Vrio model - Samenvattingen, Aantekeningen en Examens

Dit document geeft een samenvatting weer van Fundamenten van HRM 3 ofwel Strategisch HRM, per concept wordt ingegaan op de definitie en de betekenis voor SHRM. Gaat o.a. over balanced approach, six components, value chain, HPWS en VRIO-model gebaseerd op de literatuur, artikelen en hoorcolleges. Kan er geen 100% slagingskans bij verkopen, maar zelf heb ik een 9,5 er mee gehaald. Succes! Veel voorkomende afkortingen: Topmm = topmanagement Mw = medewerker Wg = werkgever Org = orga...

strategisch management volledige samenvatting inclusief twee workshops 58 pagina's!

Lector: Astrid Cocquyt Inhoud samenvatting: - hoofdstuk 4 definitie strategisch management definitie concurrentievoordelen en - voorwaarden definitie/ kenmerken having - doing resourcs continuïteitskring verschil behoeften en wensen verschil beïnvloede en beïnvloedende stakeholder rol van winst in de continuïteitskring - Deel 2 strategische driehoek en strategische kloof - Hoofdstuk 6 - Waar willen we heen visie, missie - definitie/ verschil kernwaarden en cultuur: verschil ...

Deze samenvatting is gebaseerd op het boek 'Strategisch performance management' en de te kennen leerstof voor de richting Milieu- en duurzaamheidsmanagement. De samenvatting werd opgemaakt aan de hand van het leerpad op Chamilo en hier en daar aangevuld met het boek.

how firms achieve growth - ANSWERBuild: Organic growth through internal development. Borrow: Fuel external growth through a contract / strategic alliance. Buy: Focus on external growth through acquiring new resources, capabilities, and competencies (acquisitions) build-borrow-or-buy framework - ANSWERconceptual model that aids firms in deciding whether to pursue internal development (build), enter a contractual arrangement or strategic alliance (borrow), or acquire new resources/capabil...

WPC 480: M1-M13 QUESTIONS AND ANSWERS 100% PASS The purpose of strategy in business is to do what? To create and provide the business with sustainable competitive advantage The difference between strategic decisions and tactical decisions is one of degree. The characteristics that differentiate between a strategic decision and a tactical decision is based on which of the following. Amount of available resources consumed by the decision, Ability to reverse the decision and Temporal im...

HRM Midterm Exam with Questions and Answers HRM is managing.... ANSWER ....human talent HRM activities are..... ANSWER .... planning, attracting, motivating, and developing Challenges in organization are.... ANSWER .... economic, technological, demographic, cultural, and legal Porters five forces model.... ANSWER -new entrants -substitutes -bargaining power of customers -bargaining power of suppliers -rivarly among firms For internal analysis you use.... ANSWER ..... VRIO V...

Core Competencies embedded strengths enabling value-creation Capabilities strategically orchestrating diverse resources Resources assets leveraged for strategy/ formulation Looking Inside the Firm for Core Competencies Competitive advantage derives from core competencies, which enable: 1. Differentiation of products/services creating perceived value, or 2. Cost leadership - offering products/services of comparable value at lower cost (Diagram) Looking Inside the...

WPC 480 Chapter 4 Exam With Complete Solutions Core competencies Unique strength, embedded deep within a firm, that are critical to gaining and sustaining competitive advantage. Resources Any assets that a firm can draw on when formulating and implementing a strategy. Capabilities Organizational and managerial skills necessary to orchestrate a diverse set of resources and deploy them strategically. Activities Distinct and fine-grained business processes that enable firms to a...

Strategy : The central integrated, externally oriented concept of how we will achieve our objectives; how an organization faced with competition will achieve superior performance Competitive advantage : conditions that allow a company to produce a product or service at a lower price or in a more desirable fashion Emergent vs Intended Strategy : The strategic management process leads managers to intended strategies, however conditions often change or new information becomes available -...