JEHIEL ZIF | Tel Aviv University (original) (raw)
Papers by JEHIEL ZIF
Journal of management and strategy, Dec 4, 2018
The paper outlines the critical rational of change readiness for entrepreneurial ventures. It is ... more The paper outlines the critical rational of change readiness for entrepreneurial ventures. It is very difficult for innovative startups to assess correctly customers' response prior to actual entry. The probability of success increases when the venture adapts quickly to the feedback derived from users. It is proposed that a proper and timely adaptation can be directed by applying systematic elements of change readiness. These elements are discussed with special attention to the unique characteristics of information gathering and interpretation in the case of new innovative products.
Journal of management research, Dec 18, 2015
Guidelines for developing personal strategy are based on strategic concepts for business and a fr... more Guidelines for developing personal strategy are based on strategic concepts for business and a framework of well-being. The notion is that effective strategy has to balance a deliberate and specific plan with an evolving strategy of change as a result of new opportunities and threats. The set of personal objectives to be prioritized are a modified version of flourishing components in positive psychology. Alternative life styles are presented based on the objectives. The building blocks of the strategy are borrowed from the Balanced Score Card methodology. The paper emphasizes the importance of personal strengths in choosing initiatives for action. The approach to change is constructed by three variables of change readiness: trigger identification, preparation for action and mode of action.
Management Decision, Mar 1, 1981
I. IntroductionThe general manager of a state owned manufacturing plant in a developing country h... more I. IntroductionThe general manager of a state owned manufacturing plant in a developing country has to decide how to allocate production between two products. The first product is more profitable, but the second is a priority product which the government wants to produce inside the country. Demand for the second product is uncertain, so that producing too much may decrease profits without increasing market satisfaction, while producing too little could result in unfavourable government and public reaction. This problem is typical of many decision‐making situations in the modern world—the dilemma posed by multiple, conflicting objectives in an uncertain environment.
Management Science, Nov 1, 1981
Two different functions, managing the business in the product or service markets and managing pub... more Two different functions, managing the business in the product or service markets and managing public support in the political markets, must be performed by managers of state-owned enterprises (SOEs). Each organization has to strike a strategic balance between these two functions. The way this is done is indicative of the organizational orientation and behavior. The greater the relative emphasis on managing public support, the stronger is the political orientation in our terminology. The greater the relative emphasis on managing the business, the stronger is the business orientation. This paper proposes that explanation of behavior of SOEs can be improved by taking into account the orientation of management toward the mix of business and politics. Although the combination of business and political goals of SOE has long been recognized, the mix of business and political activities as a strategic variable was rarely distinguished. This strategic variable is operationally defined, measured and explained. An insight into the purposes of business and political activities is gained through an analysis of the external and internal orientation of management. The organization may concentrate internally, on its own needs and goals, or externally, on the needs and goals of the outside publics. This distinction can be useful in descriptive as well as normative research. Management orientation, whether business or political, is associated with a specific set of behavioral tendencies or implications. These implications are expressed in propositions which state that an increase in the political and external orientation of management are related to an increased likelihood that: 1. Sales rather than profit goals would be emphasized. 2. Low prices relative to costs would be charged. 3. Goals would be relatively unstable. 4. Goals would be stated in unclear or vague terms. 5. Performance evaluation would be carried out on an irregular basis. 6. Public support would be sought prior to action. 7. Top management would be recruited from the public sector. An exploratory survey of 50 executives of SOEs in fourteen Latin American, Asian and African countries was used to test the propositions. With few exceptions, the empirical results support the above propositions. Further research, which will include additional variables and a larger sample, can increase the reliability of the findings and improve our understanding of the factors which influence management orientation.
Journal of Global Marketing, Sep 18, 2009
and-conditions-of-access.pdf This article may be used for research, teaching and private study pu... more and-conditions-of-access.pdf This article may be used for research, teaching and private study purposes. Any substantial or systematic reproduction, redistribution , reselling , loan or sub-licensing, systematic supply or distribution in any form to anyone is expressly forbidden. The publisher does not give any warranty express or implied or make any representation that the contents will be complete or accurate or up to date. The accuracy of any instructions, formulae and drug doses should be independently verified with primary sources. The publisher shall not be liable for any loss, actions, claims, proceedings, demand or costs or damages whatsoever or howsoever caused arising directly or indirectly in connection with or arising out of the use of this material.
