Category: Academic Theory

A signpost to useful information on the academic theories and frameworks used in the international business and global strategy literature.

About Globestrategy

GLOBESTRATEGY©  was developed in 2013 by Suresh George⊕ to support  a global strategy course at Coventry University.

This website curates open educational resources (OER) useful for learning global strategy and International business.

On the site, you can learn about the Academic theory behind global business strategies, look up country business profiles⊕, case studies⊕ of market entry, read about company information⊕ and learn more from the open courses⊕ and open textbooks⊕ list

In addition, the doing business profiles⊕ showcases the nature of doing business across global markets.

The central theme of GLOBESTRATEGY© is to provide up-to-date materials to support the learning process and offer relevant information to businesses that seek new markets. Managed by contributors from the academic community, these free databases can help navigate the global business environment.

Open licence

All the resources hosted or curated are from content providers that provide them on a creative commons license.

Creative Commons License
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0⊕ International License.

RBV of the Firm- BIRGER WERNERFELT’s PAPER

The paper explores the usefulness of analysing firins froin the resource side rather than from the product side. In analogy to entry barriers and growth-share lnatrices, the concepts of resource position barrier and resource-product lnatrices are suggested. These tools are then used to highlight the new strategic options which naturallyemergefroin theresource perspective. Read more on ⊕

Resource-Based View of the firm

The resource-based view (RBV) as a basis for the competitive advantage of a firm lies primarily in the application of a bundle of valuable tangible or intangible resources at the firm’s disposal (Wernerfelt, 1984, p172; Rumelt, 1984, p557-558; Penrose, 1959[1]). To transform a short-run competitive advantage into a sustained competitive advantage requires that these resources are heterogeneous in nature and not perfectly mobile[2]:105–106 (Peteraf, 1993, p180). Effectively, this translates into valuable resources that are neither perfectly imitable nor substitutable without great effort (Barney, 1991[2]:117).

In addition, through a consistent and sophisticated bundling of activities, their mutual reinforcement can help to further differentiate individual capabilities. Read more on ⊕

Sustainable Competitive Advantage

A sustainable competitive advantage occurs when an organization acquires or develops an attribute or combination of attributes that allows it to outperform its competitors. These attributes can include access to natural resources or access to highly trained and skilled personnel human resources. It is an advantage (over the competition), and must have some life; the competition must not be able to do it right away, or it is not sustainable. It is an advantage that is not easily copied and, thus, can be maintained over a long period of time. Competitive advantage is a key determinant of superior performance, and ensures survival and prominent placing in the market. Superior performance is the ultimate, desired goal of a firm; competitive advantage becomes the foundation. It gives firms the ability to stay ahead of present or potential competition and ensure market leadership. Read more on ⊕

Source: Boundless. “Sustainable Competitive Advantage.” Boundless Marketing. Boundless, 20 Sep. 2016. Retrieved 26 Nov. 2016 from https://www.boundless.com/marketing/textbooks/boundless-marketing-textbook/marketing-strategies-and-planning-2/the-strategic-planning-process-24/sustainable-competitive-advantage-136-4087/

Business Resources and Capabilities as Drivers Of Environmental Strategy

This paper is a case study that investigates the activities of the Nigerian Tourism Development Corporation (NTDC) in relation to the environmental marketing strategies of hotels in the Nigerian hospitality industry. Specifically, it studies the relationship between resources and capabilities as drivers of the environmental marketing strategy of hotels. Building on the resources-base view, this study explains the drivers and outcomes of environmentally friendly marketing strategies in the Nigeria hotel services. It is a survey research design in which data that were collected from 152 hotels personnel reveals that possessing sufficient physical and financial resources is an instrument towards achieving effective green marketing strategies. Furthermore, the study confirms that there is a significant effect of environmental marketing strategy on the competitive advantage level in the hospitality industry. Read more on ⊕

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