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Zusatztext Teece's authoritative work on dynamic capabilities has important implications for strategic management! as well as for organization studies! economics! innovation policy! and antitrust law. Scholars and practitioners in a broad range of areas will find this book to be an invaluable reference and source of new ideas. Informationen zum Autor David J. Teece is Chaired Professor of Haas Business School at the University of California, Berkeley. He has been included on the "A-List of Management Academics 2011" by Business Educators, an orgazination which seeks to facilitate collaborations between business academics and professionals. Klappentext How do firms grow? How do firms compete? An influential answer to these fundamental questions of business strategy lies in the concept of dynamic capabilities. David Teece has been a leading pioneer of this perspective! and this book is the clearest and most succinct statement of his ideas. Essential reading for business students and managers. Zusammenfassung How do firms grow? How do firms compete? An influential answer to these fundamental questions of business strategy lies in the concept of dynamic capabilities. David Teece has been a leading pioneer of this perspective, and this book is the clearest and most succinct statement of his ideas. Essential reading for business students and managers. Inhaltsverzeichnis Preface Part I: Dynamic Capabilities 1: The Nature and Microfoundations of (Sustainable) Enterprise Performance 2: 1. The (Entrepreneurial) Function of the Manager in a Developed Market Economy 3: The Foundations of Dynamic Capabilities 4: Resources, Capabilities, and Penrose Effects 5: Dynamic Capabilities and the Essence of Multinational Enterprise Part II: The Business Enterprise in Economic Development 6: The Role of Management, Enterprise, and Technology in the Wealth of Nations 7: Managers, Entrepreneurs and the Literati in Economic Development Part III: Competition Policy 8: 1. The Nature of Competition in Regimes of Rapid Technological Change ...