Journal of Global Marketing, Dec 6, 1994
Global versus Local Strategic Alliances Saul Klein Jehiel Zif ABSTRACT. The authors present a fra... more Global versus Local Strategic Alliances Saul Klein Jehiel Zif ABSTRACT. The authors present a framework within which to de-cide when a firm should choose a single global strategic alliance partner, when regional alliances are more appropriate, and when it should use multiple ...
Journal of Global Marketing, Aug 12, 2005
... The Resource based perspective sees innovation as one of the firm distinctive competencies in... more ... The Resource based perspective sees innovation as one of the firm distinctive competencies in its competitive environment, whether it is ... external operations. ... In this study it is proposed that three main forces that are the firm's competencies, the specific market/industry conditions ...
Journal of Marketing, 1980
The managerial approach, commonly used in micromarketing, can be systematically applied to the gr... more The managerial approach, commonly used in micromarketing, can be systematically applied to the growing area of marketing management with macrosocietal responsibilities. This paper proposes a dual concept for macromanagement based on a strategic balance between managerial control and cultivation of public support.
International Journal of Business Administration, Jun 10, 2020
This paper outlines a rational for assessing the rate of global market expansion by entrepreneuri... more This paper outlines a rational for assessing the rate of global market expansion by entrepreneurial firms. Many entrepreneurial firms are dependent for their success on global market expansion. This is especially true about firms from relatively small countries. One can conceive of two major and opposing strategies for market expansion: market diversification and market concentration. The first strategy implies a fast penetration into a large number of markets in order to achieve fast growth and a first mover advantage. The second strategy is based on concentration of resources in a few markets and gradual expansion into new territories in order to test the response before committing too much effort. The paper is updating prior work on market expansion, taking into account entrepreneurial firms in the digital age. Firms with digital products don't have to depend on foreign distribution networks and they have new opportunities for fast entry into foreign markets. We propose a concise framework for determining the preferred rate of market expansion utilizing two key variables: the potential response function of customers and the complexity of the product. The paper include a discussion of ways to assess customers' response to entrepreneurial innovation and additional factors that can influence the market expansion decision.
IEEE Transactions on Engineering Management, May 1, 1997
The purposes of this paper are first to explore the relationship between the total R&... more The purposes of this paper are first to explore the relationship between the total R&D budget and two major components, product and process R&D, and second, to examine the relationship between these two types of R&D and the profitability of the business. The paper explores a cyclical pattern in the relationship between product and process R&D on the one hand
Journal of management research, Feb 15, 2023
The pap with a predicti implem We pro way to to busin these ob The pa satisfac Three s identific ... more The pap with a predicti implem We pro way to to busin these ob The pa satisfac Three s identific advance the way Recent the role we supp plan tha Keywo Research 941-899X 15, No. 1 ink.org/jmr with strategy ycle and strategy a logical imilarity y among eviewed. ious life d: trigger ia at an ght about ning and nclusion, more by ngevity. Research 941-899X 15, No.
Journal of the Academy of Marketing Science, Jun 1, 1977
INTER-SECTORIAL INTEGRATION The marketing arena is comprised of a large number of interdependent ... more INTER-SECTORIAL INTEGRATION The marketing arena is comprised of a large number of interdependent groups and individuals with both common and conflicting interests (Mallen 1963; Alderson 1969). It is not only a locale for economic transactions; it is also a politicized field of action in the sense that participating sectors, i.e. producers, wholesalers and retailers, compete with one another and within their own ranks for influence and for a greater share of available resources. Changes in market structure over the decades frequently have been the outcome of this struggle for dominance by some, and for sheer survival within the arena by others, lzraeli (197 !) views the historical development as a cyclical process of evolution: In each cycle the economic position of ~weaker members" in the marketing channels (whether they be manufacturers, wholesalers, retailers or even customers) is threatened by the growing concentration of some other member in the channel. A characteristic feature of the cycle is that the disadvantaged component or member of the channel mobilizes to countervail both the vertical and horizontal competitive pressures. It then reasserts its Dosition through either internal growth or affiliation.
Research Policy, Oct 1, 1990
... 435 Characteristics of businesses with high RD investment J. ZIF Tel Aviv University, Tel Avi... more ... 435 Characteristics of businesses with high RD investment J. ZIF Tel Aviv University, Tel Aviv,Israel D. MCCARTHY Northeastern University, Boston, MA 02H5, USAA ISRAELI XRL Corporation Final version received October 1989 The purpose of this study is to explore the ...
