement 606 $aHuman capital 608 $aElectronic books. 615 0$aIndustrial management. 615 0$aStrategic planning. 615 0$aTechnological innovations$xManagement. 615 0$aHuman capital. 676 $a658 701 $aFoss$b Nicolai J.$f1964-$0145785 701 $aRobertson$b Paul L$0594319 801 0$bFlBoTFG 801 1$bFlBoTFG 906 $aBOOK 912 $a9910457567503321 996 $aResources, technology, and strategy$92065249 997 $aUNINA