Small group behavior, Nov 1, 1978
Business enterprise has two-and only these two-basic functions: entrepreneurial marketing and inn... more Business enterprise has two-and only these two-basic functions: entrepreneurial marketing and innovation. They are the entrepreneurial functions&dquo; (Drucker, 1954: 37). By creating different employment of economic resources, innovation in general, and technological innovation in particular, is a major determinant of economic growth and the main basis for reward. By creating and satisfying customers, marketing provides purpose and direction for the efforts of the entire business. We can therefore expect that successful coordination of marketing and technological innovation would be crucial for business
Journal of management research, Feb 15, 2023
Transformation from business to personal strategy with focus on retirement Abstract Con... more Transformation from business to personal strategy with focus on retirement
Abstract
Concepts of business strategy are used to develop a personal strategy framework for managers and professionals following retirement. Many of them are familiar with constructs of business strategy and therefore, may find the transformation to personal life useful. The building blocks of the strategy are borrowed from the Balanced Score Card methodology with a personal goal of life satisfaction. The paper emphasizes the need for balance between a deliberate plan and evolving life situation with unexpected developments.
The following concepts are explored: type of strategy; multiple objectives; life cycle and prediction; strategy development;
direction and concentration of effort; strategy implementation; performance evaluation; change readiness and corrective action
Journal of the Academy of Marketing Science, 1977
INTER-SECTORIAL INTEGRATION The marketing arena is comprised of a large number of interdependent ... more INTER-SECTORIAL INTEGRATION The marketing arena is comprised of a large number of interdependent groups and individuals with both common and conflicting interests (Mallen 1963; Alderson 1969). It is not only a locale for economic transactions; it is also a politicized field of action in the sense that participating sectors, i.e. producers, wholesalers and retailers, compete with one another and within their own ranks for influence and for a greater share of available resources. Changes in market structure over the decades frequently have been the outcome of this struggle for dominance by some, and for sheer survival within the arena by others, lzraeli (197 !) views the historical development as a cyclical process of evolution: In each cycle the economic position of ~weaker members" in the marketing channels (whether they be manufacturers, wholesalers, retailers or even customers) is threatened by the growing concentration of some other member in the channel. A characteristic feature of the cycle is that the disadvantaged component or member of the channel mobilizes to countervail both the vertical and horizontal competitive pressures. It then reasserts its Dosition through either internal growth or affiliation.
Journal of Management Research, 2015
Guidelines for developing personal strategy are based on strategic concepts for business and a fr... more Guidelines for developing personal strategy are based on strategic concepts for business and a framework of well-being. The notion is that effective strategy has to balance a deliberate and specific plan with an evolving strategy of change as a result of new opportunities and threats. The set of personal objectives to be prioritized are a modified version of flourishing components in positive psychology. Alternative life styles are presented based on the objectives. The building blocks of the strategy are borrowed from the Balanced Score Card methodology. The paper emphasizes the importance of personal strengths in choosing initiatives for action. The approach to change is constructed by three variables of change readiness: trigger identification, preparation for action and mode of action.
Journal of International Business Studies, 1983
Explanatory concepts of managerial strategic behavior in SOEs—based on the areas of government co... more Explanatory concepts of managerial strategic behavior in SOEs—based on the areas of government control, management orientation, and market environment—are explained. Three explanatory variables are proposed based on these concepts. The paper discusses the behavioral explanations which are associated with each variable and reports the results of an exploratory survey of 50 managers of state-owned enterprises in 14 countries. The explanatory contributions are analyzed and compared based on the empirical findings.
Journal of Global Marketing, 2005
... The Resource based perspective sees innovation as one of the firm distinctive competencies in... more ... The Resource based perspective sees innovation as one of the firm distinctive competencies in its competitive environment, whether it is ... external operations. ... In this study it is proposed that three main forces that are the firm's competencies, the specific market/industry conditions ...
Journal of Global Marketing, 2009
and-conditions-of-access.pdf This article may be used for research, teaching and private study pu... more and-conditions-of-access.pdf This article may be used for research, teaching and private study purposes. Any substantial or systematic reproduction, redistribution , reselling , loan or sub-licensing, systematic supply or distribution in any form to anyone is expressly forbidden. The publisher does not give any warranty express or implied or make any representation that the contents will be complete or accurate or up to date. The accuracy of any instructions, formulae and drug doses should be independently verified with primary sources. The publisher shall not be liable for any loss, actions, claims, proceedings, demand or costs or damages whatsoever or howsoever caused arising directly or indirectly in connection with or arising out of the use of this material.
Journal of management and strategy, Dec 4, 2018
The paper outlines the critical rational of change readiness for entrepreneurial ventures. It is ... more The paper outlines the critical rational of change readiness for entrepreneurial ventures. It is very difficult for innovative startups to assess correctly customers' response prior to actual entry. The probability of success increases when the venture adapts quickly to the feedback derived from users. It is proposed that a proper and timely adaptation can be directed by applying systematic elements of change readiness. These elements are discussed with special attention to the unique characteristics of information gathering and interpretation in the case of new innovative products.
Journal of management research, Dec 18, 2015
Guidelines for developing personal strategy are based on strategic concepts for business and a fr... more Guidelines for developing personal strategy are based on strategic concepts for business and a framework of well-being. The notion is that effective strategy has to balance a deliberate and specific plan with an evolving strategy of change as a result of new opportunities and threats. The set of personal objectives to be prioritized are a modified version of flourishing components in positive psychology. Alternative life styles are presented based on the objectives. The building blocks of the strategy are borrowed from the Balanced Score Card methodology. The paper emphasizes the importance of personal strengths in choosing initiatives for action. The approach to change is constructed by three variables of change readiness: trigger identification, preparation for action and mode of action.
Management Decision, Mar 1, 1981
I. IntroductionThe general manager of a state owned manufacturing plant in a developing country h... more I. IntroductionThe general manager of a state owned manufacturing plant in a developing country has to decide how to allocate production between two products. The first product is more profitable, but the second is a priority product which the government wants to produce inside the country. Demand for the second product is uncertain, so that producing too much may decrease profits without increasing market satisfaction, while producing too little could result in unfavourable government and public reaction. This problem is typical of many decision‐making situations in the modern world—the dilemma posed by multiple, conflicting objectives in an uncertain environment.
Management Science, Nov 1, 1981
Two different functions, managing the business in the product or service markets and managing pub... more Two different functions, managing the business in the product or service markets and managing public support in the political markets, must be performed by managers of state-owned enterprises (SOEs). Each organization has to strike a strategic balance between these two functions. The way this is done is indicative of the organizational orientation and behavior. The greater the relative emphasis on managing public support, the stronger is the political orientation in our terminology. The greater the relative emphasis on managing the business, the stronger is the business orientation. This paper proposes that explanation of behavior of SOEs can be improved by taking into account the orientation of management toward the mix of business and politics. Although the combination of business and political goals of SOE has long been recognized, the mix of business and political activities as a strategic variable was rarely distinguished. This strategic variable is operationally defined, measured and explained. An insight into the purposes of business and political activities is gained through an analysis of the external and internal orientation of management. The organization may concentrate internally, on its own needs and goals, or externally, on the needs and goals of the outside publics. This distinction can be useful in descriptive as well as normative research. Management orientation, whether business or political, is associated with a specific set of behavioral tendencies or implications. These implications are expressed in propositions which state that an increase in the political and external orientation of management are related to an increased likelihood that: 1. Sales rather than profit goals would be emphasized. 2. Low prices relative to costs would be charged. 3. Goals would be relatively unstable. 4. Goals would be stated in unclear or vague terms. 5. Performance evaluation would be carried out on an irregular basis. 6. Public support would be sought prior to action. 7. Top management would be recruited from the public sector. An exploratory survey of 50 executives of SOEs in fourteen Latin American, Asian and African countries was used to test the propositions. With few exceptions, the empirical results support the above propositions. Further research, which will include additional variables and a larger sample, can increase the reliability of the findings and improve our understanding of the factors which influence management orientation.
Journal of Global Marketing, Sep 18, 2009
and-conditions-of-access.pdf This article may be used for research, teaching and private study pu... more and-conditions-of-access.pdf This article may be used for research, teaching and private study purposes. Any substantial or systematic reproduction, redistribution , reselling , loan or sub-licensing, systematic supply or distribution in any form to anyone is expressly forbidden. The publisher does not give any warranty express or implied or make any representation that the contents will be complete or accurate or up to date. The accuracy of any instructions, formulae and drug doses should be independently verified with primary sources. The publisher shall not be liable for any loss, actions, claims, proceedings, demand or costs or damages whatsoever or howsoever caused arising directly or indirectly in connection with or arising out of the use of this material.
Journal of Global Marketing, Dec 6, 1994
Global versus Local Strategic Alliances Saul Klein Jehiel Zif ABSTRACT. The authors present a fra... more Global versus Local Strategic Alliances Saul Klein Jehiel Zif ABSTRACT. The authors present a framework within which to de-cide when a firm should choose a single global strategic alliance partner, when regional alliances are more appropriate, and when it should use multiple ...
Journal of Global Marketing, Aug 12, 2005
... The Resource based perspective sees innovation as one of the firm distinctive competencies in... more ... The Resource based perspective sees innovation as one of the firm distinctive competencies in its competitive environment, whether it is ... external operations. ... In this study it is proposed that three main forces that are the firm's competencies, the specific market/industry conditions ...
Journal of Marketing, 1980
The managerial approach, commonly used in micromarketing, can be systematically applied to the gr... more The managerial approach, commonly used in micromarketing, can be systematically applied to the growing area of marketing management with macrosocietal responsibilities. This paper proposes a dual concept for macromanagement based on a strategic balance between managerial control and cultivation of public support.
International Journal of Business Administration, Jun 10, 2020
This paper outlines a rational for assessing the rate of global market expansion by entrepreneuri... more This paper outlines a rational for assessing the rate of global market expansion by entrepreneurial firms. Many entrepreneurial firms are dependent for their success on global market expansion. This is especially true about firms from relatively small countries. One can conceive of two major and opposing strategies for market expansion: market diversification and market concentration. The first strategy implies a fast penetration into a large number of markets in order to achieve fast growth and a first mover advantage. The second strategy is based on concentration of resources in a few markets and gradual expansion into new territories in order to test the response before committing too much effort. The paper is updating prior work on market expansion, taking into account entrepreneurial firms in the digital age. Firms with digital products don't have to depend on foreign distribution networks and they have new opportunities for fast entry into foreign markets. We propose a concise framework for determining the preferred rate of market expansion utilizing two key variables: the potential response function of customers and the complexity of the product. The paper include a discussion of ways to assess customers' response to entrepreneurial innovation and additional factors that can influence the market expansion decision.
IEEE Transactions on Engineering Management, May 1, 1997
The purposes of this paper are first to explore the relationship between the total R&... more The purposes of this paper are first to explore the relationship between the total R&D budget and two major components, product and process R&D, and second, to examine the relationship between these two types of R&D and the profitability of the business. The paper explores a cyclical pattern in the relationship between product and process R&D on the one hand
Journal of management research, Feb 15, 2023
The pap with a predicti implem We pro way to to busin these ob The pa satisfac Three s identific ... more The pap with a predicti implem We pro way to to busin these ob The pa satisfac Three s identific advance the way Recent the role we supp plan tha Keywo Research 941-899X 15, No. 1 ink.org/jmr with strategy ycle and strategy a logical imilarity y among eviewed. ious life d: trigger ia at an ght about ning and nclusion, more by ngevity. Research 941-899X 15, No.
Journal of the Academy of Marketing Science, Jun 1, 1977
INTER-SECTORIAL INTEGRATION The marketing arena is comprised of a large number of interdependent ... more INTER-SECTORIAL INTEGRATION The marketing arena is comprised of a large number of interdependent groups and individuals with both common and conflicting interests (Mallen 1963; Alderson 1969). It is not only a locale for economic transactions; it is also a politicized field of action in the sense that participating sectors, i.e. producers, wholesalers and retailers, compete with one another and within their own ranks for influence and for a greater share of available resources. Changes in market structure over the decades frequently have been the outcome of this struggle for dominance by some, and for sheer survival within the arena by others, lzraeli (197 !) views the historical development as a cyclical process of evolution: In each cycle the economic position of ~weaker members" in the marketing channels (whether they be manufacturers, wholesalers, retailers or even customers) is threatened by the growing concentration of some other member in the channel. A characteristic feature of the cycle is that the disadvantaged component or member of the channel mobilizes to countervail both the vertical and horizontal competitive pressures. It then reasserts its Dosition through either internal growth or affiliation.
Research Policy, Oct 1, 1990
... 435 Characteristics of businesses with high RD investment J. ZIF Tel Aviv University, Tel Avi... more ... 435 Characteristics of businesses with high RD investment J. ZIF Tel Aviv University, Tel Aviv,Israel D. MCCARTHY Northeastern University, Boston, MA 02H5, USAA ISRAELI XRL Corporation Final version received October 1989 The purpose of this study is to explore the ...
Small group behavior, Nov 1, 1978
Business enterprise has two-and only these two-basic functions: entrepreneurial marketing and inn... more Business enterprise has two-and only these two-basic functions: entrepreneurial marketing and innovation. They are the entrepreneurial functions&dquo; (Drucker, 1954: 37). By creating different employment of economic resources, innovation in general, and technological innovation in particular, is a major determinant of economic growth and the main basis for reward. By creating and satisfying customers, marketing provides purpose and direction for the efforts of the entire business. We can therefore expect that successful coordination of marketing and technological innovation would be crucial for business
Journal of management research, Feb 15, 2023
Transformation from business to personal strategy with focus on retirement Abstract Con... more Transformation from business to personal strategy with focus on retirement
Abstract
Concepts of business strategy are used to develop a personal strategy framework for managers and professionals following retirement. Many of them are familiar with constructs of business strategy and therefore, may find the transformation to personal life useful. The building blocks of the strategy are borrowed from the Balanced Score Card methodology with a personal goal of life satisfaction. The paper emphasizes the need for balance between a deliberate plan and evolving life situation with unexpected developments.
The following concepts are explored: type of strategy; multiple objectives; life cycle and prediction; strategy development;
direction and concentration of effort; strategy implementation; performance evaluation; change readiness and corrective action
Journal of the Academy of Marketing Science, 1977
INTER-SECTORIAL INTEGRATION The marketing arena is comprised of a large number of interdependent ... more INTER-SECTORIAL INTEGRATION The marketing arena is comprised of a large number of interdependent groups and individuals with both common and conflicting interests (Mallen 1963; Alderson 1969). It is not only a locale for economic transactions; it is also a politicized field of action in the sense that participating sectors, i.e. producers, wholesalers and retailers, compete with one another and within their own ranks for influence and for a greater share of available resources. Changes in market structure over the decades frequently have been the outcome of this struggle for dominance by some, and for sheer survival within the arena by others, lzraeli (197 !) views the historical development as a cyclical process of evolution: In each cycle the economic position of ~weaker members" in the marketing channels (whether they be manufacturers, wholesalers, retailers or even customers) is threatened by the growing concentration of some other member in the channel. A characteristic feature of the cycle is that the disadvantaged component or member of the channel mobilizes to countervail both the vertical and horizontal competitive pressures. It then reasserts its Dosition through either internal growth or affiliation.
Journal of Management Research, 2015
Guidelines for developing personal strategy are based on strategic concepts for business and a fr... more Guidelines for developing personal strategy are based on strategic concepts for business and a framework of well-being. The notion is that effective strategy has to balance a deliberate and specific plan with an evolving strategy of change as a result of new opportunities and threats. The set of personal objectives to be prioritized are a modified version of flourishing components in positive psychology. Alternative life styles are presented based on the objectives. The building blocks of the strategy are borrowed from the Balanced Score Card methodology. The paper emphasizes the importance of personal strengths in choosing initiatives for action. The approach to change is constructed by three variables of change readiness: trigger identification, preparation for action and mode of action.
Journal of International Business Studies, 1983
Explanatory concepts of managerial strategic behavior in SOEs—based on the areas of government co... more Explanatory concepts of managerial strategic behavior in SOEs—based on the areas of government control, management orientation, and market environment—are explained. Three explanatory variables are proposed based on these concepts. The paper discusses the behavioral explanations which are associated with each variable and reports the results of an exploratory survey of 50 managers of state-owned enterprises in 14 countries. The explanatory contributions are analyzed and compared based on the empirical findings.
Journal of Global Marketing, 2005
... The Resource based perspective sees innovation as one of the firm distinctive competencies in... more ... The Resource based perspective sees innovation as one of the firm distinctive competencies in its competitive environment, whether it is ... external operations. ... In this study it is proposed that three main forces that are the firm's competencies, the specific market/industry conditions ...
Journal of Global Marketing, 2009
and-conditions-of-access.pdf This article may be used for research, teaching and private study pu... more and-conditions-of-access.pdf This article may be used for research, teaching and private study purposes. Any substantial or systematic reproduction, redistribution , reselling , loan or sub-licensing, systematic supply or distribution in any form to anyone is expressly forbidden. The publisher does not give any warranty express or implied or make any representation that the contents will be complete or accurate or up to date. The accuracy of any instructions, formulae and drug doses should be independently verified with primary sources. The publisher shall not be liable for any loss, actions, claims, proceedings, demand or costs or damages whatsoever or howsoever caused arising directly or indirectly in connection with or arising out of the use of this material.